Abstract
PurposeSince a single environmental strategy is not sufficient to deal with the various institutional forces that firms are facing, this study proposes ambidextrous environmental strategy and aims to explore its drivers. Based on the awareness-motivation-capability (AMC) framework and resource orchestration theory, the authors investigate the configurational effects of perceived institutional force, green intellectual capital (GIC) and paradox cognition on achieving ambidextrous environmental strategy.Design/methodology/approachTo explore these configurational effects, this study uses two-waved survey data from 317 Chinese manufacturing firms and the fuzzy set qualitative comparative analysis (fsQCA) method.FindingsThere are three equivalent configurational paths leading to ambidextrous environmental strategy. The findings suggest that firms with paradox cognition can better orchestrate GIC to achieve ambidextrous environmental strategy under different perceived institutional force. This study also finds three substitution effects between distinct conditions.Originality/valueThis study contributes to the existing literature by introducing the concept of ambidexterity into the field of environmental strategy and using the AMC framework to explore the configurational paths driving ambidextrous environmental strategy.
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