Reprint of “Linking rival and stakeholder pressure to green supply management: Mediating role of top management support”Transportation Research Part E: Logistics and Transportation Review


Jing Dai, Frank L. Montabon, David E. Cantor
Management Science and Operations Research / Transportation / Business and International Management


Reprint of Lean management and supply management: their role in green practices and performance

Sara Hajmohammad, Stephan Vachon, Robert D. Klassen, Iuri Gavronski

Rape in marriage

Lee H. Bowker, o̊Dean of the Graduate School and Research

Developing green management standards for restaurants: An application of green supply chain management

Yao-Fen Wang, Su-Ping Chen, Yi-Ching Lee, Chen-Tsang (Simon) Tsai

Max born medal and prize

The Institute of Physics


Received in revised form 3 August 2014 implement green supply management practices. We also consider the role of top manage(e.g. Handfield et al., 2005; Krause et al., 2009; Dai and Blackhurst, 2012). Firms have recognized the need to extend their mance can negaust actively work ion. Indeed ntal manag practices (Zhu et al., 2011; Hofer et al., 2012). Despite anecdotal and initial academic evidence that stakeholders and 1366-5545/ 2014 Elsevier Ltd. All rights reserved.

DOI of original article: q A publisher’s error resulted in this article appearing in the wrong issue. The article is reprinted here for the reader’s convenience and for the continuity of the special issue. For citation purposes, please use the original publication details; Journal of Transportation Research Part E, 71C, pp. 173–187. ⇑ Corresponding author.

E-mail addresses: (J. Dai), (F.L. Montabon), (D.E. Cantor).

Transportation Research Part E xxx (2015) xxx–xxx

Contents lists available at ScienceDirect

Transportation Research Part E journal homepage: www.elsevier .com/locate / t reenvironmental practices to their suppliers because a supplier’s poor environmental management perfor tively affect the focal firm. Therefore, firms seeking to implement environmental sustainability practices m with their suppliers (Sharma and Henriques, 2005; Simpson et al., 2007; Tate et al., 2010).

The focus of this study is on the extent to which green supply practices arise due to issues of competit are becoming increasingly pressured by their industry rivals and key stakeholders to pursue environmePlease cite this article in press as: Dai, J., et al. Reprint of ‘‘Linking rival and stakeholder pressure to green supply management: Me role of top management support’’. Transport. Res. Part E (2015),, firms ement a firm’sGreen supply management is a prominent topic of discussion among supply chain management scholars (Bowen et al., 2001; Mace and Food, 2010; Vachon and Klassen, 2006). Green supply management is defined as the incorporation of environmental considerations into the supply management function and represents one important area where the firm can improve its sustainability footprint. In a supply chain, the supply management function is responsible for monitoring and governing the flow of materials into the firm. A focal firm converts materials from suppliers into value-added products and thus scholars argue that each organization is only as environmentally sustainable as its upstream supply chain partnersAccepted 7 September 2014

Available online xxxx


Green supply management


Stakeholder pressure

Top management support 1. Introductionment support as an important enabler to how firms react to competitive pressures to pursue green supply management practices. Our model is tested using a sample of supply chain professionals. Our results indicate that environmental pressure from rivals and stakeholders influences green supply management implementation through the mediating role of top management support for environmental initiatives.  2014 Elsevier Ltd. All rights reserved.Reprint of ‘‘Linking rival and stakeholder pressure to green supply management: Mediating role of top management support’’q

Jing Dai a,⇑, Frank L. Montabon b, David E. Cantor b aDepartment of Entrepreneurship, Marketing and Management Systems, Nottingham University Business School China, The University of Nottingham Ningbo

China, 199 Taikang East Road, Ningbo 315100, China bDepartment of Supply Chain and Information Systems, College of Business, Iowa State University, 2340 Gerdin Business Building, Ames, IA 50011, United States a r t i c l e i n f o

Article history:

Received 26 September 2013 a b s t r a c t

Drawing upon the Schumpeterian view of competition and stakeholder theory, the purpose of our study is to examine how issues of rivalry and stakeholder pressure motivate firms todiating rivals place pressure on the focal firm to implement environmental management practices, the impact of those pressures on green supply management remains largely unexplored. Furthermore, scant research exists on how an organization’s resources are mobilized in response to rival and stakeholder pressure to implement green supply management practices (Sarkis et al., 2010; Gavronski et al., 2011).

This study also examines the role of top management support in enabling the firm to react to competitive forces (e.g., external pressures to implement green practices). The upper echelons perspective suggests that the top management team serves as an organization’s primary interface to stakeholders and rivals and thus top management commitment and support influences organizational decision outcomes (Hambrick and Mason, 1984). However, the role of top management in the environmental supply chain domain is understudied and further research is needed because previous studies have found mixed results (Murphy et al., 1996; Carter and Carter, 1998; Carter and Jennings, 2004). This study seeks to fill these voids in the literature.

The next section reviews the literature and explains the research model. As we then describe, the model is tested using survey data collected from supply chain management professionals. Finally, we discuss the study’s results and contributions to the literature. 2. Literature review and model development 2.1. Green supply management

A burgeoning amount of green supply chain management research has shown that implementing green supply management activities may result in improved firm performance (Azevedo et al., 2011; Carter et al., 2000; Chiou et al., 2011; Vachon and Klassen, 2008; Yang et al., 2013; Zhu and Sarkis, 2004). For example, Chiou et al. (2011) found that suppliers who are

Selection of supplier based on environmental criteria Bowen et al. (2001), Klassen and Vachon (2003), Lee and Klassen (2008), Montabon 2 J. Dai et al. / Transportation Research Part E xxx (2015) xxx–xxxet al. (2007)