COLLABORATION AND EVALUATION IN THE SUPPLY CHAIN: THE IMPACT ON PLANT‐LEVEL ENVIRONMENTAL INVESTMENT

Manufacturing organizations can potentially improve environmental management both by increasing the level of investment in environmental technologies and by shifting that investment away from pollution control and toward pollution prevention. However, managers must not only consider their own manufacturing operations in isolation, but also those of others along the supply chain. This paper explores two dimensions of supply chain activities—collaboration and evaluation—that might be leveraged by plant managers to improve environmental management in their own plant. The linkages with suppliers and customers were assessed. Both customer‐ and plant‐initiated collaboration were found to have a significant effect on the level and form of investment in environmental technologies for a sample of Canadian plants. Of greatest importance, as customer‐initiated collaborative activities increased, plant‐level investment in environmental management was increasingly allocated toward pollution prevention. In contrast, only very limited evidence was found that evaluative activities influenced environmental investment.     

PLANT‐LEVEL ENVIRONMENTAL MANAGEMENT ORIENTATION: THE INFLUENCE OF MANAGEMENT VIEWS AND PLANT CHARACTERISTICS

As customers, the public and other stakeholders are increasingly demanding that manufacturing firms improve their approach to environmental management, some plants have moved to develop an orientation that is increasingly proactive. Synthesizing earlier research, environmental management orientation is defined here to include system analysis and planning, organizational responsibility, and management controls. The relationship between a proactive orientation and two sets of internal factors, specifically the personal views of plant managers and plant‐specific characteristics, was tested using survey data from the furniture industry. The production outlook for the plant was critical, with a favorable outlook fostering a more proactive environmental management orientation. After controlling for plant‐specific factors, personal views also were influential; an increasing emphasis on short‐term economic value was related to a more reactive plant‐level orientation. Thus senior corporate management can foster strong plant‐level environmental management through a more balanced emphasis on economic and ethical values and continued investment in a plant's long‐term viability.     

An Examination of How Supervisors Influence Their Subordinates to Engage in Environmental Behaviors

Employee engagement in environmental behaviors is an important topic in operations management. Drawing upon stakeholder, commitment, and organizational support theories, this study creates and tests an empirical model of how store managers (i.e., supervisors) influence their direct reports (i.e., subordinates) to become engaged in environmental behaviors. Based on a dataset derived from supervisors and their subordinates who are employed at the same grocery store location across a large retail grocery chain, we test our study's nomological model and find support for the linkages proposed. Key research and managerial implications are discussed.     

Competitive Goals and Plant Investment in Environment and Safety Practices: Moderating Effect of National Culture

Operations managers clearly play a critical role in targeting plant‐level investments toward environment and safety practices. In principle, a “rational” response would be to align this investment with senior management's competitive goals for operational performance. However, operations managers also are influenced by contingent factors, such as their national culture, thus creating potential tension that might bias investment away from a simple rational response. Using data from 1,453 plants in 24 countries, we test the moderating influence of seven of the national cultural characteristics on investment at the plant level in environment and safety practices. Four of the seven national cultural characteristics from GLOBE (i.e., uncertainty avoidance, in‐group collectivism, future orientation and performance orientation) shifted investment away from an expected “rational” response. Positive bias was evident when the national culture favored consistency and formalized procedures and rewarded performance improvement. In contrast, managers exhibited negative bias when familial groups and local coalitions were powerful, or future outcomes—rather than current actions—were more important. Overall, this study highlights the critical importance of moving beyond a naïve expectation that plant‐level investment will naturally align with corporate competitive goals for environment and safety. Instead, the national culture where the plant is located will influence these investments, and must be taken into account by senior management.     

Warning Triggers in Environmental Hazards: Who Should Be Warned to Do What and When?

Determining the most effective public warnings to issue during a hazardous environmental event is a complex problem. Three primary questions need to be answered: Who should take protective action? What is the best action? and When should this action be initiated? Warning triggers provide a proactive means for emergency managers to simultaneously answer these questions by recommending that a target group take a specified protective action if a preset environmental trigger condition occurs (e.g., warn a community to evacuate if a wildfire crosses a proximal ridgeline). Triggers are used to warn the public across a wide variety of environmental hazards, and an improved understanding of their nature and role promises to: (1) advance protective action theory by unifying the natural, built, and social themes in hazards research into one framework, (2) reveal important information about emergency managers’ risk perception, situational awareness, and threat assessment regarding threat behavior and public response, and (3) advance spatiotemporal models for representing the geography and timing of disaster warning and response (i.e., a coupled natural‐built‐social system). We provide an overview and research agenda designed to advance our understanding and modeling of warning triggers.     

中国汽车产业环境技术创新影响因素实证研究

基于动态计量模型,以我国汽车产业为对象,从产品创新和过程创新2个方面实证研究了环境政策、技术进步、市场结构、产业特征对汽车产业环境技术创新的影响。结果表明,环境政策中的环境影响评估制度和污染限期治理制度、技术进步中的R&D投入和人力资本存量、市场结构中的产品销售利润率与环境技术创新存在长期均衡关系,且长期均衡对产品创新短期波动的影响不大,仅有污染限期治理和R&D投入的长期均衡对过程创新短期波动的影响显著。此外,环境影响评估制度、R&D投入、人力资本存量、产品销售利润率均为产品创新和过程创新的格兰杰原因,而污染限期治理是产品创新的格兰杰原因,过程创新是污染限期治理的格兰杰原因。     

对市场导向、顾客资产导向与新产品开发绩效之间关系的探索性研究——基于中国背景的调节效应模型

当前,市场导向的收益和顾客资产的重要性已经得到了广泛的认同。然而,一方面有关市场导向的认识尚未达成共识,另一方面有关顾客资产的认识也出现了新的误区,而且尚未有文献对新产品开发绩效的复杂影响进行过系统的实证研究。本文旨在开发测量顾客资产导向的有效量表,并通过区分反应型市场导向和先动型市场导向,运用中国企业的实证数据揭示它们对新产品开发绩效的差异性影响,并检验了顾客资产导向对两种不同市场导向与新品绩效之间关系的调节作用,从而引导学者和企业家对市场导向和顾客资产导向的作用形成更为科学的认识。结果发现,顾客资产导向对新产品开发绩效的直接影响并不显著,但却可以对先动型市场导向与新产品开发绩效之间的关系产生积极的调节作用。     

Adaptive versus Proactive Behavior in Service Recovery: The Role of Self‐Managing Teams

In this article, we develop a conceptual model of adaptive versus proactive recovery behavior by self‐managing teams (SMTs) in service recovery operations. To empirically test the conceptual model a combination of bank employee, customer, and archival data is collected. The results demonstrate support for independent group‐level effects of intrateam support on adaptive and proactive recovery behavior, indicating that perceptual consensus within service teams has incremental value in explaining service recovery performance. In addition, we provide evidence that adaptive and proactive recovery behavior have differential effects on external performance measures. More specifically, higher levels of adaptive performance positively influence customer‐based parameters (i.e., service recovery satisfaction and loyalty intentions), while employee proactive recovery behavior contributes to higher share of customer rates.     

Market Orientation,Ownership Type,and E‐Business Assimilation: Evidence from Chinese Firms

While more and more firms have implemented e‐business in business operations, a better understanding of the factors that successfully drive the assimilation of e‐business will provide insights for firm executives and practitioners to develop effective strategies for e‐business. Different from previous studies that focus on individual‐level factors related to business executives and top management teams, this study examines how firm‐level strategic and cultural factors shape e‐business assimilation. Based on the strategy and marketing literature on market orientation and firm ownership, we developed a research model to describe how a firm's market orientation impacts e‐business assimilation. The model also describes the moderating effect of firm ownership type on the relationship between market orientation and e‐business assimilation. Based on data from 301 Chinese international trade firms, we found that two dimensions of market orientation (i.e., customer orientation, competitor orientation) had significant effects on e‐business assimilation. However, the third dimension, interfunctional coordination, was only partially significant. In addition, ownership type was a significant moderator of the effects of customer orientation and competitor orientation on e‐business assimilation, although ownership type was not a moderator of interfunctional coordination. Being one of the first studies of the impact of market orientation and firm ownership type on e‐business assimilation, we conclude with a discussion of the implications for future research and practice.     

Well begun is half done: Toward an understanding of predictors for initial training transfer

As organizations face a rapidly changing marketing environment, they have an increased investment in training programs that aim to improve employees’ hard skills to successfully execute tasks and soft skills for healthy social relationships. Although managers question the transfer problem in hard- and soft-skills training, researchers have limited knowledge on this topic. This study focuses on improving the initial training transfer, an essential phase of the transfer process. Specifically, drawing on signaling theory, we introduce training characteristics (i.e., training content validity and transfer design) as the antecedents. This study also assesses the potential underlying mechanisms by examining the roles of training engagement and training criticality. Using a sample of 182 employees enrolled in a typical hard- and soft-skills training program (i.e., quality management training), we test a mediation model. As expected, the results indicate that both training content validity and transfer design positively impact initial training transfer. Furthermore, the links between training characteristics and initial training transfer are mediated by training engagement and training criticality. This study contributes to the research on initial training transfer by exploring training characteristics as the antecedents and integrating the research on transfer and personal attitudes under hard- and soft-skills training.     

基于多种污染物损害视角的地方政府间环境规制合作策略研究

考虑多种(非累积性和累积性)污染物对环境造成不同损害的前提下,首先基于Stackelberg博弈分析占主导的地方政府和跟随的工业企业各自的动态决策过程,确定工业企业的最优污染物排放量;随后运用最优控制理论构建两个相邻地区在非合作和合作博弈下关于跨界污染最优控制的博弈模型,分析地方政府的环境治理策略,包括最优的环境保护税、污染治理投资,探讨污染物存量的动态变化情况,并对此两种博弈结构进行了比较分析。理论及仿真分析表明：无论地区间是非合作还是合作博弈,工业企业的最优污染物排放量与其污染物减排比例的相关性不确定;每个地区的最优环境保护税与污染物减排比例呈正相关。但合作博弈下,每个地区均会考虑其非累积性污染物排放对其相邻地区造成的损害;每个地区均会增加污染治理投资;所有地区的总收益高于非合作博弈下,且高出部分(合作剩余)受累积性污染物的损害以及非累积性污染物对相邻地区损害的影响,但是与非累积性污染物对本地区的损害无关。     

Shareholders and managers: Who care more about corporate diversity and employee benefits?

We test two competing theories that explain a firm’s engagement in corporate diversity and employee benefits: socially responsible investment theory and management overinvestment theory. We find that publicly-traded companies with strong shareholder rights are more likely to promote women and/or minorities to the positions of CEO and board of directors in their organizations, conduct business with women- and/or minority-owned operations, and provide better family benefits to their employees than firms with strong management power. These findings indicate that the companies with strong shareholder rights engage more actively in internal aspects of CSR activities, which supports the socially responsible investment theory rather than the management overinvestment theory. Shareholders (i.e. institutional investors) tend to integrate their social goals (i.e. internal CSR issues) and financial goals into their investments. In response to these changes, managers should engage in the internal aspects of corporate social issues more aggressively as the agents of shareholders.     

知识管理战略、组织能力与绩效的关系实证研究

本文在文献研究的基础上归纳出描述和测量知识管理战略的六个主要维度:外部导向、内部导向、显性导向、隐性导向、探索导向和利用导向.基于397家中国企业的问卷调查所得数据,本文检验了知识管理战略、组织能力和企业绩效三者的关系,发现知识管理战略能显著地提升组织能力,而组织能力对企业绩效有显著的促进作用,组织能力在知识管理战略与企业绩效的关系中起完全中介作用.     

企业环保导向、环保策略与绩效关系研究——来自武汉城市圈“两型社会”建设试验区的调查

在可持续发展理论、利他行为理论和企业环境管理的基础上,建立了企业环保导向、环保策略(行为)与企业绩效关系模型;运用层次回归分析法,检验武汉城市圈"两型社会"建设试验区内304家食品企业在嵌入"两型社会"的利他环保观念和环保行为后,对企业绩效产生的影响。结果表明,企业利己环保导向和利他环保导向并不矛盾,可以并存,且对企业绩效存在正相关关系,嵌入利他性的环保导向后,企业利己环保导向对企业绩效影响减弱;虽然企业环保行为仍然偏好产后污染治理("管末"策略),但利他环保导向却显著促进了企业基于环保的组织和战略创新("管前"策略)以及经营过程的环保策略("管中"策略)转变,并显著正向影响企业绩效。     

Strategic intent in the management of the green environment within SMEs: An analysis of the UK screen-printing sector

What drives the environmental behaviour of companies is an under-researched and under-developed area of study, particularly in the context of small and medium enterprises (SMEs). This article investigates to what extent the responses by UK screen-printing companies to pressures to improve their environmental performance represented a deliberate attempt by senior managers to provide their organisations with a strategic competitive advantage.Using both a quantitative and qualitative approach, the research shows that the environmental responses of this sector tended to be reactive, defensive and driven by – and frequently limited to – legislative compliance. Even though companies accepted that there were potential commercial benefits to be gained from environmental action, there was very little evidence to indicate that managerial decisions were motivated by strategic intent or that managerial mindsets were tuned to the notion that a proactive environmental response could offer a competitive edge. The article discusses the management implications of this lack of strategic orientation and highlights how a more innovative response by companies could provide both demand and supply side benefits.     

基于SD模型的榆林市环境发展趋势研究

为研究陕北能源化工基地环境可持续发展状况对科学合理地开发与利用区域能源资源的影响,采用系统动力学方法,对榆林地区的环境变化趋势进行了分析,结果表明该地区的空气质量有所好转,工业废水和工业固体废物污染较重。基于此,提出提高污染处理能力、减少污染物排放量、增加环保投资、落实生态环境治理责任以及加强环保监督等改善陕北环境状况的对策与建议。     

How and when a salesperson's perception of organizational politics relates to proactive performance

Politics in the workplace is a reality of organizational life. Several studies have investigated the negative implications of perceived organizational politics on various work attitudes and performance measures but not on proactive performance. However, proactive performance is important in a sales context because salespeople operate in an uncertain environment, and some task aspects cannot be formalized. Moreover, there is still a need for research to analyse the psychological mechanisms that lead perceived organizational politics to cause negative reactions from employees as well as to provide new insights on the boundary conditions of this process. Therefore, we examine the effect of perceived organizational politics on proactive performance through a salesperson's trust in the sales manager, as well as the moderating role of the salesperson's experience.This study uses dyadic data from 192 salespeople and their sales managers from a range of industries. The model entails a moderated mediation process. Results support the proposed model. The findings contribute to the salesforce management literature by suggesting the need to consider the importance of perceived organizational politics and by aiding in the understanding of how and when it hinders proactive performance.     

The impact of emerging markets on staffing the global organization:: A knowledge-based view

As organizations become more global in their strategic orientation, the need for developing global managers becomes imperative. One of the distinguishing features of global organizations is to effectively manage global operations in a consistent manner but at the same time allow flexibility at the country level to effectively compete. Acquisition and sharing of tacit social knowledge necessary to work globally but with a contextual understanding of local markets require a unique set of management skills. The process of inpatriating host and third country nationals into the home country organization appears to hold significant potential in developing a pool of future global managers. This article presents a theoretical perspective to analyze the contextual factors influencing the staffing choice when to utilize expatriate and inpatriate managers in global organizations.     

Revamping research on unrelated diversification strategy: perspectives,opportunities and challenges for future inquiry

With the aim of achieving an advanced understanding of current research on unrelated diversification and providing fruitful groundwork to foster active interchange between disciplinary traditions, this paper detects articles from two relevant research streams; i.e., strategic management and financial economics. We first provide a brief overview of management thinking on unrelated diversification strategy. Then, we present a conceptual map that offers a comprehensive appreciation of unrelated diversification strategy antecedents (i.e., environmental and institutional, organizational value-enhancing, and managerial drivers), implementation process (i.e., managerial complexity, misallocation of resources, and structural inertia), and consequences (i.e., diversification premiums and discounts). Finally, we unpack the major gaps in our current knowledge that may help refocus the research agenda on unrelated diversification strategy and revamp the apparent waning proclivity of this issue.     

Product Orientation of Environmental Work

Product orientation of the environmental work of companies works for a reduction in the environmental impact of products in their total life cycle. In practise, to integrate the Life Cycle Analysis (LCA) principle into the environmental work.A traditional environmental management system focuses on production. Product orientated environmental work involves all functions at the company. Tools and methods for the implementation of product orientation and management have been developed in a project financed by the Danish EPA.The results show that the approach towards product orientation should include: a LCA view, dialogue and co-operation, policies and methods, and integration in the environmental management system.For C.C. Jensen A/S (CCJ), the product orientation was initiated by establishment of a LCA view. The results have been integrated into CCJ's registration system, used for calculation of prices and for green accounts. The product orientation at CCJ has also resulted in an extended dialogue with their customers.