The Role of Quality Management & Innovativeness on Green Performance

Abstract

Recently, many firms have been focusing on sustainable manufacturing. The manager has to understand the social requirement of concern for environmental protection. This study develops a model to enhance the understanding of how market orientation, quality management, and innovativeness assist Thailand's food industry in attaining its optimal green performance, and to assess the mediating effect of quality management and innovativeness on market orientation and green performance. A questionnaire was developed and employed to gather data from 178 managers in the food industry. Data analysis is performed using the structural equation modelling approach. The results indicate that market orientation, quality management, and innovativeness positively and significantly affect green performance, both directly and indirectly. Moreover, quality management and innovativeness have a partial mediator effect on market orientation and green performance. This finding illustrates that Thailand's food industry could achieve green performance by developing market‐driven, quality management capacity and innovation development. Copyright © 2017 John Wiley & Sons, Ltd and ERP Environment

A holistic approach to manage environmental quality by using the Kano model and social cognitive theory

“…As given by Muñoz‐Torres, Fernández‐Izquierdo, Rivera‐Lirio, and Escrig‐Olmedo (), currently, agencies that use environmental, social, and governance rating for enterprises usually identify short‐term environmental performance from the perspective of the firm's internal organization and social aspects based on the firm's external judgment, and new tools are needed to account for these all factors in a holistic manner. Finally, Pipatprapa, Huang, and Huang () emphasize that an enterprise manager has to understand the social requirement of concern for environmental protection; hence, tools to assist managers' decision making on environmental evaluation and social aspects are needed.…”

Critical analysis of information about integrated management systems and environmental policy on the Portuguese firms' website, towards sustainable development

“…Thus, the past several years, the relationship between firms' voluntary environmental practices, especially environmental management systems (EMS), and financial performance has received increasing attention from academics and practitioners, giving rise to an important debate on EMS and firm competitiveness (Alemagi, Oben, & Ertel, 2006;Emilsson & Hjelm, 2004;Martín-de Castro, Amores-Salvadó, & Navas-López, 2016;Riaz & Saeed, 2019). The manager has to understand the social requirement of concern for environmental protection (Pipatprapa, Huang, & Huang, 2017). Thus, in the last years, the strategy for SD in firms has become an important issue around the world (Tsai & Chou, 2009).…”

Innovation for sustainable development in the food industry: Retro and forward‐looking innovation approaches to improve quality and healthiness

“…Modern food consumption habits increase the demand of certain products such as meat, sugar, and fats, with consequent impact on the production stages and above all on consumer's health (European Commission, 2014). Hence, as different authors argued, a firm's performance is not only influenced by the quality of its product but also by its environmental and social responsibility (Beske et al, 2014;Cassells & Lewis, 2011;Johnson, 2015;Pipatprapa et al, 2017). Authors propose several performance areas to be taken into account in the food industry: environmental performances (e.g., emissions, water usage, waste, energy, and natural resources usage), social responsibility (e.g., community's wealth and well-being, employees' welfare, and consumer health), and economic benefits (e.g., efficiency, access to new markets, and consumers; Baumgartner, 2014;European Commission, 2014;Fritz & Schiefer, 2008;Johnson, 2015;Pagell & Wu, 2009;Zhu et al, 2012).…”

“…Food industry and sustainability both deal with product availability, company survival, consumer health and nutrition, and community and country development (FAO, 2013;Fritz & Schiefer, 2008;Pipatprapa, Huang, & Huang, 2017). Hence, food companies' performance is not only based on economic dimensions but also on their environmental and social impacts (Fritz & Schiefer, 2008;Pagell & Wu, 2009;Pipatprapa et al, 2017), and innovation could be a winning strategy for achieving sustainability in this industry (Cassells & Lewis, 2011;Klewitz & Hansen, 2014).…”

“…Food industry and sustainability both deal with product availability, company survival, consumer health and nutrition, and community and country development (FAO, 2013;Fritz & Schiefer, 2008;Pipatprapa, Huang, & Huang, 2017). Hence, food companies' performance is not only based on economic dimensions but also on their environmental and social impacts (Fritz & Schiefer, 2008;Pagell & Wu, 2009;Pipatprapa et al, 2017), and innovation could be a winning strategy for achieving sustainability in this industry (Cassells & Lewis, 2011;Klewitz & Hansen, 2014). Innovation for sustainability has been mainly focused either on the environmental dimension only (Cassells & Lewis, 2011;Zhu, Sarkis, & Lai, 2012) or on the social dimension only (e.g., Marin, Martín, & Rubio, 2017), whereas a simultaneous focus on the entire triple bottom line is still scarce and is worth studying.…”