The moderating effects of institutional pressures on emergent green supply chain practices and performance
The moderating effects of institutional pressures on emergent green supply chain practices and performance
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DOI：
10.1080/00207540701440345
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发表时间：
2007-06
影响因子：
9.2
通讯作者：
Qinghua Zhu;Joseph Sarkis
中科院分区：
文献类型：
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作者：
Qinghua Zhu;Joseph Sarkis
在建立其作为主要制造业实力的声誉的同时，中国工业也经历了来自各种制度参与者（包括市场、政府和竞争来源）日益增加的生态压力。为了应对这些压力，一些组织发起了新兴的绿色供应链管理（GSCM）实践。本文对341家受访中国制造商提供的数据进行了有调节的层次回归分析，以检验GSCM实践、环境和经济绩效之间的关系，并纳入了市场、监管和竞争性制度压力三个调节因素。结果表明：(1)中国制造商实施GSCM实践的环境压力越来越大；(2)市场（规范）和监管（强制）压力的存在影响组织改善环境绩效，特别是当这些压力导致采用生态设计和绿色采购实践时；(3)面临较高监管压力的制造商倾向于实施绿色采购和投资回收；(4)竞争（模仿）压力的存在显著提高了采用一些GSCM实践的经济效益，而对环境绩效没有有害影响；(5)没有一种制度压力有助于或减少组织可能的“双赢”局面。还讨论了这些关系对运营战略家和组织可持续性规划人员的影响。
While building their reputation as a major manufacturing prowess, Chinese industry has experienced increasing ecological pressures from a variety of institutional players including market, governmental, and competitive sources. In response to these pressures some organizations initiate emergent green supply chain management (GSCM) practices. A moderated hierarchical regression analysis of data provided by 341 Chinese manufacturer respondents was completed to examine the relationships between GSCM practice, environmental and economic performance, incorporating three moderating factors market, regulatory, and competitive institutional pressures. The results reveal that: (1) Chinese manufacturers have experienced increasing environmental pressure to implement GSCM practices; (2) the existence of market (normative) and regulatory (coercive) pressures influences organizations to have improved environmental performance, especially when these pressures cause adoption of eco-design and green purchasing practices; (3) manufacturers facing higher regulatory pressures tend to implement green purchasing and investment recovery; (4) competitive (mimetic) pressure existence significantly improves the economic benefits from adoption of a number of GSCM practices with no deleterious influences on environmental performance; (5) none of the institutional pressures contribute to or lessen possible “win-win” situations for organizations. Implications for operations strategists and organizational sustainability planners from these relationships are also discussed.