Market drivers of sustainability and sustainability learning capabilities: The moderating role of sustainability control systems

Wijethilake, Chaminda; Upadhaya, Bedanand

doi:10.1002/bse.2503

Cited by 38 publications

(50 citation statements)

References 36 publications

(206 reference statements)

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…To test the moderating role of industry in H4, we add the interaction between the interlocks measure and a dummy variable indicating if firms belong to the more environmentally impacting industries ( More Environmentally Impacting ) to our model. Moderation is widely used in environmental studies, such as Cordeiro et al (2020); Qureshi et al (2020); Rajesh and Rajendran (2020); Ren, He, Zhang, and Chen (2019); Wijethilake and Upadhaya (2020). Thus, our model becomes the following:

italicGHG {Emissons Intensity}_{it} = β_{0} + β_{1} {Interlock Measure}_{it} + β_{2} {More Environmentally Impacting}_{i} + + β_{3} {Interlock Measure}_{it} * {More Environmentally Impacting}_{i} + β_{4} italicControls + \sum_{k = 1}^{9} λ_{k} italicYear + μ_{it},

where the interlock measure is one of the four measures: (a) Total Interlocks , (b) Same Industry Interlocks , (c) Cross Industry Interlocks , and (d) Interlocks with Leaders.…”

Section: Methodsmentioning

confidence: 99%

Board interlocks and greenhouse gas emissions

Jing

Mahmoudian

et al. 2020

Bus Strat Env

View full text Add to dashboard Cite

Using resource dependence theory, we analyze board interlocks, their industry origin, and their relationship to firms' greenhouse gas (GHG) emissions. Interlocks create connections by having board members from one firm sit on other firms' boards, providing an avenue for sharing information and resources to aid in knowledge transfer and capability development. As firms face challenges for improved GHG emissions performance, they may look to their board members' connections to other firms to acquire needed resources. Using a sample of US Standard & Poor's (S&P) 1500 firms for years 2009 to 2018, we find that firms with a greater number of board interlocks achieve lower GHG emissions intensity. We also find that boards for the best performing companies have interlocks in the same industry, in other industries, and with firms leading in GHG emissions intensity, especially for firms in higher environmentally impacting industries, as they face greater emissions challenges.

show abstract

italicGHG {Emissons Intensity}_{it} = β_{0} + β_{1} {Interlock Measure}_{it} + β_{2} {More Environmentally Impacting}_{i} + + β_{3} {Interlock Measure}_{it} * {More Environmentally Impacting}_{i} + β_{4} italicControls + \sum_{k = 1}^{9} λ_{k} italicYear + μ_{it},

where the interlock measure is one of the four measures: (a) Total Interlocks , (b) Same Industry Interlocks , (c) Cross Industry Interlocks , and (d) Interlocks with Leaders.…”

Section: Methodsmentioning

confidence: 99%

Board interlocks and greenhouse gas emissions

Jing

Mahmoudian

et al. 2020

Bus Strat Env

View full text Add to dashboard Cite

show abstract

“…Literature explores how various factors affect or mediate these organisational responses. Literature reports the following exogenous and endogenous factors: growth rate of the industry and traits of business managers (Lewis, Walls, & Dowell, 2014), cultural value and ethical leadership (Zhu, Sun, & Leung, 2014), chief executive officer's reputation (Konadu et al, 2020), trust and identity (Kostova & Roth, 2002), environmental training (Sarkis et al, 2010), sustainability control systems (Wijethilake & Upadhaya, 2020), firm ownership (Han & Zheng, 2016) and board composition, and location of an organisation (Davis & Greve, 1997). We did not find any study that discussed the mediating role of innovations on the firm's response regarding adoption of sustainable practices under the impact of stakeholder pressure.…”

Section: Introductionmentioning

confidence: 99%

Stakeholder pressure for sustainability: Can ‘innovative capabilities’ explain the idiosyncratic response in the manufacturing firms?

et al. 2020

View full text Add to dashboard Cite

This study explores role of innovative capabilities in determining a manufacturing firm's response to stakeholder pressure for adopting sustainable practices. Drawing on the theory of conservatism, we delineate that the firm's response is idiosyncratic and undergirded in the nature of its innovative capabilities. Our empirical investigation reveals that the response to the stakeholder pressure is mediated by the nature of the firm's innovative capabilities. Indian manufacturing firms are identified as unit of analysis for this study. The individual manufacturing facilities implement the environmental practices. The findings suggest that the manufacturing firm's exposure to exploitative/exploratory innovative capabilities triggers sustainable behaviours with ephemeral focus and enduring focus. Further, the exploratory/exploitative innovation is capable of explaining idiosyncratic behaviour for the firms' sustainability practices adoption. The findings delineate, with analysis, that unlike China, regulatory stakeholder pressures in India inhibit the adoption of sustainable practices with enduring focus in manufacturing firms.

show abstract

“…Building on these contributions, we extend the concept of resource deployment to natural resources and define it as the ability of a business to undertake actions that help to make efficient and effective use of natural resources in the valuedevelopment process in order to maintain product quality during resource-scarce times. As businesses can vary in their ability to do so, resource deployment is also a capability (Demirel & Kesidou, 2019;Wijethilake & Upadhaya, 2020). Existing studies indeed show evidence that human (e.g., Sirmon et al, 2008), surgical (e.g., Huesch, 2013), R&D (e.g., Kor & Mahoney, 2005;Matthew, Bodo, & Bojkowszky, 2012), and financial resources (e.g., Slotegraaf et al, 2003) are associated with business performance outcomes.…”

Section: Natural Resource Deploymentmentioning

confidence: 99%

When natural resources run out, market knowledge steps in: Lessons on natural resource deployment from a longitudinal study in a resource‐scarce region of Ethiopia

et al. 2020

View full text Add to dashboard Cite

With the increasing scarcity of natural resources, the ability to maintain quality standards during resource-scarce times becomes more critical for business performance.Theories on managing resource scarcity cannot be easily tested in contexts where resources are still abundant. This study therefore turns to an emerging market context in which natural resource availability naturally varies strongly between seasons, namely, that of Ethiopian pastoralists who for many generations learned to adapt to natural resource scarcity. Central to our theory is the natural resource deployment capability, which is the ability of a business to make efficient and effective use of available resources to maintain business performance during resource-scarce times.Using three-wave longitudinal data from 120 pastoral family-based livestock businesses, the study shows that when resources are scarce or extremely scarce, market knowledge helps to better deploy the scarce natural resources, leading to higher product quality. The findings imply that businesses with a better understanding of markets have stronger natural resource deployment capability. The lesson for businesses that are confronted with approaching resource scarcity is therefore to strengthen their ability to deploy resources efficiently and effectively by strengthening their market knowledge in which such capability is rooted.

show abstract

Market drivers of sustainability and sustainability learning capabilities: The moderating role of sustainability control systems

Cited by 38 publications

References 36 publications

Board interlocks and greenhouse gas emissions

Board interlocks and greenhouse gas emissions

Stakeholder pressure for sustainability: Can ‘innovative capabilities’ explain the idiosyncratic response in the manufacturing firms?

When natural resources run out, market knowledge steps in: Lessons on natural resource deployment from a longitudinal study in a resource‐scarce region of Ethiopia

Contact Info

Product

Resources

About