Relationships between isomorphic pressures and carbon management imitation behavior of firms

Abstract

Isomorphism describes the phenomenon where environmental behaviors and processes are similar across different organizations. Thus, firms may model their strategy on the carbon management behavior of other firms. The pressures that drive institutional isomorphism are described as mimetic, coercive, and normative pressures. In this study, based on a questionnaire survey in China, we found that isomorphic pressures to copy the carbon management methods of competitors (mimetic pressures) were the strongest, followed by the pressures from government (coercive pressures). Pressures from standards (normative pressures) were weakest. However, the firms imitated the carbon management behaviors with the lowest costs. Coercive and mimetic isomorphic pressures were positively associated with imitation behavior. Multiple regression analysis was used to evaluate the degrees of association between isomorphic pressures and imitation behavior, where we controlled for firm size, ownership, culture, and the awareness of managers. The results indicated that coercive and mimetic pressures were positively related to the carbon management imitation behavior of firms. Firm size and a control orientation culture were also significantly related to the carbon management imitation behavior of firms. Normative pressures, firm ownership, and awareness by managers were not significantly related to imitation behavior. Thus, our findings suggest that policymakers might benefit from increasing coercive and mimetic isomorphic pressures when seeking to encourage firms to adopt carbon management behavior.