Competitive Environmental Strategies: When Does it Pay to Be Green?

By Renato J. Orsato. 2006

777 citations recorded by the source corpus.

Subfields: Industrial and Manufacturing Engineering, Marketing, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/446ceaa94fa458cf3d64e7dc39a79d2d837e86b8

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Citations in the corpus

Sustainable Supply Chain Management Implementation–Enablers and Barriers in the Textile Industry (2017, background): “Furthermore, price-conscious buying decisions [36] or a lack of demand for sustainable products are customer-related issues.”
Is Green and Profitable Sustainable? Assessing the Trade-Off between Economic and Environmental Aspects (2013, background): “Companies can achieve such win-win situations for instance through cost reductions due to less resource and energy use, higher revenues through new products and services or lower capital intensity through lean production (Epstein and Young, 1998; Florida, 1996; Hart and Milstein, 2003; King and Leno”
Unraveling the effects of environmental outcomes and processes on financial performance: A non-linear approach (2014, background): “The lack of conclusive results has led many scholars to reformulate the research question into when and how it “pays to be green,” and to focus on the conditions that drive this relation and allow firms to capitalize on sustainability-oriented efforts (Ambec and Lanoie, 2008; Orsato, 2006).”
How Hot Is Your Bottom Line? Linking Carbon and Financial Performance (2011, background): “Therefore, increasing a firm’s resource productivity— through eco-efficiency and environmental cost leadership (Orsato, 2006)—is focused on “lowering true economic costs and raising the true economic value of products” (Porter & van der Linde, 1995b, p. 106).”
Environmental Standards and Labor Productivity: Understanding the Mechanisms that Sustain Sustainability (2013, neutral): “The contention of neoclassical microeconomics is that firms accrue little or no gain from investing in environment performance, whereas “win–win” theorists claim that such investments can generate competitive advantage and other profit opportunities (Orsato, 2006).”
Absorptive capacity and relationship learning mechanisms as complementary drivers of green innovation performance (2018, background): “…to product innovations (Chang, 2011) – and a reinforcement for their survival opportunities (Laforet, 2009), as it can increase the firm’s productivity by reducing costs and/or enable to develop new market opportunities, support differentiation strategies and improve corporate image (Orsato, 2006).”