147
Views
5
CrossRef citations to date
0
Altmetric
Articles

Market orientation and green supply chain management implementation

References

  • Chan RYK, He H, Chan HK, Wang WYC. Environmental orientation and corporate performance: The mediation mechanism of green supply chain management and moderating effect of competitive intensity. Ind Mkt Mngt. 2012;41:621–630.
  • Hervani A. Helms, MM, Sarkis, J. Performance measurement for green supply chain management. Benchmkt: An. Int J. 2005;12:330–353.
  • Chen C-C. Incorporating green purchasing into the frame of ISO 14000. J Cleaner Prod. 2005;13:927–933.10.1016/j.jclepro.2004.04.005
  • Srivastava SK. Green supply-chain management: A state-of-the-art literature review. Int J Mngt Rev. 2007;9:53–80.10.1111/ijmr.2007.9.issue-1
  • Porter ME, van der Linde C. Green and competitive: Ending the stalemate. Harv Bus Rev. 1995;73:120–134.
  • Connor T. Market orientation and performance. Strat Mngt J. 2007;29:957–959.
  • Gebhardt G, Carpenter G, Sherry J. Creating a market orientation: a longitudinal, multifirm, grounded analysis of cultural transformation. J Mkt. 2006;70:37–55.
  • Narver JC, Slater SF, MacLachlan DL. Responsive and proactive market orientation and new-product success. J Prod Innov Mngt. 2004;21:334–347.10.1111/j.0737-6782.2004.00086.x
  • Slater S, Narver J. Does competitive environment moderate the market orientation-performance relationship? J Mkt. 1994;58:46–55.
  • Baker TL, Simpson PM, Siguaw JA. The impact of suppliers’ perceptions of reseller market orientation on key relationship constructs. J Acad Mkt Sci. 1999;27:50–57.
  • Siguaw JA, Simpson PM, Baker TL. Effects of supplier market orientation on distributor market orientation and the channel relationship: the distributor perspective. J Mkt. 1998;62:99–111.
  • Gajanand MS, Narendran TT. Green route planning to reduce environmental impact of distribution. Int J Logistics: Res and App. 2013;16:410–432.10.1080/13675567.2013.831400
  • Kleindorfer PR, Singhal K, Van Wassenhove LN. Sustainable operations management. Pro Oper Mngt. 2005;14:482–492.
  • Seuring S, Müller M. From a literature review to a conceptual framework for sustainable supply chain management. J Cleaner Prod. 2008;16:1699–1710.
  • Zhu Q, Sarkis J, Cordeiro, JJ, Lai, KH. Firm-level correlates of emergent green supply chain management practices in the Chinese context. Omega. 2008;36:577–591.10.1016/j.omega.2006.11.009
  • Gupta M, Sharma K. Environmetnal operaions management: An opportunity for improvmement. Prod Inv Mngt J. 1996;37:40–46.
  • Zhu Q, Sarkis J. The moderating effects of institutional pressures on emergent green supply chain practices and performance. Int J Prod R. 2007;45:4333–4355.10.1080/00207540701440345
  • Jayaraman V, Klassen R, Linton JD. Supply chain management in a sustainable environment. J Op Mngt. 2007;25:1071–1074.
  • Zhu Q, Sarkis J. Relationships between operational practices and performance among early adopters of green supply chain management practices in Chinese manufacturing enterprises. J Op Mngt. 2004;22:265–289.
  • Lindell M, Karagozoglu N. Corporate environmental behaviour–a comparison between Nordic and US firms. Bus Stg Env. 2001;10:38–52.
  • Bowen FE, Cousins PD, Lamming RC, Faruk AC. Horses for courses. Grn Mngt Int. 2001;35:41–60.
  • Bansal P, Roth K. Why companies go green: A model of ecological responsiveness. Acad Mngt J. 2000;43:717–736.
  • Aragon-Correa JA, Rubio-Lopez EA. Proactive corporate environmental strategies: Myths and misunderstandings. L R Plan. 2007;40:357–381.10.1016/j.lrp.2007.02.008
  • Klassen RD, Whybark DC. The impact of environmental technologies on manufacturing performance. Acad Mngt J. 1999b;42:599–615.
  • Sharma S, Vredenburg H. Proactive corporate environmental strategy and the development of competitively valuable. Strat Mngt J. 1998;19:729–753.
  • Klassen RD, Whybark DC. Environmental management in operations: The selection of environmental technologies. Dec Sci. 1999a;30:601–631.10.1111/deci.1999.30.issue-3
  • Bowen F, Cousins P, Lamming R, Farukt A. The role of supply management capabilities in green supply. Prod Op Mngt. 2001;10:174–189.
  • Day OS. The capabilities of a marketdriven organisation. J Mkt. 1994;58:37–52.
  • Morgan NA, Vorhies DW, Mason CH. Market orientation, marketing capabilities, and firm performance. Strat Mngt J. 2009;30:909–920.
  • Vachon S, Klassen RD. Green project partnership in the supply chain: the case of the package printing industry. J Cleaner Prod. 2006b;14:661–671.10.1016/j.jclepro.2005.07.014
  • Orsato R. Competitive environmental strategies: when does it pay to be green? Cal Mngt Rev. 2006;48:127–143.
  • Tsoulfas GT, Pappis CP. A model for supply chains environmental performance analysis and decision making. J Cleaner Prod. 2008;16:1647–1657.10.1016/j.jclepro.2008.04.018
  • Viscusi WK. Frameworks for analyzing the effects of risk and environmental regulations on productivity. Amr Econ Rev. 1983;73:793–801.
  • Walley N, Whitehead B. It’s not easy being green. Harv Bus Rev. 1994;72:46–51.
  • Friedman M. The social responsibility of business is to increase its profits. Chi: Sprg Berl Heidel; 2007.
  • Hart S, Ahuja G. Does it pay to be green? An empirical examination of the relationship between emission reduction and firm performance. Bus Strg Env. 1996;5:30–37.10.1002/(ISSN)1099-0836
  • Klassen RD, McLaughlin CP. The impact of environmental management on firm performance. Mngt Sci. 1996;42:1199–1214.10.1287/mnsc.42.8.1199
  • Vachon S. Green supply chain practices and the selection of environmental technologies. Int J Int Prod Res. 2007;45:4357–4379.10.1080/00207540701440303
  • Gonzalez-Benito J. The effect of manufacturing pro-activity on environmental management: an exploratory analysis. Int J Prod Res. 2008;46:7017–7038.10.1080/00207540701474021
  • Koplin J, Seuring S, Mesterharm M. Incorporating sustainability into supply management in the automotive industry - the case of the Volkswagen AG. J Cleaner Prod. 2007;15:1053–1062.
  • Sharfman MP, Fernando CS. Environmental risk management and the cost of capital. Strat Mngt J. 2008;29:569–592.
  • Atasu A, Guide VDR, Van Wassenhove LN. Product reuse economics in closed-loop supply chain research. Prod Op Mngt. 2008;17:483–496.10.3401/poms.1080.0051
  • Helmers LR. The elastic green supply chain. World Trade. 2008;21:24–25.
  • French ML, LaForge RL. Closed-loop supply chains in process industries: An empirical study of producer re-use issues. J Op Mngt. 2006;24:271–286.
  • Setaputra R, Mukhopadhyay S. A framework for research in reverse logistics. Int J Log Sys Mngt. 2010;7:19–55.
  • Kopczak LR, Johnson ME. The supply-chain management effect. MIT Sloan Mngt Rev. 2003;44:27–34.
  • Koufteros, XA, Edwin Cheng, TC, Lai, K-H. “Black-box” and “Gray-box” supplier integration in product development: Antecedents, consequences and the moderating role of firm size. J Op Mngt. 2007; 25: 847–870.
  • Stevels, A. Green supply chain management much more than questionnaires and ISO 14.001, Electronics and the Environment, 2002 IEEE Int Sym. 2002; 96–100.
  • Vachon S, Klassen R. Extending green practices across the supply chain. Int J Op Prod Mngt. 2006a;26:795–821.10.1108/01443570610672248
  • Cousins PD, Handfield RB, Lawson B, Petersen KJ. Creating supply chain relational capital: The impact of formal and informal socialization processes. J Op Mngt. 2006;24:851–863.
  • Hauptman O. Influence of task type on the relationship between communication and performance: the case of software development. R&D Mngt. 1986;16:127–139.
  • Katz R, Tushman M. Communication patterns, project performance, and task characteristics: an empirical evaluation and integration in an R&D setting. Org Behv. Hum Perm. 1979;23:139–162.10.1016/0030-5073(79)90053-9
  • Dyer JH. Specialized supplier networks as a source of competitive advantage: evidence from the auto industry. Strat Mngt J. 1996;17:271–291.
  • Duber-Smith D. The green imperative. Soap, Perm, Cos. 2005;78:24–26.
  • Zhu Q, Sarkis J, Lai K-H. Green supply chain management: pressures, practices and performance within the Chinese automobile industry. J Cleaner Prod. 2007;15:1041–1052.10.1016/j.jclepro.2006.05.021
  • Abareshi A, Molla A. Greening logistics and its impact on environmental performance: an absorptive capacity perspective. Int J Log: Res App. 2013;16:209–226.10.1080/13675567.2013.812193
  • Testa F, Iraldo F. Shadows and lights of GSCM (Green Supply Chain Management): determinants and effects of these practices based on a multi-national study. J Cleaner Prod. 2010;18:953–962.10.1016/j.jclepro.2010.03.005
  • Hult GT. Managing the international strategic sourcing process as a market-driven organizational learning. Dec Sci. 1998;29:193–216.10.1111/deci.1998.29.issue-1
  • Slater SF, Narver JC. Market orientation and the learning organization. J Mkt. 1995;59:63–74.
  • Zollo M, Winter SG. Deliberate learning and the evolution of dynamic capabilities. Org Sci. 2002;13:339–351.10.1287/orsc.13.3.339.2780
  • Kirca A, Jayachandran S, Bearden W. Market orientation: a meta-analytic review and assessment of its antecedents and impact on performance. J Mkt. 2005;69:24–41.
  • Lee C, Lee K, Pennings J. Internal capabilities, external networks, and performance: a study on technology-based ventures. Strat Mngt J. 2001; 615–640.
  • Atuahene G, Slater S, Olson E. The contingent value of responsive and proactive marketorientations for new product program performance. J Prod Innov Mngt. 2005;22:464–482.10.1111/jpim.2005.22.issue-6
  • Jaworski BJ, Kohli AK. Market Oorientation: antecedents and consequences. J Mkt. 1993;57:53–70.
  • Narver J, Stanley FS. The effect of a market orientation on business profitability. J Mkt. 1990;54:20–35.
  • Griffith DA, Harvey MG, Lusch RF. Social exchange in supply chain relationships: The resulting benefits of procedural and distributive justice. J Op Mngt. 2006;24:85–98.
  • Peteraf MA, Bergen MA. Scanning dynamic competitive landscapes: a market-based and resource-based framework. Strat Mngt J. 2003;24:1027–1041.
  • Ho Y-C, Tsai T-H. The impact of dynamic capabilties with market orientation and resource-based approaches on NPD project performance. J Amr Acad Bus Cam. 2006;8:215–229.
  • Ketchen DJ, Hult GTM, Slater SF. Toward greater understanding of market orientation and the resource-based view. Strat Mngt J. 2007;28:961–964.
  • Menguc B, Auh S. Creating a firm-level dynamic capability through capitalizing on market orientation and innovativeness. J Acad Mkt Sci. 2006;34:63–73.10.1177/0092070305281090
  • Zaheer S. Overcoming the liability of foreignness. Acad Mngt J. 1995;38:341–363.
  • Epstein MJ. What shareholders really want. New York Times. 1991 Apr 28; 11.
  • Rosewicz B. Americans are willing to sacrifice to reduce pollution, they say. Wall Street Journal. 1990 Apr 20; A1.
  • Theyel G. Customer and supplier relations for environmental performance. Greening SC. 2006; 139–149.
  • Green K, Morton B, New S. Green purchasing and supply policies: do they improve companies’ environmental performance? Supl Chan Mngt Int J. 1998;3:89–95.
  • Handfield R, Walton S, Sroufe R, Melnyk S. Applying environmental criteria to supplier assessment: A study in the application of the Analytical Hierarchy Process. Eur J Res. 2002;141:70–87.10.1016/S0377-2217(01)00261-2
  • Frosch R. Industrial ecology: minimizing the impact of industrial waste. Phy Tod. 1994;47:63–68.10.1063/1.881405
  • Florida R. Lean and Green: The move to environmentally conscious manufacturing. Calif Manage Rev. 1996;39:80–105.
  • Berry MA, Rondinelli DA. Proactive corporate environmental management: A new industrial revolution. Acad Mngt Exc. 1998;12:38–50.
  • Corbett C, Klassen R. Extending the horizons: Environmental excellence as key to improving operations. Man Ser Oper Mngt. 2006;8:5–22.10.1287/msom.1060.0095
  • Delmas M. Stakeholders and competitive advantage: the case of ISO 14001. Prod Op Mngt. 2001;10:343–358.
  • Jacobs BW, Singhal VR, Subramanian R. “An empirical investigation of environmental performance and the market value of the firm. J Op Mngt. 2010;28:430–441.
  • King AA, Lenox MJ. Does it really pay to be green? An empirical study of firm Environmental and financial performance: An empirical study of firm environmental and Financial Performance. J Ind Eco. 2001;5:105–116.10.1162/108819801753358526
  • Boyer K, Olson J, Calantone R, Jackson E. Print versus electronic surveys: A comparison of two data collection methodologies. J Op Mngt. 2002;20:357–373.
  • Dillman DA. Mail and internet surveys: The tailored design. Etobicoke, ON: John Wiley & Son; 2007.
  • Anderson J, Gerbing D. Structural equation modeling in practice: A review and recommended two-step approach. Psy Bult. 1988;103:411–423.10.1037/0033-2909.103.3.411
  • Bagozzi RP, Yi Y. On the evaluation of structural equation models. J Acad Mkt Sci. 1988;16:74–94.10.1007/BF02723327
  • Bentler P. Comparative fit indexes in structural models. Psy Bult. 1990;107:238–246.10.1037/0033-2909.107.2.238
  • Jöreskog K. A general approach to confirmatory maximum likelihood factor analysis. PsyMet. 1969;34:183–202.
  • Shook C, Ketchen D, Hult G, Kacmar K. Research notes and commentaries: An assessment of the use of structural equation modeling in strategic management research. Strat Mngt J. 2004;25:397–404.
  • Fornell C, Larcker DF. Evaluating structural equation models with unobservable variables andmeasurement error. J Mkt Res. 1981;18:39–50.

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.