Local Responsiveness Pressure, Subsidiary Resources, Green Management Adoption and Subsidiary’s Performance: Evidence from Taiwanese Manufactures

Peng, Yu-Shu; Lin, Shing-Shiuan

doi:10.1007/s10551-007-9382-8

Cited by 177 publications

(138 citation statements)

References 29 publications

(51 reference statements)

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“…Such firms may also incur reduced risk of environmental liabilities, potentially limiting their associated insurance and legal costs and even lowering their cost of capital (e.g., Christmann 2004). To the extent that sustainability issues are important to employees, firms with green marketing programs may also benefit from increased employee morale and output, enhancing productivity (Menon et al 1999;Peng and Lin 2008). Green marketing programs may also result in higher revenues.…”

Section: The Role Of Top Management Risk Aversionmentioning

confidence: 99%

“Greening” the marketing mix: do firms do it and does it pay off?

Leonidou

Katsikeas

Morgan

2012

J. of the Acad. Mark. Sci.

373

329

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Growing concern about the sustainability of the natural environment is rapidly transforming the competitive landscape and forcing companies to explore the costs and benefits of "greening" their marketing mix. We develop and test a theoretical model that predicts (1) the role of green marketing programs in influencing firm performance, (2) the impact of slack resources and top management risk aversion on the deployment of such programs, and (3) the conditioning effects that underpin these relationships. Our analyses show that green marketing programs are being implemented by firms, and we find evidence of significant performance payoffs. Specifically the results indicate that green product and distribution programs positively affect firms' productmarket performance, while green pricing and promotion practices are directly positively related to firms' return on assets. In addition, industry-level environmental reputation moderates the links between green marketing program components and firms' product-market and financial performance. Finally, we find that slack resources and top management risk aversion are independently conducive to the adoption of green marketing programs-but operate as substitutes for each other. concern, regulatory pressure) but relatively few internal factors (e.g., top management commitment) that are conducive to this process (e.g., Banerjee et al. 2003). We identify and empirically examine two new internal factors that have largely been overlooked: slack resources and top management risk aversion (Menguc et al. 2010;Miles and Covin 2000). 1 We adopt the general and widely used term "environmentally friendly" to refer to any activity that is relatively less harmful or is even beneficial to the natural environment. 4Our study addresses these knowledge gaps and makes two primary contributions. First, we examine the product-market and return-on-assets (ROA) performance effects of environmentally friendly product, pricing, distribution, and promotion programs. We find that greening marketing programs can deliver product-market and financial performance benefits.However, we show that these benefits may vary across different green marketing program components and identify the key role of the industry's environmental reputation in conditioning some of these relationships. Our results suggest that researchers need to allow for different levels of greenness in individual marketing program components and capture industry-level variables in theorizing and empirically studying green marketing. Our findings also have important implications for managers in terms of where and how they should expect to achieve payback benefits from investments in greening marketing programs.Second, we provide evidence of the critical role of slack resources and top management risk aversion in the deployment of green marketing programs. In addition, we explore interaction effects and find that competitive intensity enhances the impact of slack resources on some components of green marketing programs. Our results al...

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Section: The Role Of Top Management Risk Aversionmentioning

confidence: 99%

“Greening” the marketing mix: do firms do it and does it pay off?

Leonidou

Katsikeas

Morgan

2012

J. of the Acad. Mark. Sci.

373

329

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“…Several studies have showed the positive financial effect of environmental management (Florida & Davison, 2001;Barnett & Salomon, 2006;Peng & Lin, 2008). In this stream, corporate eco-friendly efforts can create proactive intangible assets and dynamic capabilities that contribute to improved firm performance (Russo & Fouts, 1997;Teece, 2007;Mzembe et al, 2016).…”

Section: Issues and Hypotheses Developmentmentioning

confidence: 99%

Environmental Policy Performances for Sustainable Development: From the Perspective of ISO 14001 Certification

Lee

Noh

Choi

et al. 2017

Corp Soc Responsibility Env

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This study investigated the financial performances of environmental policy by using the long-term effect of ISO 14001 certification. Drawing on a natural-resource-based view of the firm, this study examined abnormal performances of ISO 14001 certified firms on the New York Stock Exchange (NYSE) and National Association of Securities Dealers Automated Quotations (NASDAQ) in the USA during the period 1996-2010 employing a rigorous event study methodology. The results indicate that the profitability variables showed immediate positive abnormal effects after firms applied for the ISO 14001 certification, while the market benefit variable showed gradual improvements after obtaining the certification. However, ISO 14001 did not show significant effect on the internal process improvement. Overall, ISO 14001 was found beneficial to the firm in the long run from the perspectives of profitability and market benefits.

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“…First, the perceived importance of environment improvement by managers negatively affect to innovation performance. It is quite surprising because most of the previous literature pointed out that innovation improving environment leads to higher firm performance [37,[39][40][41][42][43]. Given that previous literature considered the output only, however, the result of this study does not counter the literature, but rather point to the possibility that the input that is required to perform environmental innovation is much higher than the actual output transformed from it.…”

Section: Resultsmentioning

confidence: 54%

“…Diverse studies found out the positive effect of green innovation on firm performance, such as material or energy reduction and environmental improvement [39][40][41][42][43][44]. In a similar vein, environmental marketing is found to affect positively to firms' capabilities [45,46].…”

Section: Sustainable Innovationmentioning

confidence: 97%

The Effect of Sustainability as Innovation Objectives on Innovation Efficiency

2018

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Though sustainability exists as major objective of pursuing innovation, the effect of it on innovation performance is still unanswered. While the outcome of innovation should consider both input and output, moreover, studies on sustainable innovation are yet to consider the overall efficiency, but rather the performance itself. To fill the gap between the effect of sustainability as the objective of innovation and its innovation performance, and to bridge the hole between the outcome of sustainable innovation and its efficiency, we analyze the relationship between sustainability as innovation objective and innovation efficiency. We use 441 manufacturing companies in Korea from 2016 KIS data, and perform the data envelopment analysis (DEA) method to calculate efficiency score of each firm and tobit regression analysis to investigate the effect of sustainability as an objective of innovation on innovation efficiency. The results show that the objective of 'environmental improvement' negatively affects innovation efficiency, while 'safety improvement' positively affects the efficiency. On the contrary, the effect of 'material and energy reduction' as an objective of innovation on innovation efficiency is not verified. The implications, limitations, and guidelines for future research are presented.

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Local Responsiveness Pressure, Subsidiary Resources, Green Management Adoption and Subsidiary’s Performance: Evidence from Taiwanese Manufactures

Abstract: green management, MNCs, performance, resource, stakeholders,

Cited by 177 publications

References 29 publications

“Greening” the marketing mix: do firms do it and does it pay off?

“Greening” the marketing mix: do firms do it and does it pay off?

Environmental Policy Performances for Sustainable Development: From the Perspective of ISO 14001 Certification

The Effect of Sustainability as Innovation Objectives on Innovation Efficiency

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