Abstract: The aim of this paper is to clarify the relationship between environmental management and firm performance through the incorporation of the main limitations and the most relevant contributions made from various fields of study. The research is carried out using a mixed method research design in two phases: qualitative and quantitative. The first phase includes comparative case studies. The findings lead to establish propositions which are integrated in a model that depicts all the variables related to the link between environmental strategy and performance. In a second phase, we conduct a survey among firms affected by the IPPC law in Spain to test the proposed model using a structural equation analysis. Findings show that a direct link exists between the proactive environmental strategy, environmental performance, competitive advantage and economic performance.

Abstract: Ability to identify sources of superior performance on which firms could capitalize has been one of the main aims of strategy field. Through this paper, I contrast the theories of strategic groups (Caves & Porter 1977) and structural holes (Burt, 1992), both of which explain the determinants of rate of return in competitive arenas. I map the ambiguities especially evident within strategic group research program. I provide four novel propositions to fill these gaps using the structural holes theory. I propose a network based explanation to formation of the strategic groups and firm mobility among the groups. Further, I raise a fine-tuned explanation to the problem of performance differences among members of the same strategic group based on individual firms’ structural network position differences.

Abstract: Studies of corporate environmental strategy that link environmental to financial performance of the firm are inconclusive. We argue this lack of consensus is traced to content and construct validity in measures of environmental performance, and ambiguous causal mechanisms. Based on a comprehensive review of studies in top management journals, we conclude that environmental performance measures may be grouped by causal mechanisms and simplified into two basic dimensions: external communications performance and internal operational performance. We propose a 2x2 typology of idealized environmental strategies along these dimensions that are richer, better operationalized and more clearly linked to causal mechanisms in order to advance the measurement and content of strategic management.

Abstract: In this article we offer a view that a firm’s critical resources and capabilities may span firm boundaries and may be embedded in inter-firm resources and routines. Building on this relational view we argue that firms can engender sustainable competitive advantage by enabling firms to (a) foster close working relationships with a limited number of suppliers; (b) build effective network structures, and (c) develop a long term orientation to achieve mutual gains. Using PLS structural equation modelling, we empirically test a number of hypothesized relationships based on a sample of 176 Dutch firms. Our results demonstrate that inter-firm network orientation significantly and substantially affects supplier performance as well as buyer performance, thereby providing evidence of the predictive validity of the inter-firm network orientation construct.

Abstract: In this paper, we explore the effect of a firm’s corporate development activity (CDA) history on its propensity to maintain long-term buyer-supplier relations. More precisely, we examine various forms of corporate development, i.e. alliance, equity joint ventures and acquisitions, and explore how experience with these activities differentially affects the likelihood of tie dissolution. We argue that corporate development activities will provide opportunities for learning resulting from experience spillovers, but also bring about considerable disruptions. We find support for our proposed curvilinear (U-shaped) relationship between CDA experience and likelihood of tie dissolution in a sample of 273 advertising agency-client ties. We also hypothesize and find empirically that the effects of different types of experience are not uniform.

Abstract: This paper examines the concept of virtual value chain orchestration, an emergent phenomenon of strategizing and organizing. Virtual value chain orchestratation is intended as way to create and capture value by structuring, coordinating, and integrating activities of previously unrelated markets and by effectively relating these activities to in-house operations with the aim of developing a network of activities that link previously unrelated industries and that create fundamentally new markets. The research is based on an in-depth analysis of the agrochemical and biotech industry and is illustrated by two case studies. Based on the preliminary results of these case studies, the paper concludes that the orchestration of external value chains belonging to an extended network of diverse partner companies leads to superior financial results.