Green process innovation and operational performance: The role of proactive environment strategy, technological capabilities, and organizational learning

Abstract

With increase in the focus on environmental protection, firms are integrating sustainability issues in process and product innovations. Firms can contribute toward sustainability and also improve operational performance through green innovation practices. However, the adoption of green innovation practices depends on the proactivity of top managers toward environment management. In this paper, we study the relationships between proactive environment strategy, green process innovation (GPRI), and operational performance. Further, we examine the mediating effect of dynamic capabilities (DCs) (technological capabilities and organizational learning) between GPRI and operational performance. The proposed framework is tested by data collected from the Indian manufacturing industries and using partial least squares (PLS) technique. The findings demonstrate proactive environment strategy as an important antecedent for GPRI practices. Second, technological capabilities and organizational learning mediate between GPRI and operational performance. The results of the study are useful for managers in the manufacturing firms, who are interested to implement GPRI practices or who are in the early stage of implementing the GPRI practices.

The sustainable development of the aerospace industry: Drivers and impact of corporate environmental responsibility

“…In summary, because they hold a crucial position representing both internal and external stakeholders, boards of directors are the pivotal CG mechanism for aligning stakeholders' environmental instances and firms' capabilities. In line with prior evidence (Bhatia, 2021; Bhatia & Jakhar, 2021; Gangi, Meles, et al, 2019; Siebenhüner & Arnold, 2007), boards' care for environmental safeguards appears relevant to better CER performance. Accordingly, effective board characteristics should push firms to develop environmental engagement and consciousness within their organizational culture, especially firms that belong to an industry such as aerospace that is increasingly focused on environmental impacts (Crifo et al, 2019; Tan et al, 2017).…”

“…In consequence, identification of the drivers and effects of CER has emerged as a critical need to support firms' transition towards green business models in different sectors. Since CER is not a monolithic entity (Cai et al, 2016; Melo & Garrido‐Morgado, 2012), a sub‐pillar has emerged, that is, the capability of firms to generate green product innovation (GPI) (Bhatia, 2021; Bhatia & Jakhar, 2021; Dangelico, 2015).…”

“…In consequence, identification of the drivers and effects of CER has emerged as a critical need to support firms' transition towards green business models in different sectors. Since CER is not a monolithic entity (Cai et al, 2016;Melo & Garrido-Morgado, 2012), a sub-pillar has emerged, that is, the capability of firms to generate green product innovation (GPI) (Bhatia, 2021;Bhatia & Jakhar, 2021;Dangelico, 2015). Thus, searching for the internal drivers of CER and GPI, we argue that CG can be a critical tool for companies aiming to remain compliant with environmental safeguards (e.g., Gangi, Meles, et al, 2020;Haque & Ntim, 2020;Jamali, 2008;Naciti, 2019).…”

Design for the environment: An ontology‐based knowledge management model for green product development

“…Qualitative and quantitative approaches and techniques have been used, for example, “Computer‐Aided Design” (Chu et al, 2009; Mathieux et al, 2008) and LCA (Herrmann & Moltesen, 2015; Mendoza‐Fong et al, 2019), to implement green issues. Other researchers have emphasized the significance of the development process, management system, organization, motivation, and competencies (Awan et al, 2021; Bhatia, 2021; Chen et al, 2020). Furthermore, authors have linked Industry 4.0 and sustainability benefits to fully use green processes to meet sustainability objectives (Asiimwe & de Kock, 2019; Mendoza‐Fong et al, 2019).…”

“…Qualitative and quantitative approaches and techniques have been used, for example, "Computer-Aided Design"(Chu et al, 2009;Mathieux et al, 2008) and LCA(Herrmann & Moltesen, 2015;Mendoza-Fong et al, 2019), to implement green issues. Other researchers have emphasized the significance of the development process, management system, organization, motivation, and competencies(Awan et al, 2021;Bhatia, 2021;Chen et al, 2020). Furthermore, authors have linked Industry 4.0 and sustainability benefits to fully use green processes to meet sustainability objectives(Asiimwe & de Kock, 2019;Mendoza-Fong et al, 2019).F I G U R E 4Distribution of 211 papers across the period of time [Colour figure can be viewed at wileyonlinelibrary.com]Therefore, as presented previously, to optimize unique product requirements, the DFX model was developed with the main objective of fulfilling customer needs and responding to the high market demand for product competitiveness from different perspectivesSassanelli et al, 2020;Shen et al, 2020).…”