Environmental sustainability engagement of firms: The roles of social capital, resources, and managerial entrepreneurial orientation of small and medium enterprises in Vietnam

Roxas, Banjo

doi:10.1002/bse.2743

Cited by 32 publications

(34 citation statements)

References 61 publications

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“…In fact, Cohen (2006) Further examples of social support systems include university education and incubation programs (Fichter & Tiemann, 2018;Klofsten et al, 2019) or alternative forms of financing, such as crowdfunding or impact investments directly funneled towards sustainability-oriented ventures (e.g. Calic & Mosakowski, 2016), but also business partners and NGOS (Esteves et al, 2021;Roxas, 2021).…”

Section: Causal and Effectual Behaviors In Sustainability-oriented Ve...mentioning

confidence: 99%

Reinforcing or counterproductive behaviors for sustainable entrepreneurship? The influence of causation and effectuation on sustainability orientation

Johnson¹,

Hoerisch

2021

Bus Strat Env

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Effectuation, as an emerging theoretical approach in entrepreneurship, is receiving increasing attention in research and practice. Still, the integration of effectuation in sustainable entrepreneurship literature is sparse, and its influence on the sustainability orientation of ventures has so far not been examined in the academic literature. This article, therefore, investigates the influence that causal and effectual behaviors have on the sustainability orientation of established entrepreneurial ventures. This is important to consider, especially if entrepreneurial behaviors were to influence sustainability orientation negatively, this could potentially thwart the venture's ability to create lasting sustainability value. Based on a quantitative survey among 140 sustainable ventures, we find support for the hypothesis that causal behaviors reinforce sustainability orientation. We demonstrate that effectual behaviors exert a positive influence on sustainability orientation as well. Thus, the experimentation and flexibility of goals that ventures possess reflect that effectual behaviors are not at the expense of sustainability orientation. These results can inform sustainable entrepreneurs and educators to use both behaviors purposefully and highlight causal and effectual behaviors are equally important elements for sustainable entrepreneurship education.

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Section: Causal and Effectual Behaviors In Sustainability-oriented Ve...mentioning

confidence: 99%

Reinforcing or counterproductive behaviors for sustainable entrepreneurship? The influence of causation and effectuation on sustainability orientation

Johnson¹,

Hoerisch

2021

Bus Strat Env

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“…Globalisation has changed the nature of operations management with many organisations opting to outsource their operations in order to compete (Roxas, 2021). Furthermore, there is a real lack of clarity with regards to business arrangements across Europe as a result of the United Kingdom's exit from the European Union, with ‘disruption’ being the only element foreseen (PwC, 2020).…”

Section: Introductionmentioning

confidence: 99%

Entrepreneurial versus cooperative social capital: The impact on operational performance

et al. 2021

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Research has extensively focused on how firms can become more competitive, by discovering new knowledge domains while exploiting current ones. Prior research has shown the positive impact of social capital on performance; however, there have been no empirical studies that distinguished between the architectures of social capital and how they impact the operational performance dimensions. Building upon the knowledge-based theory, we propose a model to examine the effects of the two architectures of social capital (entrepreneurial and cooperative) on individual dimensions of operational performance (quality, delivery, flexibility and cost). The hypotheses are tested using structural equation modelling and data collected from 182 companies in Ireland. The results show that the cooperative social capital archetype supports the operational performance dimensions, while the entrepreneurial social capital archetype only impacts the cost dimension. The findings extend the current understanding about the complex relationships among the architectures of social capital and provide guidance for managers on how to leverage their investments in social capital to enhance specific operational performance dimensions.

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“…In particular, the "risk-taking" associated with EO is linked to greater adoption of GSCM practices (Namagembe et al, 2016). Managerial entrepreneurial orientation also moderates the relation between environmental management resources and environmental sustainability engagement by enhancing the strategic utilization of resources (Roxas, 2021).…”

Section: Entrepreneurial Orientation and Sustainabilitymentioning

confidence: 99%

“…Our findings may be of value to inform policy makers efforts in promoting sustainable development goals. SMEs are important both to economic development (contributing significantly to the overall business activities, total productivity, and gross domestic product) and to the development of sustainability (contributing significantly to solid waste and air pollution) (Roxas, 2021). Policymakers can develop institutional arrangements that facilitate the creation of networking with green suppliers and customers who are interested in environmental requirements.…”

Section: Managerial and Policy Implicationsmentioning

confidence: 99%

Sustainable development in small and medium enterprises: The role of entrepreneurial orientation in supply chain management

et al. 2021

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Organizations are under increased pressure to improve their sustainable performance through the adoption of green supply chain management (GSCM) practices. Small and medium enterprises (SMEs) have lagged behind larger corporations due to a number of factors. Chief among these factors is the lack of resources and capabilities.In this study, we investigate whether entrepreneurial orientation as a distinctive firmlevel resource contributes to the successful implementation of GSCM practices within SMEs. We use primary data obtained from 316 manufacturing SMEs and analyze the data by using a fuzzy-set qualitative comparative analysis (fsQCA). Our findings show four equifinal configurations of GSCM practices and the components of entrepreneurial orientation (EO) that lead to high environmental performance. Two practices, "eco-design" and "internal environmental management", are present in all configurations, with the latter being the single core condition. The components of EO are present in all the configurations. Three distinct configurations lead to the simultaneous achievement of high environmental performance and high economic performance. Some noticeable differences appear in these configurations: "internal environmental management" is no longer a core condition, instead external practices ("green purchasing," "cooperation with customers including environmental requirements," and "investment recovery") and "risk-taking" become core conditions. We exptrapolate our findings into a set of propositions that expand theory on the link between entrepreneurial orientation and sustainable performance. Our study provides insights for managers who seek to infuse entrepreneurial thoughts and actions into their green supply chain initiatives.

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Environmental sustainability engagement of firms: The roles of social capital, resources, and managerial entrepreneurial orientation of small and medium enterprises in Vietnam

Cited by 32 publications

References 61 publications

Reinforcing or counterproductive behaviors for sustainable entrepreneurship? The influence of causation and effectuation on sustainability orientation

Reinforcing or counterproductive behaviors for sustainable entrepreneurship? The influence of causation and effectuation on sustainability orientation

Entrepreneurial versus cooperative social capital: The impact on operational performance

Sustainable development in small and medium enterprises: The role of entrepreneurial orientation in supply chain management

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