Page 276 - Hojnik, Jana. 2017. In Persuit of Eco-innovation. Drivers and Consequences of Eco-innovation at Firm Level. Koper: University of Primorska Press
P. 276
In Pursuit of Eco-innovation
ganizational eco-innovation, further, organizational eco-innovation also
exerted significant influences (p < 0.05) on all examined consequences
of eco-innovation. More specifically, the results reveal that organization-
al eco-innovation is driven to the greatest extent by competitive pressure.
Other determinants exerted moderate, positive and significant effects on
organizational eco-innovation as follows (in descending order by the size
of standardized coefficients): customer demand, the command-and-con-
trol instrument, the economic incentive instrument, managerial envi-
ronmental concern and expected benefits. Among the consequences of
eco-innovation, the results indicate that organizational eco-innovation
is associated to the greatest extent with economic benefits, followed by
competitive benefits. Organizational eco-innovation also has a positive,
moderately high and significant influence on internationalization and a
276 weaker but still positive and significant association with company prof-
itability. In the organizational eco-innovation model, only one hypoth-
esis has not been supported – the one that pertains to the relationship
between organizational eco-innovation and company growth. The rela-
tionship between organizational eco-innovation and company growth
was expected to be positive and significant, but it turned out to be signif-
icant and negative (p < 0.05).
When we tested the construct-level model of eco-innovation, eco-in-
novation was measured as a second-order latent factor, including three
dimensions (product, process and organizational eco-innovation). We
found that all the tested determinants exerted positive and significant in-
fluences (p < 0.05) on the eco-innovation construct. Concerning the size
of standardized coefficients, we can summarize that the empirical evi-
dence gave the strongest support to the determinant competitive pres-
sure, followed by customer demand. A moderate, positive and significant
effect was also demonstrated by the following three determinants: the
command-and-control instrument, managerial environmental concern
and the economic incentive instrument. A weaker effect on the eco-in-
novation construct was exerted by the determinant expected benefits;
however, it was still positive and significant. Concerning the eco-inno-
vation outcomes, all the hypotheses, except the hypothesis pertaining to
the company growth, were supported. The eco-innovation construct had
the greatest influence on economic benefits, followed by competitive ben-
efits. We also found a high, positive and significant association between
the eco-innovation construct and internationalization, while the rela-
tionship between the eco-innovation construct and company profitabili-
ty was significant and positive but weak. The only hypothesis that is par-
ganizational eco-innovation, further, organizational eco-innovation also
exerted significant influences (p < 0.05) on all examined consequences
of eco-innovation. More specifically, the results reveal that organization-
al eco-innovation is driven to the greatest extent by competitive pressure.
Other determinants exerted moderate, positive and significant effects on
organizational eco-innovation as follows (in descending order by the size
of standardized coefficients): customer demand, the command-and-con-
trol instrument, the economic incentive instrument, managerial envi-
ronmental concern and expected benefits. Among the consequences of
eco-innovation, the results indicate that organizational eco-innovation
is associated to the greatest extent with economic benefits, followed by
competitive benefits. Organizational eco-innovation also has a positive,
moderately high and significant influence on internationalization and a
276 weaker but still positive and significant association with company prof-
itability. In the organizational eco-innovation model, only one hypoth-
esis has not been supported – the one that pertains to the relationship
between organizational eco-innovation and company growth. The rela-
tionship between organizational eco-innovation and company growth
was expected to be positive and significant, but it turned out to be signif-
icant and negative (p < 0.05).
When we tested the construct-level model of eco-innovation, eco-in-
novation was measured as a second-order latent factor, including three
dimensions (product, process and organizational eco-innovation). We
found that all the tested determinants exerted positive and significant in-
fluences (p < 0.05) on the eco-innovation construct. Concerning the size
of standardized coefficients, we can summarize that the empirical evi-
dence gave the strongest support to the determinant competitive pres-
sure, followed by customer demand. A moderate, positive and significant
effect was also demonstrated by the following three determinants: the
command-and-control instrument, managerial environmental concern
and the economic incentive instrument. A weaker effect on the eco-in-
novation construct was exerted by the determinant expected benefits;
however, it was still positive and significant. Concerning the eco-inno-
vation outcomes, all the hypotheses, except the hypothesis pertaining to
the company growth, were supported. The eco-innovation construct had
the greatest influence on economic benefits, followed by competitive ben-
efits. We also found a high, positive and significant association between
the eco-innovation construct and internationalization, while the rela-
tionship between the eco-innovation construct and company profitabili-
ty was significant and positive but weak. The only hypothesis that is par-
