Abstract
There is little evidence of the role of resources and capabilities related to information systems and technologies (IS/IT) in the adoption of proactive environmental practices in firms. The purpose of this study is to explore the influence of organisational and IS/IT resources and capabilities on the adoption of proactive environmental practices as well as the ultimate effect on environmental performance. By conducting covriance-based structural equation modelling (CB-SEM) to a multi-sample of 129 small, medium and large firms operating in different industrial sectors in Bogota, Colombia, we found that organisational and IS/IT resources shape the development of capabilities for continuous improvement, stakeholder management, IS/IT support to general functional activities and IS/IT support to environmental management. Further, firm capabilities lead to the adoption of proactive environmental practices, which in turn, determine improvements in environmental performance. Findings support the relevance of IS/IT resources and capabilities in driving pro-environmental behaviour in firms.
Highlights
Over the past years, there has been an increasing concern for the social responsibility of firms (Arribas, EspinósVañó, García, & Oliver, 2019)
Standardised item-factor loadings retained with confirmatory factor analysis (CFA) are all greater than or equal to .600 (Hair et al, 2009) and the Average Variance Extracted (AVE) was calculated for all of the constructs in order to determine convergent validity (Fornell & Larcker, 1981)
Organisational and IS/IT capabilities are predominantly determined by the availability and use of IS/IT resources rather than organisational resources
Summary
There has been an increasing concern for the social responsibility of firms (Arribas, EspinósVañó, García, & Oliver, 2019) As part of such social responsibility, attention has been paid to the preservation of the natural environmental, which demand actions from the business sector by means of rethinking their investments, strategies and operations (García et al, 2019; González-Bueno & Nuñez Rodríguez, 2018). This implies the acquisition and development of organisational attributes strategically used in order to drive response. The strategic attributes which can be managed consciously by the organisation’s leadership in order to achieve superior environmental performance (Etzion, 2007)
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