The impact of stakeholders’ influence strategies on environmental performance: a moderated mediation model

The present study examines the association between stakeholders’ influence strategies and environmental performance, within a natural-resource-based view framework. Using survey data from a cross-country and cross-industry setting of 170 firms, we tested a moderated mediation model with bootstrapping methods, assessing the mediating role of firms’ proactive environmental strategies and the moderating role of organisational learning capabilities. Results revealed that firms’ proactive environmental strategies acted as a mediator between stakeholders’ influence strategies and environmental performance only when employees’ usage influence strategies was the independent variable. Specifically, proactive environmental strategies mediated the indirect effect when learning capabilities were high but not when they were low. Our findings demonstrate that environmental strategies and learning capabilities are key mechanisms in explaining how employees might advance the corporate greening agenda and ultimately impact firms’ environmental performanc

Linking Employee Stakeholders to Environmental Performance: The Role of Proactive Environmental Strategies and Shared Vision

Drawing on the natural-resource-based view (NRBV), we propose that employee stakeholder integration is linked to environmental performance through firms’ proactive environmental strategies, and that this link is contingent on shared vision. We tested our model with a cross-country and multi-industry sample. In support of our theory, results revealed that firms’ proactive environmental strategies translated employee stakeholder integration into environmental performance. This relationship was pronounced for high levels of shared vision. Our findings demonstrate that shared vision represents a key condition for advancing the corporate greening agenda through proactive environmental strategies. We discuss implications for the CSR and the environmental management literatures, with a particular focus on the NRBV and stakeholder integration debates

The effect of employment externalization on orientation to innovation

Purpose – This paper aims to analyze the influence of externalization in the workforce on creating a work context that supports innovation and the moderation of this relationship by different contextual variables. Design/methodology/approach – These relationships were studied using a sample of 249 workers from five firms. Hierarchical regression analysis was used to contrast the hypotheses. Findings – The results of the study indicate that externalization affects the permanent worker’s orientation to innovation negatively and that this relationship is moderated by contextual variables such as group potency and monitoring. Originality/value – The aim of this paper is to stimulate new lines of research on externalization and orientation to innovation and their repercussions for the firm