Impact of Environmental Innovation Strategy on Green Competitiveness: Evidence from China
Abstract
:1. Introduction
2. Theoretical Background and Hypotheses
2.1. Ecological Modernization Theory
2.2. Knowledge-Based Theory
2.3. Conceptual Framework
2.3.1. Environmental Innovation Strategy and Green Competitiveness
2.3.2. The Mediating Effect of Green Knowledge Sharing
2.3.3. The Mediating Effect of Organizational Green Learning
2.3.4. The Chain Mediating Effect of Green Knowledge Sharing and Organizational Green Learning
3. Methods
3.1. Data Source and Sample
3.2. Measurement of Variables
Constructs | Item Description | Loading | Cronbach’s α | CR | AVE | |
---|---|---|---|---|---|---|
EIS | EIS1 | We adjusted business activities to reduce the damage to the ecological environment | 0.721 | 0.905 | 0.908 | 0.586 |
EIS2 | Although government regulations didn’t require it, we voluntarily took environmental remediation actions | 0.814 | ||||
EIS3 | We adjusted our operations to reduce waste of resources and emissions of pollutants | 0.885 | ||||
EIS4 | We adjusted our operations to achieve recycling of non-renewable raw materials, chemicals, and components | 0.693 | ||||
EIS5 | We replaced traditional fuels with some new and less polluting sources of energy | 0.797 | ||||
EIS6 | We adjusted our operations to reduce energy consumption | 0.712 | ||||
EIS7 | We adjusted our operations to reduce the environmental impact of our products | 0.718 | ||||
OGL | OGL1 | One of the purposes of our search for information is to find more energy-efficient solutions to problems | 0.706 | 0.892 | 0.892 | 0.542 |
OGL2 | One of the purposes of our search for information is to ensure that we save energy and reduce emissions and reduce environmental pollution | 0.785 | ||||
OGL3 | We pay attention to more environmentally friendly production processes when developing new products | 0.720 | ||||
OGL4 | We tend to use environmental knowledge that is relevant to exist projects | 0.749 | ||||
OGL5 | One of the purposes of our search for information is to learn more about environmental protection | 0.750 | ||||
OGL6 | One of the purposes of our search for information is to develop new green projects and enter new markets | 0.707 | ||||
OGL7 | We collect information that is greener than technology experience in existing markets | 0.733 | ||||
GKS | GKS1 | We frequently share the content of green synergy work reports with green suppliers | 0.754 | 0.795 | 0.813 | 0.527 |
GKS2 | We frequently share official documents in the green collaboration process with green suppliers, such as product manuals, process flow and research methods, etc. | 0.715 | ||||
GKS3 | We frequently share the experience of green synergy with green suppliers | 0.737 | ||||
GKS4 | We frequently share the know-how of green synergy with green suppliers in a more efficient manner | 0.695 | ||||
GC | GC1 | The green process design of our product life cycle is cost saving | 0.727 | 0.944 | 0.944 | 0.549 |
GC2 | The design and use of our green materials is cost saving | 0.803 | ||||
GC3 | We design to minimize the use of energy | 0.729 | ||||
GC4 | We design products that are easy to recycle | 0.720 | ||||
GC5 | We enhance the speed of upgrading green products | 0.797 | ||||
GC6 | We have a choice of green suppliers | 0.725 | ||||
GC7 | We have a guarantee for the supply of green materials | 0.687 | ||||
GC8 | We save on distribution and storage costs | 0.669 | ||||
GC9 | We carry out clean production | 0.692 | ||||
GC10 | We have adopted production quality control methods and measures for green products | 0.860 | ||||
GC11 | We use efficient, low-energy technologies | 0.708 | ||||
GC12 | We can quickly and effectively identify the green needs of our customers | 0.800 | ||||
GC13 | We have a perfect green channel | 0.694 | ||||
GC14 | We implement green communication and promotion strategies | 0.738 |
4. Results
4.1. Descriptive Analysis and Correlation
4.2. Reliability and Validity
4.3. Common Method Variance
4.4. Hypothesis Testing
4.4.1. Direct Effect
4.4.2. Mediating Effect
4.4.3. The Chain Mediating Effect of GKS and OGL
5. Discussion and Implications
6. Conclusions
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Conflicts of Interest
References
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Characteristics | Categories | Frequency | Percentage (%) |
---|---|---|---|
Position | Senior Manager | 19 | 7.36% |
Middle Manager | 71 | 27.52% | |
Junior Managers | 168 | 65.12% | |
Listed Enterprise | Yes | 85 | 32.95% |
No | 173 | 67.05% | |
Firm Age | 1–3 years | 43 | 16.67% |
4–10 years | 68 | 26.36% | |
11–20 years | 72 | 27.91% | |
21–30 years | 32 | 12.40% | |
More than 31 years | 43 | 16.67% | |
Number of Employees | Under 100 | 92 | 35.66% |
100–500 | 60 | 23.26% | |
501–1000 | 31 | 12.02% | |
More than 1000 | 75 | 29.07% | |
Ownership Structure | Private Firms | 74 | 28.68% |
Collective and State-owned Firms | 127 | 49.22% | |
Foreign-funded Firms | 25 | 9.69% | |
Industry type | High pollution manufacturing | 32 | 12.40% |
Low pollution manufacturing | 103 | 39.92% |
M | SD | 1 | 2 | 3 | 4 | 5 | 6 | |
---|---|---|---|---|---|---|---|---|
1 EIS | 5.437 | 1.316 | 1 | |||||
2 GKS | 5.120 | 1.277 | 0.378 ** | 1 | ||||
3 OGL | 5.307 | 1.278 | 0.425 ** | 0.580 ** | 1 | |||
4 GC | 5.278 | 1.212 | 0.483 ** | 0.544 ** | 0.615 ** | 1 | ||
5 Firm age | 2.860 | 1.307 | 0.161 ** | 0.167 ** | 0.121 | 0.098 | 1 | |
6 Firm size | 2.345 | 1.235 | 0.102 | 0.117 | 0.185 ** | 0.070 | 0.519 ** | 1 |
Variables | GC | OGL | GKS | |||||||
---|---|---|---|---|---|---|---|---|---|---|
M1 | M2 | M3 | M4 | M5 | M6 | M7 | M8 | M9 | M10 | |
EIS | 0.479 *** | 0.300 *** | 0.247 *** | 0.215 *** | 0.401 *** | 0.232 *** | 0.349 *** | |||
GKS | 0.543 *** | 0.404 *** | 0.225 *** | 0.571 *** | 0.485 *** | |||||
OGL | 0.622 *** | 0.484 *** | 0.369 *** | |||||||
Firm age | 0.013 | 0.005 | 0.063 | −0.025 | 0.025 | 0.002 | −0.071 | −0.049 | −0.071 | 0.091 |
Firm size | 0.014 | 0.004 | −0.078 | 0.001 | −0.065 | −0.054 | 0.147 | 0.150 | 0.147 | 0.033 |
R-sq | 0.477 | 0.4352 | 0.155 | |||||||
F | 45.966 | 45.944 | 15.526 |
Path | Effect | BootSE | BootLLCI | BootULCI | Percent |
---|---|---|---|---|---|
TOTAL | 0.226 | 0.038 | 0.157 | 0.307 | 51.25% |
Ind1:EIS → GKS → GC | 0.078 | 0.027 | 0.034 | 0.14 | 17.69% |
Ind2:EIS → OGL → GC | 0.085 | 0.029 | 0.035 | 0.149 | 19.27% |
Ind3:EIS → GKS → OGL → GC | 0.062 | 0.018 | 0.031 | 0.102 | 14.06% |
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Wang, N.; Zhang, S.J.; Wang, W. Impact of Environmental Innovation Strategy on Green Competitiveness: Evidence from China. Int. J. Environ. Res. Public Health 2022, 19, 5879. https://doi.org/10.3390/ijerph19105879
Wang N, Zhang SJ, Wang W. Impact of Environmental Innovation Strategy on Green Competitiveness: Evidence from China. International Journal of Environmental Research and Public Health. 2022; 19(10):5879. https://doi.org/10.3390/ijerph19105879
Chicago/Turabian StyleWang, Na, Shan Jin Zhang, and Wei Wang. 2022. "Impact of Environmental Innovation Strategy on Green Competitiveness: Evidence from China" International Journal of Environmental Research and Public Health 19, no. 10: 5879. https://doi.org/10.3390/ijerph19105879