The impact of strategic organizational orientations on green supply chain management and firm performance

Abstract

Purpose – Empirical research provides evidence that green supply chain management (SCM) practices positively impact firm performance. Yet, questions remain regarding how firms configure their organizations and design green practices to achieve improved performance, especially in light of a constantly changing business environment. This research uses the resource-based and strategic choice theories to better understand the antecedent roles of two strategic orientations, supply chain orientation (SCO) and environmental orientation (EO), on both the implementation and outcomes of green SCM practices. The paper aims to discuss these issues. Design/methodology/approach – Survey responses from 367 supply chain managers are tested through structural equation modeling. Findings – Findings suggest that a combination of SCO and EO capabilities positively influence the implementation of green SCM practices, and positively impact firm performance. Results also suggest that the capability bundle of SCO, EO, and green SCM should be adaptable to the changing business environment. Originality/value – This research contributes through the combination of the resource-based theory, supported by strategic choice theory, to better understand how managers configure and re-configure valuable green-related capabilities to adapt to the constantly changing business environment.