We use cookies to ensure that we give you the best experience on our website. By continuing to browse this repository, you give consent for essential cookies to be used. You can read more about our Privacy and Cookie Policy.

Durham Research Online
You are in:

Institutional forces and environment management strategy : moderating effects of environmental orientation and innovation capability.

Kang, Y. and He, X. (2018) 'Institutional forces and environment management strategy : moderating effects of environmental orientation and innovation capability.', Management and organization review., 14 (3). pp. 577-605.


We examine the mechanisms through which firm capabilities moderate the impact of institutional forces upon firms’ adoption of environmental management strategy (EMS). Viewing the limitations of the institutional perspective in explaining the heterogeneity in firms’ EMS, we suggest that an important source of variation is the idiosyncratic capabilities of the firm in acquiring and allocating resources. Based on the strategic response theme of institutional theory and the resource-based view, we argue that the influence of institutional forces on EMS is contingent on the presence of environmental orientation and innovation capability. Using data collected from China, we test these notions. Our empirical results suggest that both environmental orientation and innovation capability positively moderate the effect of institutional forces on firm's EMS. By demonstrating how institutional forces and firm capabilities interact with each other, we enhance our understanding of how firms succeed in developing EMS.

Item Type:Article
Full text:(AM) Accepted Manuscript
Download PDF
Publisher Web site:
Publisher statement:This article has been published in a revised form in Management and Organization Review This version is free to view and download for private research and study only. Not for re-distribution, re-sale or use in derivative works. © The International Association for Chinese Management Research 2018.
Date accepted:01 November 2017
Date deposited:02 November 2017
Date of first online publication:29 June 2018
Date first made open access:02 November 2017

Save or Share this output

Look up in GoogleScholar