The impact of sustainability and operations orientations on sustainable supply management and the triple bottom line

Shou, Yongyi; Shao, Jinan; Lai, Kee‐hung; Kang, Mingu; Park, Youngwon

doi:10.1016/j.jclepro.2019.118280

Cited by 82 publications

(92 citation statements)

References 57 publications

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“…The GDP-IE sub-scale has three dimensions: Corporate social performance, corporate financial performance, and corporate environmental performance. This is consistent with the research by Elkington [73], Ahmed and Sarkar [76], and Li et al [23].…”

Section: Discussionsupporting

confidence: 93%

“…Triple bottom line [72][73][74][75][76] Corporate financial performance [23,[72][73][74][75][76] Corporate environmental performance [23,[72][73][74][75][76] Corporate social performance [23,[72][73][74][75][76] 2.1. Internal Factors (IFs)…”

Section: Fields Theoretical Basis Main Points Referencesmentioning

confidence: 99%

“…The triple bottom line theory considers corporate financial performance, corporate environmental performance, and corporate social performance in a framework [72], and the theory is accepted by researchers in the field of GD [23,[73][74][75][76].…”

Section: Green Development Performance Of Industrial Enterprises (Gdpmentioning

confidence: 99%

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Understanding the Green Development Behavior and Performance of Industrial Enterprises (GDBP-IE): Scale Development and Validation

Long

2020

IJERPH

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Industrial enterprises have provided outstanding contributions to economic development in countries around the world. The green development of industrial enterprises has received widespread attention from researchers. However, existing research lacks the tools to scientifically measure the green development behavior and performance of industrial enterprises. According to the theory of green development behavior and performance of industrial enterprises (GDBP-IE), the aim of this paper is to provide a tool for scientifically measuring such behavior and performance. This paper determined the initial scale through literature analysis and expert discussions and obtained valid samples from 31 provincial administrative regions in China through field and online surveys (N = 853). The exploratory factor analysis method was used to test the reliability and validity of the scale. The main conclusions are as follows: (1) The reliability and validity of the GDBP-IE scale are good; (2) the GDBP-IE scale, with a total of 70 items, comprises four sub-scales: The internal factors sub-scale, the external factors sub-scale, the green development behavior of industrial enterprises sub-scale, and the green development performance of industrial enterprises sub-scale. Among them, the internal factors sub-scale, with a total of 13 items, consists of two dimensions: Corporate tangible resources and corporate intangible resources. The external factors sub-scale, with a total of 23 items, consists of three dimensions: Market environment; public supervision; policy and institutional environment. The green development behavior of industrial enterprises sub-scale, with a total of 18 items, consists of two dimensions: Clean production behavior and green supply chain management practice. The green development performance of industrial enterprises sub-scale, with a total of 16 items, comprises three dimensions: Corporate social performance, corporate financial performance, and corporate environmental performance. The findings enrich the research on corporate organizational behavior, green behavior, and green development system theory, and provide tools for further empirical testing. The development and verification of green development behavior and performance of industrial enterprises can help guide various types of industrial enterprises in transforming to green development and can provide a reference for the government to formulate targeted green development policies.

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Section: Discussionsupporting

confidence: 93%

Section: Fields Theoretical Basis Main Points Referencesmentioning

confidence: 99%

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Understanding the Green Development Behavior and Performance of Industrial Enterprises (GDBP-IE): Scale Development and Validation

Long

2020

IJERPH

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“…Companies are called to seek a balance between economic, social and environmental benefits [47], an objective which is well illustrateted with the call for the triple P (people, profit and planet) bottom line, which defines sustainability as the intersection of environmental, social and economic value [48,49]. Environmental value can be achieved through the use of renewable resources and the reduction in waste and emissions [50]; the social value derives from the social development and the well-being generated by the organization [51]; while the economic value commonly is seen in terms of survival, growth or long-term performance of the firm. Frequently, economic value is seen as a consequence of organizational resilience [52].…”

Section: Sustainabilitymentioning

confidence: 99%

Thriving, Not Just Surviving in Changing Times: How Sustainability, Agility and Digitalization Intertwine with Organizational Resilience

et al. 2021

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Nowadays, the buzzwords for organizations to be prepared for the competitive environment’s challenges are sustainability, digitalization, resilience and agility. However, despite the fact that these concepts have come into common use at the level of both scholars and practitioners, the nature of the relation between sustainability and resilience has not yet been sufficiently clarified. Above all, there is still no evidence of what factors determine greater resilience to change in an organization that also wants to be more sustainable, especially in times of crisis and discontinuity. This research aims to explore from a theoretical point of view, through the construction of a conceptual model, how these dimensions interact to help the business to become strategically resilient by leveraging digitization and agility as enablers. A new view of resilience arises from the study, which goes beyond the well-known ability to absorb or adapt to adversity, to also include a strategic attribute that could help companies capture change-related opportunities to design new ways of doing business under stress. A key set of strategically agile processes, enabled by digitalization, creates strategic resilience that also includes a proactive, opportunity-focused attitude in the face of change. Strategic resilience to lead to organizational sustainability must be understood as a multi-domain concept quite similar to the holistic view of sustainability: environment, economy and society. Finally, the research offers a set of propositions and a theoretical framework that can be empirically validated.

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“…In the United States, for example, 68% of small to medium-sized organizations have a lifespan of only 5 years, 19% have a lifespan of 6 to 10 years, and only 13% have a lifespan of more than 10 years [4]. Accordingly, in recent years, the issue of sustainable development and increasing the life cycle of small and medium-sized enterprises has received much attention from researchers and experts [5]. One of the trends that has received much attention in recent research, is the study of innovation performance as an appropriate measure of achieving sustainable development in today's competitive and turbulent environment [6].…”

Section: Introductionmentioning

confidence: 99%

The Impact of Supply-Chain and Quality Management Procedures on the Innovation Performance of Small and Medium Enterprises

Kordmahaleh¹,

Kordmahaleh

2020

sjamao

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Small and medium-sized organizations are considered as the engine of economic development and employment. The share of small and medium-sized organizations for more than 95% of businesses is creating 50% of value added worldwide and depending on the country, production between 60% to 90% of all new jobs. The present paper, with examining the information obtained from 73 small, medium-sized manufacturing enterprises, studied the relationship between information sharing in the supply chain and innovation performance of the organization by considering factors such as quality management and supplier-specific investment. In this study, 4 main hypotheses regarding the relationship between chain information sharing, supply of quality management, supplier-specific investment, and the effect of relationship between quality management and supplier-specific investment on innovation performance of the organization have been examined. The results of the study indicated that information sharing in the supply chain has a positive and direct effect on quality management and supplier-specific investment. The results also showed that the impact of information sharing in the supply chain on the specific investment of the supplier is higher than its impact on quality management. Finally, the impact of quality management on organizational innovation performance is far greater than the impact of supplier-specific investment on organizational innovation performance.

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The impact of sustainability and operations orientations on sustainable supply management and the triple bottom line

Cited by 82 publications

References 57 publications

Understanding the Green Development Behavior and Performance of Industrial Enterprises (GDBP-IE): Scale Development and Validation

Understanding the Green Development Behavior and Performance of Industrial Enterprises (GDBP-IE): Scale Development and Validation

Thriving, Not Just Surviving in Changing Times: How Sustainability, Agility and Digitalization Intertwine with Organizational Resilience

The Impact of Supply-Chain and Quality Management Procedures on the Innovation Performance of Small and Medium Enterprises

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