Environmental strategy and performance in small firms: A resource-based perspective

Aragón‐Correa, J. Alberto; Hurtado‐Torres, Nuria Esther; Sharma, Sanjeev; Morales, Victor Jesús García

doi:10.1016/j.jenvman.2006.11.022

Cited by 803 publications

(921 citation statements)

References 96 publications

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“…All composite reliabilities exceeded the recommended 0.7 level and were greater than the correlation between the two constructs of interest. Prior to conducting our analyses, we followed the procedure outlined by Bono and Judge (2003) for examining the measurement properties of our variables to prevent interpretational problems inherent in simultaneous estimation of measurement and structural models (Aragó n- Correa et al, 2008).…”

Section: Resultsmentioning

confidence: 99%

“…Due to limited or non-availability of publicly available environmental performance data, a firm's environmental strategy has usually been measured in terms of the self-perception of managers (Aragó n- Correa et al, 2008). In our case, we used perception measures because there were no publicly available data on environmental practices in Spain.…”

Section: Environmental Managementmentioning

confidence: 99%

“…offering their perceptions rather than to offering precise quantitative data (Aragó n- Correa et al, 2008). We tested the model using a perceptual measure with three items (added value growth, economic and financial profitability) in which, through a 7-point Likert scale, managers rated his or her organization's performance relative to that of other firms in the sector.…”

Section: Financial Performancementioning

confidence: 99%

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The whole relationship between environmental variables and firm performance: Competitive advantage and firm resources as mediator variables

López‐Gamero

Molina‐Azorín

Claver‐Cortés

2009

Journal of Environmental Management

321

246

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a b s t r a c tThe examination of the possible direct link between environmental protection and firm performance in the literature has generally produced mixed results. The present paper contributes to the literature by using the resource-based view as a mediating process in this relationship. The study specifically tests whether or not the resource-based view of the firm mediates the positive relationships of proactive environmental management and improved environmental performance with competitive advantage, which also has consequences for financial performance. We also check the possible link between the adoption of a pioneering approach and good environmental management practices. Our findings support that early investment timing and intensity in environmental issues impact on the adoption of a proactive environmental management, which in turn helps to improve environmental performance. The findings also show that a firm's resources and competitive advantage act as mediator variables for a positive relationship between environmental protection and financial performance. This contribution is original because the present paper develops a comprehensive whole picture of this path process, which has previously only been partially discussed in the literature. In addition, this study clarifies a relevant point in the literature, namely that the effect of environmental protection on firm performance is not direct and can vary depending on the sector considered. Whereas competitive advantage in relation to costs influences financial performance in the IPPC law sector, the relevant influence in the hotel sector comes from competitive advantage through differentiation.

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Section: Resultsmentioning

confidence: 99%

Section: Environmental Managementmentioning

confidence: 99%

Section: Financial Performancementioning

confidence: 99%

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The whole relationship between environmental variables and firm performance: Competitive advantage and firm resources as mediator variables

López‐Gamero

Molina‐Azorín

Claver‐Cortés

2009

Journal of Environmental Management

321

246

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“…These environmental innovations in SMEs (for an overview, see Klewitz and Hansen 2014) cover a wide range of practices, such as eco-efficiency (Aragon-Correa et al 2008), cleaner production (Altham 2007;van Berkel 2007), and eco-design (Bos-Brouwers 2010). These innovations also encourage improved productivity (Biondi and Iraldo 2002), the implementation of continuous improvement processes (King and Lenox 2002;van Berkel 2007), and external partnerships (Hansen et al 2002).…”

Section: Entrepreneurial Orientation and Sustainable Practicesmentioning

confidence: 99%

Do Entrepreneurial SMEs Perform Better Because They are More Responsible?

2016

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Many scholars have investigated the direct impact of entrepreneurial orientation (EO) on performance, but this direct association seems both spurious and ambiguous because many parameters may have an indirect influence on this relationship. The present study thus considers sustainable practices-environmental practices, social practices in the workplace (SPW), and social practices in the community (SPC)-as three probable mediators in the relationship between EO and performance, which is considered in terms of its financial and non-financial dimensions. We seek to show to what extent small-and medium-sized enterprises' (SMEs) sustainable practices are useful assets, which are supported by EO, to improve performance. Using a structural equation modeling approach, data collected from 406 French SMEs were tested against the model. Our findings reveal that EO has a positive impact on the implementation of sustainable practices and that SPW partially mediate the link between EO and performance. Taken together, these findings suggest that EO plays a role in indirectly promoting performance by enhancing certain human resource management practices.

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“…The management of environmental impacts is positioned as a strategy (e.g. Aragón-Correa et al 2008;Orlitzky et al 2011) which, it is claimed, can add to competitive advantage through stimulating product or process innovation (e.g. Bansal et al 2014;Bansal and Roth 2000).…”

Section: Corporate Environmentalismmentioning

confidence: 99%