Pan-Pacific Conference XXXIV. Designing New Business Models in Developing Economies

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organizational capability: a systematic review and future agenda toward a sustainable transition. Journal of Cleaner Production, 2016, 142(1), 308-322 [8] Berry, M. A., &Rondinelly, D. A. Proactive corporate environmental management: a new industrial revolution. The Academy of Management Executive, 1998, 12(2), 38- 50. [9] Bitektine, A. Toward a theory of social judgments of organizations: the case of legitimacy, reputation, and status. Academy of Management Review, 2011, 36(1), 151- 179 [10] Delgado-Ceballos, J., Aragón-Correa, J. A., Ortiz-de-Mondojana, N., & Rueda- Manzanares, A. The effect of internal barriers on the connection between stakeholder integration and proactive environmental strategies. Journal of Business Ethics, 2012, 107, 281-293. doi:10.1007/s10551-011-1039-y [11] Delmas, M., &Toffel, M. W. (2012). Institutional pressures and organizational characteristics: implications for environmental strategy. In. P. Bansal, & A. 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Limitations of the Theory of Planned Behavior in the Explanation of Firms’ Environmental Management Diaz, Claudia P. CENTRUM GBS, Pontificia Universidad Catolica del Peru, Masstricht School of Management ABSTRACT Firms’ environmental management has been considered as a proactive behavior and an organizational capability. In addition, the literature acknowledged (a) the relevance of manager’s in the development of firms’ capabilities and (b) the influence of institutional factors in firms’ environmental management. Regarding that, the theory of planned behavior has been extended and utilized to explain firms’ environmental management in models that included managers’ individual attributes and institutional factors. This paper, based on the limitations of this theory, will propound that conjoint application of neo-institutional and resourcebased theories, and their microfoundations, depicted also a feasible framework to explain this phenomenon. INTRODUCTION The literature has considered that “environmental challenge will be one of the central issues of the 21st century” [8, p. 38] for managers, who have to deal with this issue under the lens of efficiency and effectiveness. The relevance of this topic generated different theoretical approaches and provided empirical evidence of the factors that influence the firms’ adoption of pro-environmental practices. Among them, the literature pointed out institutions [24][31][32] and environmental attitudes [15][26]. With regard to that, institutions were conceived as “regulative, normative, and cultural-cognitive elements that, together with associated activities and resources, provide stability and meaning to social life” [28, p. 56]. Environmental attitudes, on its behalf, meant “a psychological tendency expressed by evaluating the natural environment with some degree of favour or disfavour” [20, p. 143]; thus, in the managerial field, they are able to express an individual motivation “to behave in an environmentally responsible way, especially when environmental decisions involve tradeoffs between incomplete information and complicated technical and social causations” [26]. In this context, two different approaches emerged to explain the phenomena. One of them was underpinned in social psychology and utilized the theory of planned behavior, among others; whereas the second one was built over management theories and their linkages. THE SCOPE OF THE THEORY OF PLANNED BEHAVIOR (TPB) The theory of planned behavior, which was an extension of the theory of the reasoned action, propounded that intentions were predictors of human behavior and postulated that attitudes, subjective norms, and perceived behavioral control predicted intentions [16]. The literature utilized the theory of planned behavior to explain both individual [10][12] and firm level environmental behavior [11][22][30]. With reference to that, empirical applications of the theory of planned behavior included both institutions and attitudes into the model. One of these empirical studies propounded that mangers’ attitudes toward pollution reduction had influence on managers’ intentions to reduce pollution [10]. This study also suggested that environmental managers’ assessment of subjective norms about environmental regulation were positively related to their preference to implement source reduction activities [10]. The study had an individual level of analysis and obtained support for its hypothesis [10]. Thereafter, empirical studies utilized the theory of planned behavior to explain firms’ environmental management. As an example, one of these studies assessed the influence of managers’ attitudes, subjective norms, and perceptions of internal and external stakeholders on firms’ adoption of environmental management systems [11]. All the hypotheses were accepted and it was found that the stronger relationship was between social norms and environmental management programs [11]. Nevertheless, the theory of planned behavior explained human social behavior [2][3][4][16], which was the dependent variable of the whole model. The scope of the theory, which was to explain human social behavior, was a response to (a) the main concern of their authors and (b) the discipline where it was embedded. Regarding the first point, the literature mentioned that before of this theory, the literature pointed out that each class of human social behavior required different explanatory variables [16]. On the contrary, the theory of planned behavior, based on concepts of social psychology [2][16], offered the idea that different human social behaviors could be explained based on a precise group of variables, arguing that “human social behavior is really not that complicated, that people approach different kinds of behavior in much the same way, and that the same limited set of constructs can be applied to predict and understand any behavior of interest” [16, p.2]. There was not an extension of this theory to firms’ behavior or firms’ practices, neither in the early formulation of the theory [2][16] nor in its subsequent reviews [3][4]. Consequently, a theoretical development that extended the theory of planned behavior to a firm or organizational level was not found. 259
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PAN-PACIFIC CONFERENCE XXXIV Design
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2017 PAN-PACIFIC PROGRAM COMMITTEE
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The Pan-Pacific Business Associatio
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TUESDAY, MAY 30, 2017 13:30 - 15:00
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WEDNESDAY, MAY 31, 2017 13:30 - 15:
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The Adverse Effect of Psychological
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Sake Branding Strategy: Securing Ne
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The Failure of Transport Megaprojec
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WP12 International Finance Alpamayo
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INDEX Anderson, John WA12 Iluz, Mic
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xx
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Women Entrepreneurs and Family Firm
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catering for the local market. In o
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three groups with performance´ dif
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Cross-Disciplinary Education: Not B
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Attitudes Towards Servant Leadershi
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[6] Liden, R.C., Wayne, S.J., Zhao,
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(SD = 7.77), and work experience 12
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A representative emotion inventory
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emergence of a paradigm. In I. J. G
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OBJECTIVE The primary objective of
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Threshold effects of psychological
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eported in Table 4. Partial F-tests
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The adverse effect of psychological
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pp. 283-289, 2011. [6] T. Vantilbor
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the scales are reported in brackets
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The Key Characteristics of Necessit
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At a glance, there appears to be so
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Job Calling, Work Identity and Job
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jobs to achieve set milestones that
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competency model is well founded on
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I-deal, I-craft, I-perform: A theor
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changes that affects their roles (G
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mechanisms.There were three overarc
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Table 1. Efficiency Results. DMU DE
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Not by Bread Alone: Estimating Futu
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squeeze more potatoes for direct hu
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well explains glocal with a holisti
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motor-vehicle industry in the Johan
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The Collaboration with Infrastructu
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Table1.Koshino Shu Kura (Jyoetsumyo
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product: its focus is on the needs
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The Rise of Populism in the West an
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It is important to note that althou
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1.3 1.2 1.1 1 0.9 0.8 0.7 0.6 Commu
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0.85 customs, the reduction in time
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Table 1. Confirmatory Factor Analys
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Uncovering the Beauty of the Capita
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the largest number of research stud
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An Exploratory Study regarding Mode
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According to the results of hierarc
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Standard Sake has been circulated b
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Can Ethics Be Used as a Tool of Inf
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85
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Defensive reactions as potential re
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Data gathering methods Data (in thi
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utility by comparing with the exist
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Virginia Tech - most calculations f
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Aggression and bullying attributes
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implications for both the individua
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The Role of Factory Facilities on S
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[44]. The following hypotheses are
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Delhi’s garment sector. In Toward
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A Manager’s personal value system
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commenting that good staff would le
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Law, Ethics and Business -How compa
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But to accept as quote, not reprodu
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integrity. In identifying the posit
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Consumer Awareness of Supply Chain
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Applications of Supplier Governance
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oth relational governance mechanism
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changing environment will disrupt g
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The Seven Efforts of Toyooka City:
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Study Related to Factors causing Fo
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- More people tend to choose privat
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students wishing to go to Italy. Ho
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investigating a multitude of design
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The failure of transport megaprojec
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C. Gautrain Gautrain is a high spee
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Delivering the required supply chai
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TABLE 1: Ranking of sills requireme
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[16] Taylor, M. B., 2016. A strateg
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divested fifty-nine percent of its
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Information Technology Project Fail
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Factors of IT project failure One o
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TFIDF w, a = TF w, a * IDF w (1) ID
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A Big Data Processing of Anxiety an
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Anxiety Index is defined as the rat
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serious problems due to pet fires,
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Deployment of Japanese Companies to
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stable politics and society situati
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APEC 61 437 615 21 634 2.8 World 11
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esults in higher levels of adaptati
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Web 2.0 tools for Virtual Reference
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Yes % 12.5% 14.8% 31.5% 33.2% 60.5%
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(Brundage, 2015), reminding one of
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CONCLUSION The review fostered a br
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significant causes of information o
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Circulation Type Farm Waste Managem
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IV. FUTURE CHALLENGES AND ANTIMICRO
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webpages, the Scopus database, Webo
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Supply Chain Materials Flow and the
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more speed, greatly exceeding the p
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To identify the external and intern
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Equality platforms. Also equity ref
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The Strategic Process in Large Ecua
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CONCLUSION AND DISCUSSION The resul
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12/10 12/11 12/12 13/01 13/02 13/03
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Business and Social Initiatives in
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case No. SKS-069. Boston: Harvard B
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Purchase intention Purchase intenti
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Signing the Annual Report of the Sw
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waste. A person without any powers
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2. DEVELOPMENT OF HYPOTHESIS Existi
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Page 239 and 240: theoretically and intuitively sound
Page 241 and 242: still intriguing, (Carrington, 2013
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Page 251 and 252: DISCUSSION Managerial implications
Page 253 and 254: emain in the organization as they m
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Page 263 and 264: engine, sanitation, health and work
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Page 267 and 268: Saharan African countries [8]. It i
Page 269 and 270: Systemic exclusion - barrier to eff
Page 271 and 272: ecause they focus on managing the r
Page 273 and 274: II. LITERATURE REVIEW The role of l
Page 275 and 276: 60 50 40 30 20 10 0 Graph 3: Locati
Page 277 and 278: [25] Blok, M.M., Groenesteijn, L.,
Page 279 and 280: conducted in ways that diminishes t
Page 281 and 282: the supply chain. Second, suppliers
Page 283: In addition, firms’ responses to
Page 287: [6] Barney, J. Firm resources and s
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