Market orientation practices enhancing corporate environmental performance via knowledge creation: Does environmental management system implementation matter?

Wenbo Jiang, Francesco Rosati, Huaqi Chai, Taiwen Feng*

*Corresponding author for this work

Research output: Contribution to journalJournal articleResearchpeer-review

Abstract

The academic literature on environmental management has provided extensive insights into the determinants of corporate environmental performance. However, few empirical studies have explored whether and how three core components of corporate market orientation (i.e., customer orientation, competitor orientation, and interfunctional coordination) affect environmental performance. Building on institutional theory and the absorptive capacity perspective, this study investigates the relationships among market orientation, knowledge creation, and environmental performance, as well as the moderating effects of environmental management system implementation. On the basis of survey data from 237 Chinese manufacturing firms, we used hierarchical multiple regression analyses to test the hypotheses. The findings indicate that knowledge creation completely mediates the influence of competitor orientation on environmental performance and partially mediates the influence of customer orientation and interfunctional coordination on environmental performance. In addition, environmental management system implementation positively moderates the relationship between knowledge exchange and environmental performance.
Original languageEnglish
JournalBusiness Strategy and the Environment
Volume29
Issue number5
Pages (from-to)1899-1924
ISSN0964-4733
DOIs
Publication statusPublished - 2020

Keywords

  • Corporate environmental performance,
  • Environmental management system
  • Knowledge combinatin
  • Market orientation

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