Munificence, Dynamism, and Complexity: How Industry Context Drives Corporate Sustainability

Chen, Hongquan; Zeng, Saixing; Lin, Hong; Ma, Hanyang

doi:10.1002/bse.1902

Cited by 156 publications

(196 citation statements)

References 68 publications

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“…The effects should be increased in munificent industries because, in general, they are characterized by enjoying greater tax incentives and more optimal financing plans for the development of environmentally responsible technologies and products, among other initiatives (Aragón‐Correa & Sharma, ). Therefore, it would be expected that managers in these environments have more incentives to materialize environmental innovation strategies (Lee, Cin, & Lee, ; Rothenberg & Zyglidopoulos, ) that allow them to acquire a sustainable competitive advantage (Chen, Zeng, Lin, & Ma, ; Kafouros, Buckley, Sharp, & Wang, ). However, when companies enjoy favorable growth environments, availability of resources, and so on, such as in munificent environments, they have an incentive to delay innovation because they do not need to implement aggressive innovative strategies to improve their competitive position or ensure their survival (Geroski, ).…”

Section: Introductionmentioning

confidence: 99%

Do the ecoinnovation and ecodesign strategies generate value added in munificent environments?

2019

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Within innovation strategies, ecodesign and ecoinnovation are becoming very relevant in recent years as they seek to reduce the environmental impact of both products and production processes by using new technologies and ways of working that contribute to sustainable development and at the same time help to promote the competitiveness of companies. In this framework, the objective of this paper is to analyze the impact that the strategies of environmental innovation in products and processes have on the profitability and the market value of the companies, considering the moderating role that the munificence of the industry has in this relationship. Using the generalized method of moments, the results obtained from a sample of 6,454 international companies during the period 2002–2017 show that although environmental innovation strategies do not entail higher returns, they are well valued by the capital market. This was especially true in environments with greater economic growth and availability of resources, that is, in munificent environments.

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Section: Introductionmentioning

confidence: 99%

Do the ecoinnovation and ecodesign strategies generate value added in munificent environments?

2019

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“…Thus, selection was performed to control for extraneous factors and increase generalizability. For example, in accordance with suggestions in the literature that possible differences in terms of regulations, enforcement, and customers at the industry and country levels influence the commitment to sustainability (e.g., Campbell 2007;Chen et al 2015;Ho et al 2012), we focused on a single industry in a single country. We selected the food industry because it is particularly active in the improvement of triple bottom line outcomes (e.g., Aiking and de Boer 2004;Maloni and Brown 2006).…”

Section: Sample Selectionmentioning

confidence: 93%

Sustainable Innovativeness and the Triple Bottom Line: The Role of Organizational Time Perspective

2016

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This paper studies the influence of an organization's time perspective on triple bottom line deployment through sustainable innovativeness. Although academics increasingly consider sustainable innovation to be an essential element in deploying the triple bottom line, the degree of an organization's sustainable innovativeness remains limited. Using ten inductive case studies based on the triangulation of data from multiple-respondent interviews and secondary data, this study shows that an organization's time perspective plays a crucial role in explaining the organization's degree of sustainable innovativeness and improvement of triple bottom line outcomes. Specifically, organizations with a longer planning horizon, higher tolerance of uncertainty, and greater ability to learn from the past develop a higher and increasing degree of sustainable innovativeness, allowing trade-offs between triple bottom line dimensions to be mitigated.

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“…Firm age is measured by the number of years since it was established. Older firms are likely to be more active in environmentalism than younger firms due to their experience in coping with environmental issues (Chen, Zeng, Lin, & Ma, ).…”

Section: Methodsmentioning

confidence: 99%

Monitoring effect of transparency: How does government environmental disclosure facilitate corporate environmentalism?

et al. 2019

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Environmental information transparency is a key policy instrument in environmental governance, which has been emphasized in most of the literature. Although a large body of research has focused on its role at the national or industrial level in the developed countries, few studies have extended it to emerging economies and tested its role in the subnational context. In this paper, we have empirically examined how government environmental disclosure shapes corporate environmentalism in the context of China. It is argued that the information transparency of government environmental disclosure can promote corporate environmentalism by providing supports for governments' decision‐making of environmental governance, the activeness of environmental nongovernment organizations, and the participation of general public in environmental issues. Especially, we have highlighted two kinds of influences on focal relationship: booster role of bureaucratic capability in the diffusion of environmental institutional pressure and receiver role of organization slack and industrial competition in the perception of environmental institutional pressure. Using a panel dataset of Chinese publicly listed firms from 2008 to 2015, a positive relationship between government's environmental information transparency and corporate environmentalism is found. In addition, our result has shown that this relationship will be stronger for regions where government bureaucracy capabilities are stronger. This study contributes to understanding of the process of firms' strategic choice facing environmental and institutional changes in emerging economies.

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Munificence, Dynamism, and Complexity: How Industry Context Drives Corporate Sustainability

Cited by 156 publications

References 68 publications

Do the ecoinnovation and ecodesign strategies generate value added in munificent environments?

Do the ecoinnovation and ecodesign strategies generate value added in munificent environments?

Sustainable Innovativeness and the Triple Bottom Line: The Role of Organizational Time Perspective

Monitoring effect of transparency: How does government environmental disclosure facilitate corporate environmentalism?

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