Going green, going clean: Lean-green sustainability strategy and firm growth

Despite the widespread recognition of the paybacks of “going green” and “going clean,” limited research has focused on the impact of lean‐green strategy on firm growth. In this study, we contribute to strategy and environmental sustainability literatures by investigating the possibility that the influence on lean‐green strategy and firm growth is driven by different levels of industry competition, managerial power, and family ties. Using panel data from 732 firms in four major industrialized economies (the United States, Germany, France, and the United Kingdom), we found that lean‐green strategy positively relates to firm growth and this relationship is amplified at higher levels of competition, managerial power, and family ties. Theoretical and practical implications of the study are also discussed

An exploratory analysis of planning characteristics in Australian visitor attractions

This paper provides an exploratory analysis of the planning practices of 408 Australian attraction operators. The results indicate that attraction managers can be divided into four categories: those that do not engage in any formal planning, those that adopt a short-term planning approach, those that develop long-term plans, and those that use both short-term and long-term planning approaches. An evaluation of the sophistication of attraction planning showed a bipolar distribution. Attraction managers favored a planning horizon of three or five years, and were inclined to involve their employees in the planning process. Managers relied strongly on their own research and tourism industry intelligence when formulating business plans. The content of plans tended to focus on operational activities, financial planning and marketing. The study provides a benchmark for the comparison of attraction planning efforts in various contexts. © 2006 Asia Pacific Tourism Association

Conceptualizing and measuring strategy implementation – a multi-dimensional view

Through quantitative methodological approaches for studying the strategic management and planning process, analysis of data from 208 senior managers involved in strategy processes within ten UK industrial sectors provides evidence on the measurement properties of a multi-dimensional instrument that assesses ten dimensions of strategy implementation. Using exploratory factor analysis, results indicate the sub-constructs (the ten dimensions) are uni-dimensional factors with acceptable reliability and validity; whilst using three additional measures, and correlation and hierarchical regression analysis, the nomological validity for the multi-dimensional strategy implementation construct was established. Relative importance of ten strategy implementation dimensions (activities) for practicing managers is highlighted, with the mutually and combinative effects drawing conclusion that senior management involvement leads the way among the ten key identified activities vital for successful strategy implementation