TY - JOUR
T1 - The competitive determinants of a firm's environmental management activities
T2 - Evidence from US manufacturing industries
AU - Hofer, Christian
AU - Cantor, David E.
AU - Dai, Jing
N1 - Funding Information:
We gratefully acknowledge the guidance provided by the anonymous referees, the Associate Editor, and Ken Boyer, the Co-Editor-In-Chief. Moreover, we appreciate the advice and support provided by Martin Dresner, Curt Grimm, Jim McElroy, and Matt Waller. We would also like to thank our student research assistants for their work on this project. Likewise, the editorial assistance provided by Allison Lukens is much appreciated. We are also grateful for the financial support provided by the Supply Chain Management Research Center at the University of Arkansas and the Iowa State University College of Business .
PY - 2012/1
Y1 - 2012/1
N2 - Environmental management (EM) issues have received substantial attention in operations management. While the link between EM practices and firm performance has been well studied, little is known about the competitive drivers of a firm's EM activities. In this research, a Schumpeterian economics perspective is adopted to investigate competitive interactions among leader and challenger firms in the domain of EM, with a particular focus on operational EM activities. Using econometric methods, the empirical analysis of panel data from a broad cross-section of US manufacturing firms reveals that such rivalry does exist and that the effect of a rival's past EM activity on a focal firm's EM activity is greater for more profitable and smaller firms. In addition, firm characteristics such as market leadership, firm size and firm profitability are found to significantly affect the magnitude of a firm's EM activities. This study presents theoretical and empirical evidence of rivalrous behaviors in the domains of EM and OM and, thus, has interesting implications for operations management research and practice.
AB - Environmental management (EM) issues have received substantial attention in operations management. While the link between EM practices and firm performance has been well studied, little is known about the competitive drivers of a firm's EM activities. In this research, a Schumpeterian economics perspective is adopted to investigate competitive interactions among leader and challenger firms in the domain of EM, with a particular focus on operational EM activities. Using econometric methods, the empirical analysis of panel data from a broad cross-section of US manufacturing firms reveals that such rivalry does exist and that the effect of a rival's past EM activity on a focal firm's EM activity is greater for more profitable and smaller firms. In addition, firm characteristics such as market leadership, firm size and firm profitability are found to significantly affect the magnitude of a firm's EM activities. This study presents theoretical and empirical evidence of rivalrous behaviors in the domains of EM and OM and, thus, has interesting implications for operations management research and practice.
KW - Competition
KW - Environmental management
KW - US manufacturing industries
UR - http://www.scopus.com/inward/record.url?scp=84857369398&partnerID=8YFLogxK
U2 - 10.1016/j.jom.2011.06.002
DO - 10.1016/j.jom.2011.06.002
M3 - Article
AN - SCOPUS:84857369398
SN - 0272-6963
VL - 30
SP - 69
EP - 84
JO - Journal of Operations Management
JF - Journal of Operations Management
IS - 1-2
ER -
