Effect of corporate environmental strategies on firms’ competitiveness, the mediating role of supply chain collaboration

Purpose The purpose of this is to test the relationship between corporate environmental strategies (CES) and firms’ competitiveness (FC) through collaboration. Design/methodology/approach Selected companies from Ghana Club 100 were used as the sample for this study. This study used regression to tes...

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Bibliographic Details
Published in:Journal of global responsibility 2022-07, Vol.13 (3), p.299-316
Main Authors: Owusu Kwateng, Kwame, Tetteh, Francis Kamewor, Atchulo, Hunaisu Ben, Opoku-Mensah, Shirley
Format: Article
Language:English
Subjects:
Business competition
Collaboration
Competition
Competitive advantage
Environment
Environmental Education
Environmental Influences
Environmental policy
Interpersonal Competence
Social Responsibility
Stakeholders
Strategic management
Supply chains
Sustainability
Sustainable development
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Summary:Purpose The purpose of this is to test the relationship between corporate environmental strategies (CES) and firms’ competitiveness (FC) through collaboration. Design/methodology/approach Selected companies from Ghana Club 100 were used as the sample for this study. This study used regression to test the hypothesized paths. Findings The results indicated that a unit change in CES results in a 42.7% alteration in FC – all things being equal. Also, as revealed by the study, supply chain collaboration (SCC) is not a significant predictor of FC. However, SCC plays an indirect role in enhancing the relationship between CES and FC. The results showed that CES act as a significant predictor of a company’s collaboration in its supply chain. Practical implications The findings will enlighten firms to outline and implement appropriate environmental strategies to sustain their competitive advantage. Originality/value This study is very rare in the African context; hence, it adds to the extant literature by providing a contemporary perspective of CES and FC.
ISSN:2041-2568
2041-2576
DOI:10.1108/JGR-02-2021-0026