No abstract

Purpose – The purpose of this paper is to extend previous green supply chain management (GSCM) research by developing and empirically testing a conceptual framework that investigates the relationships between three dimensions of integrated green supply chain management (iGSCM) and multiple dimensions of operational performance. Design/methodology/approach – The study is based on survey data collected from 126 automotive manufacturers in China. The relationships between theoretical constructs are analysed using structural equation modelling. Findings – This study generates important findings of the significant and positive relationships between iGSCM (internal GSCM, GSCM with customers and GSCM with suppliers) and operational performance in terms of flexibility, delivery, quality and cost. Practical implications – It is important for managers to simultaneously consider internal GSCM and GSCM with customers and suppliers when implementing environmental sustainability in the supply chains. Overlooking either internal GSCM or external GSCM may hinder their efforts to improve operational performance. Originality/value – This study contributes to the literature by defining iGSCM that combines three main dimensions, namely, internal GSCM, GSCM with customers and GSCM with suppliers, and empirically testing its impact on multiple operational performance dimensions.

No abstract

This study investigates the mediating effects of environmental and operational performance on the relationship between green supply chain management (GSCM) and financial performance. The proposed relationships are analyzed using survey data from a sample of 126 automobile manufacturers in China. The results suggest that GSCM as an integral supply chain strategy is significantly and positively associated with both environmental and operational performance, which then indirectly leads to improved financial performance. The results indicate the possible complementarity effects between various internal and external GSCM practices.

The version in the Kent Academic Repository may differ from the final published version. Users are advised to check http://kar.kent.ac.uk for the status of the paper. Users should always cite the published version of record.

Environmental pressures and performance: An analysis of the roles of environmental innovation strategy and marketing capability AbstractThe purpose of this study is to explore the relationship between environmental pressures (i.e. environmental regulation and stakeholder pressures) and performance considering the mediating role of environmental innovation strategy and the moderating role of marketing capability. Both primary data collected from 121 UK-based manufacturing firms and secondary data on financial performance of the firms is used to test the proposed relationships. The results show that environmental innovation strategy fully/partially mediates the relationship between environmental regulation/stakeholder pressures and environmental performance, and partially mediates the effect of environmental regulation on financial performance. The results also indicate that marketing capability significantly moderates the relationship between environmental regulation and environmental innovation strategy. Drawing upon contingency theory and dynamic capability view, by testing the mediation and moderation effects, the results of this study provide managers with valuable guidance for developing environmental innovation strategy.

No abstract

This is a repository copy of Green human resource management and environmental cooperation: An ability-motivation-opportunity and contingency perspective.