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

Jing Dai, Hing Kai Chan, Rachel W.Y. Yee

    Research output: Journal PublicationArticlepeer-review

    38 Citations (Scopus)

    Abstract

    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.

    Original languageEnglish
    Pages (from-to)227-236
    Number of pages10
    JournalIndustrial Marketing Management
    Volume74
    DOIs
    Publication statusPublished - Oct 2018

    Keywords

    • Competitor pressure
    • Corporate environmental proactivity
    • Customer pressure
    • Flexibility-control orientation

    ASJC Scopus subject areas

    • Marketing

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