Page 259 - Hojnik, Jana. 2017. In Persuit of Eco-innovation. Drivers and Consequences of Eco-innovation at Firm Level. Koper: University of Primorska Press
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Eco-innovation models 259
instrument) and significant. Therefore, the findings revealed that Hy-
potheses 1a and 1b are both supported.
Support was also found for Hypothesis 2, which postulated a posi-
tive and significant relationship between customer demand and organi-
zational eco-innovation. The standardized coefficient was positive (0.12)
and significant.
The relationship between managerial environmental concern and or-
ganizational eco-innovation was found to be positive and significant (the
standardized coefficient was slightly lower, estimated at 0.08). Thus, Hy-
pothesis 3 is supported.
Hypothesis 4 postulated a positive relationship between expected
benefits and organizational eco-innovation. The association between ex-
pected benefits and organizational eco-innovation was found to be posi-
tive and significant (standardized coefficient 0.06), indicating support for
Hypothesis 4.
Hypothesis 5a (the relationship between competitive intensity and
organizational eco-innovation) was not tested, since the factor competi-
tive intensity explains only 36.733% of variance and was therefore exclud-
ed from further analyses. Hypothesis 5b examined the relationship be-
tween competitive pressure and organizational eco-innovation, which
was expected to be positive and significant. The standardized coefficient
for this relationship is highly positive, significant and substantial (0.64),
offering strong support for Hypothesis 5b.
When testing our hypotheses, as indicated in Figure 28 and focusing
on consequences of organizational eco-innovation, we have to add that
Hypothesis 6 was tested separately, as it was divided into two dimensions
– company growth and company profitability – in order to obtain great-
er insights regarding how organizational eco-innovation affects compa-
ny growth and company profitability. However, Hypothesis 6 predicted
a positive and significant association between organizational eco-innova-
tion and company performance. In more detail, Hypothesis 6a postulates
a positive and significant relationship between organizational eco-inno-
vation and company growth, while Hypothesis 6b posits a positive and
significant association between organizational eco-innovation and com-
pany profitability. When testing the relationships between organization-
al eco-innovation and indicators of company performance (company
growth and company profitability), significant influences were detected.
We can see (Figure 28) that organizational eco-innovation was found to
be negatively related to company growth (standardized coefficient -0.06),
which is the opposite of what we expected. Therefore, Hypothesis 6a is
instrument) and significant. Therefore, the findings revealed that Hy-
potheses 1a and 1b are both supported.
Support was also found for Hypothesis 2, which postulated a posi-
tive and significant relationship between customer demand and organi-
zational eco-innovation. The standardized coefficient was positive (0.12)
and significant.
The relationship between managerial environmental concern and or-
ganizational eco-innovation was found to be positive and significant (the
standardized coefficient was slightly lower, estimated at 0.08). Thus, Hy-
pothesis 3 is supported.
Hypothesis 4 postulated a positive relationship between expected
benefits and organizational eco-innovation. The association between ex-
pected benefits and organizational eco-innovation was found to be posi-
tive and significant (standardized coefficient 0.06), indicating support for
Hypothesis 4.
Hypothesis 5a (the relationship between competitive intensity and
organizational eco-innovation) was not tested, since the factor competi-
tive intensity explains only 36.733% of variance and was therefore exclud-
ed from further analyses. Hypothesis 5b examined the relationship be-
tween competitive pressure and organizational eco-innovation, which
was expected to be positive and significant. The standardized coefficient
for this relationship is highly positive, significant and substantial (0.64),
offering strong support for Hypothesis 5b.
When testing our hypotheses, as indicated in Figure 28 and focusing
on consequences of organizational eco-innovation, we have to add that
Hypothesis 6 was tested separately, as it was divided into two dimensions
– company growth and company profitability – in order to obtain great-
er insights regarding how organizational eco-innovation affects compa-
ny growth and company profitability. However, Hypothesis 6 predicted
a positive and significant association between organizational eco-innova-
tion and company performance. In more detail, Hypothesis 6a postulates
a positive and significant relationship between organizational eco-inno-
vation and company growth, while Hypothesis 6b posits a positive and
significant association between organizational eco-innovation and com-
pany profitability. When testing the relationships between organization-
al eco-innovation and indicators of company performance (company
growth and company profitability), significant influences were detected.
We can see (Figure 28) that organizational eco-innovation was found to
be negatively related to company growth (standardized coefficient -0.06),
which is the opposite of what we expected. Therefore, Hypothesis 6a is
