Implementing green supply chain practices: an empirical investigation in the shipbuilding industry

Figures & data

Figure 1. Drivers of GrSCM participation.

Table 1. Construct correlations.

	(1)	(2)	(3)	(4)	(5)	(6)
Competitive advantage by going green (1)	.78
Customer requirements towards green issues (2)	.50	.79
GrSCM participation (3)	.76	.42	.86
Governmental involvement in green the supply chain (4)	.42	.38	.33	.80
Social responsibility (5)	.69	.35	.73	.38	.90
GrSCM readiness (6)	.59	.48	.70	.26	.58	.86
AVE	.62	.62	.74	.64	.81	.75
Composite reliability	.89	.87	.93	.90	.96	.92

All correlations are significant (.05 level). Square root values of average variance extracted on the diagonal.

Figure 2. Structural PLS model.

Table

Construct	Items	Alpha (#items)	Mean (SD)
GrSCM readiness (Lee 2008)	Our managers are aware of the importance of environmental issues.	.95 (6)	3.99 (1.02)
	Environmental issues are well communicated between the environmental function and other departments.
	An environmental management system is established.
	Our firm has financial reserves to invest in advanced technologies, including environmental solutions.
	Our firm has information and know-how relating to emerging environmental issues in our industry.
	Our firm has human resources to deal with emerging environmental issues in our industry.
Customer requirements towards green issues (Lee 2008)	Our major buyers incorporate environmental considerations in selecting their supplies and suppliers.	.80 (4)	3.00 (0.85)
	Our major buyers request us to have an environmental management system (e.g. ISO 14001).
	Our major buyers have interest in greening the supply chain.
	Our major buyers provide us with environmental training, education, or technical assistance.
Governmental involvement in greening the chain (Lee 2008)	Local or central governments coordinate the GrSCM initiatives.	.91 (5)	2.68 (0.94)
	Local or central governments increase funds for the GrSCM initiatives.
	Local or central governments provide information and technical assistance to small- and medium-sized firms.
	Local or central governments popularize knowledge of environmental management.
	Local or central governments build infrastructure for facilitating GrSCM initiatives.
Social responsibility (based on Holt and Ghobadian 2009 and Khidir et al. 2010)	Our firm is maintaining or presenting an environmentally or socially responsible image.	.86 (5)	3.49 (0.96)
	Our organization presents itself as an environmentally responsible company.
	Our firm tries to meet the societal expectation.
	Our firm is subjected to pressure from the insurance industry.
	Our firm is subjected to pressure from shareholders or investors (when applicable).
Competitive advantage by going green (based on Holt and Ghobadian 2009 and Khidir et al. 2010)	Our firm tries to perform better than our competitorsor equivalent institutions.	.84 (5)	3.62 (0.93)
	GrSCM provides new market opportunities.
	Our firm tries to match the activities of competitors.
	Green initiatives provides operational cost savings.
	Green supply chain initiatives are generally considered in my firm’s industry as having considerable marketing benefits.
GrSCM participation (Lee 2008)	Our firm is aware of the GrSCM initiatives.	.89 (4)	3.79 (0.85)
	Our firm is willing to participate in the GrSCM initiatives.
	Our firm has managers who have interest in the GrSCM initiatives.
	Our firm expects environmental and economic benefits from the GrSCM initiatives.

Lee, S. 2008. “Drivers for the Participation of Small and Medium-Sized Suppliers in Green Supply Chain Initiatives.” Supply Chain Management 13 (3): 185–198. doi:10.1108/13598540810871235.

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Holt, D., and A. Ghobadian. 2009. “An Empirical Study of Green Supply Chain Management Practices Amongst UK Manufacturers.” Journal of Manufacturing Technology Management 20 (7): 933–956. doi:10.1108/17410380910984212.

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Khidir, T., E. Tayeb, S. Zailani, and K. Jayaraman. 2010. “The Examination on the Drivers for Green Purchasing Adoption among EMS 14001 Certified Companies in Malaysia.” Journal of Manufacturing Technology Management 21 (2): 206–225. doi:10.1108/17410381011014378.

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