School of Economics and Management, Harbin Engineering University, PR China.
School of Management, Harbin Institute of Technology, PR China.
J Environ Manage. 2019 Jul 15;242:327-342. doi: 10.1016/j.jenvman.2019.04.050. Epub 2019 May 3.
This paper contributes to our understanding of how to improve manufacturing firms' green operations underpinned by the proactive behavior theory. Chinese manufacturing firms are focused on because of their significant impact on global climate change and distinctive governance structure. Specifically, we survey 155 highest-level environmental managers (EMs) in these firms who have an ultimate decision-making power on environmental issues, and investigate the antecedents and consequence of their proactive pollution reduction behavior (PPRB). Through identifying the psychological motivation implied in EMs' environmental management behavior, we find that both EMs' role breadth self-efficacy (including in-role self-efficacy and extra-role self-efficacy) and felt responsibility (including felt responsibility establishment and felt responsibility coordination) can improve their PPRB. Further, available resources in firms only positively moderate the impact of extra-role self-efficacy on PPRB, and incentives from external stakeholders only moderate the impact of felt responsibility establishment on PPRB. Our empirical results also confirm that PPRB can improve corporate operational performance, strategic competitiveness, and environmental performance, but a higher level of PPRB's performance comes more from the driving force of PPRB's antecedents rather than PPRB itself.
本文有助于我们理解如何在积极行为理论的基础上提高制造企业的绿色运营。选择中国制造业是因为它们对全球气候变化的重大影响和独特的治理结构。具体来说，我们调查了这些企业中 155 位拥有最终决策权的最高级别环境管理者（EM），研究了他们主动减排行为（PPRB）的前因和后果。通过识别 EM 在环境管理行为中隐含的心理动机，我们发现 EM 的角色广度自我效能（包括角色内自我效能和角色外自我效能）和责任感（包括责任感的建立和责任感的协调）都可以提高他们的 PPRB。此外，企业中的可用资源仅正向调节角色外自我效能对 PPRB 的影响，而外部利益相关者的激励仅适度调节责任感建立对 PPRB 的影响。我们的实证结果还证实，PPRB 可以提高企业的运营绩效、战略竞争力和环境绩效，但更高水平的 PPRB 绩效更多地来自于 PPRB 前因的驱动力，而不是 PPRB 本身。
