Examining moderating effect of organizational culture on the relationship between market pressure and corporate environmental strategy

被引：78

作者：

Dai, Jing ^{[1
]}

Chan, Hing Kai ^{[1
]}

Yee, Rachel W. Y. ^{[2
]}

机构：

[1] Univ Nottingham Ningbo China, Nottingham Univ, Business Sch China, Ningbo 315100, Zhejiang, Peoples R China

[2] Hong Kong Polytech Univ, Inst Text & Clothing, Kowloon, Hong Kong, Peoples R China

来源：

INDUSTRIAL MARKETING MANAGEMENT | 2018年 / 74卷

基金：

中国国家自然科学基金;

关键词：

Corporate environmental proactivity; Flexibility-control orientation; Customer pressure; Competitor pressure; SUPPLY CHAIN MANAGEMENT; MEDIATING ROLE; IMPACT; CAPABILITIES; INNOVATION; CHINA; FIRMS; DETERMINANTS; ORIENTATION; PERFORMANCE;

D O I：

10.1016/j.indmarman.2018.05.003

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

This study investigates how market pressures (i.e., customer pressure and competitor pressure) motivate firms to develop a proactive environmental strategy and how such effects are moderated by a flexibility-control orientation, which is one common representation of organizational culture. The results of a survey including 250 Chinese manufacturing firms suggest that customer and competitor pressures have direct effects on environmental strategy proactivity. In addition, flexibility and control orientations play different roles in the relationships between these two market pressures and firms' environmental strategy proactivity. Implications and suggestions for future research are provided for environmental sustainability.

引用

页码：227 / 236

页数：10

共 75 条

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