Abstract
Emerging economies face the challenge of striking a balance between development and the environment. To adapt to the changes, organizations must develop dynamic capabilities for green innovation and corporate sustainability. Based on a resource-based view integrated with contingency and stakeholder theories, this study examines how strategic contingency makes differences in the transformation between learning and performance resources through innovation efforts. Oriented toward external and internal stakeholders, respectively, learning resources comprise absorptive capacity and transformative capability, innovation efforts include green product innovation and green process innovation, and performance resources contain green image and competitive advantage. Depicting their mediating relationships moderated by environmental proactivity, the research model is supported by survey observations collected from over 300 organizations in China. Environmentally proactive organizations are found to have more balanced dynamic capability development than those that are more reactive. To optimize green innovation, therefore, organizations need to embrace an ecological strategy and engage employees in learning.
Highlights
Compared with mature economies, emerging markets face a bigger challenge to strike a balance between development and the environment
Based on a resource-based view integrated with contingency and stakeholder theories, this study develops and tests a research model of moderated mediation to examine the different roles that organizational learning and ecological strategy play
The findings of this study reveal the different roles that organizational learning and strategic disposition play in dynamic capability development for green innovation
Summary
Compared with mature economies, emerging markets face a bigger challenge to strike a balance between development and the environment. Compared with other technical innovations, green innovation is more comprehensive and involves many aspects of daily operations in addition to manufacturing, such as a paperless office, teleconferencing, and electronic workflow [8]. Such activities are conducive to environmental protection and beneficial to the organizations themselves in terms of enhanced performance and reputation [9,10]. Researchers find organizational strategy and learning capability make differences in innovation performances, but few investigate their interplay on green innovation in which proactive responsiveness is required to deal with inherent uncertainties [15,16]. Empirical evidence may convince enterprises to become more proactive in developing dynamic capabilities for green innovation
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