The role of organizational capabilities in achieving superior sustainability performance

Gelhard, Carsten Volker; Delft, Stephan von

doi:10.1016/j.jbusres.2016.03.053

Cited by 125 publications

(143 citation statements)

References 114 publications

(126 reference statements)

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“…Every item of particular variables measured by using a 5 Likert scale that range from 1 (strongly disagree) to 5 (strongly agree). Organizational capabilities consists of 15 items from three dimensions like external stakeholders relations capability 4 items, strategic management capability 6 items, and operational capability 5 items adapted from Koufteros et al (2014); leadership styles 6 items (transformational 3 items and transactional 3 items) adapted from Avolio and Bass (2002); corporate governance consists 23 items from five dimensions such as board size 5 items, board diversity 6 items, board meetings held in a year 4 items, board independence 3 items, and number of board committees 5 items adapted from Honghui (2017); innovative culture includes 8 items and that items adapted from Wallach (1983); organizational learning includes 4 items and adapted from Hult (1998); and firms sustainability includes 5 items and adapted from (Gelhard & Von Delft, 2016). After adapting the related instruments, send three questionnaire copies to field experts and three questionnaires to Ph.D. to confirm that instruments fulfil the criterion of face validity.…”

Section: Methodsmentioning

confidence: 99%

Sustainability and Economic Performance: Role of Organizational Learning and Innovation

Bilan

Hussain

Haseeb

et al. 2020

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The purpose of the current study is to examine the mediating role of organizational learning on a firm's capabilities, corporate governance, leadership styles, and the firm's sustainability. Moreover, the innovative culture used as a moderating variable between organizational learning and the firm's sustainability. Data were collected from manufacturing organizations operating in Malaysia. This study used simple random sampling technique in data collection. Cross-sectional design and correlational design were used in meeting the objectives of the research. There were 550 questionnaires distributed among respondents,and only 382 questionnaires were returned back, 15 questionnaires were excluded from the 382 questionnaires because of misleading and missing values. Hence, in the final analysis, only 367 questionnaires were used. Findings reveal that organizational capabilities and corporate governance significantly enhance both organizational learning and a firm's sustainability. Moreover, leadership styles significantly enhance organizational learning but have no influence on a firm's sustainability. Organizational learning significantly mediates between organizational capabilities, corporate governance, leadership styles, and the firm's sustainability. Organizational learning also has a significant influence on the firm's sustainability. Finally, innovative culture significantly moderates between organizational learning and the firm's sustainability. The practical contribution of this research is that the top management can focus on these indicators in measuring firm's sustainability.

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Section: Methodsmentioning

confidence: 99%

Sustainability and Economic Performance: Role of Organizational Learning and Innovation

Bilan

Hussain

Haseeb

et al. 2020

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“…The introduction of consistent PLS (PLSc), which Dijkstra and Henseler (2015) developed in an effort to align common factor and composite-based SEM methods, further contributed to the confusion. For example, some researchers have started using both PLS and PLSc-which assume fundamentally different measurement philosophies-on the same data without explicitly considering the nature of the data, model, and the implications of their choice of methods (e.g., Gelhard & von Delft, 2016). These issues are nicely reflected in a recent query by a thoughtful PhD student from the UK who asked one of this paper's authors, "what is the real difference between reflective constructs and factor models?…”

Section: Introductionmentioning

confidence: 99%

Estimation issues with PLS and CBSEM: Where the bias lies!

Sarstedt

Hair

Ringle

et al. 2016

Journal of Business Research

1,259

814

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Discussions concerning different structural equation modeling methods draw on an increasing array of concepts and related terminology. As a consequence, misconceptions about the meaning of terms such as reflective measurement and common factor models as well as formative measurement and composite models have emerged. By distinguishing conceptual variables and their measurement model operationalization from the estimation perspective, we disentangle the confusion between the terminologies and develop a unifying framework. Results from a simulation study substantiate our conceptual considerations, highlighting the biases that occur when using (1) composite-based partial least squares path modeling to estimate common factor models, and (2) common factor-based covariance-based structural equation modeling to estimate composite models. The results show that the use of PLS is preferable, particularly when it is unknown whether the data's nature is common factor-or composite-based.

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“…The relevance of both the strategic and the operational levels of development for the integration of sustainability considerations has been addressed by previous research, for instance by Boks (2006) [6], Gelhard & Von Delft (2016) [7], Johansson (2002) [8], Simon et al (2000) [9], and Wagner (2015) [10]. However, the emphasis is often on the activities of the strategic level of development, which results in a limited operationalization of sustainability aims in product development processes [11,12].…”

Section: Introductionmentioning

confidence: 99%

Desired, Perceived, and Achieved Sustainability: Trade-Offs in Strategic and Operational Packaging Development

2017

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Abstract:The alignment of the strategic and the operational level of packaging development in relation to the integration of sustainability is not addressed extensively in current research. This paper aims to address this, by focusing on the decision-making interrelations of key actors (marketing and packaging development) within multidisciplinary product-packaging development teams. The research is conducted by means of a qualitative approach, consisting of semi-structured interviews with individual packaging development team members, complemented with a newly developed visualization tool. The research builds upon eight cases within brand owners, packaging material suppliers and packaging development consultants. The main findings of the study include the decision-making trade-offs between sustainability considerations and other project indicators, such as costs, time-to-market and technical challenges. These trade-offs are linked to the strategic and operational roles of key actors, and to internal and external factors influencing sustainable development processes. This research's contribution is to address the alignment of the strategic and the operational levels of sustainable packaging development, in relation to (1) decision making and interrelations within multidisciplinary development teams; and (2) the relevance of development-influencing factors. This provides opportunities for further development of sustainable packaging models and tools, in order to align the strategic and operational level of development.

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The role of organizational capabilities in achieving superior sustainability performance

Cited by 125 publications

References 114 publications

Sustainability and Economic Performance: Role of Organizational Learning and Innovation

Sustainability and Economic Performance: Role of Organizational Learning and Innovation

Estimation issues with PLS and CBSEM: Where the bias lies!

Desired, Perceived, and Achieved Sustainability: Trade-Offs in Strategic and Operational Packaging Development

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