SME managers’ perceptions of competitive pressure and the adoption of environmental practices in fragmented industries: A multi-country study in the wine industry

TY - JOUR

T1 - SME managers’ perceptions of competitive pressure and the adoption of environmental practices in fragmented industries

T2 - A multi-country study in the wine industry

AU - Tyler, Beverly

AU - Lahneman, Brooke

AU - Beukel, Karin

AU - Cerrato, Daniele

AU - Minciullo, Marco

AU - Spielmann, Nathalie

AU - Discua Cruz, Allan

PY - 2020/9/1

Y1 - 2020/9/1

N2 - This study explains how managers’ perceptions of pressure from competitors and industry associations to adopt environmental practices are associated with the adoption of such practices, and firm performance in small- and medium-sized enterprises (SMEs) in fragmented industries. First, we hypothesize, in fragmented industries, perceived weaker competitive pressure focuses SME managers’ attention on opportunities associated with the adoption of environmental practices, resulting in further adoption of such practices. We also hypothesize that perceived stronger competitive pressure focuses managers’ attention on competitive threats and efforts to maximize value creation from adopted practices, thus, positively moderating the relationship between adopted environmental practices and financial performance. We test our hypotheses with survey data from wineries and vineyards in Italy, France, Denmark, and the United States, and find support for both hypotheses. These findings deepen our understanding of how SMEs in fragmented industries respond to perceived competitive pressure to adopt environmental practices.

AB - This study explains how managers’ perceptions of pressure from competitors and industry associations to adopt environmental practices are associated with the adoption of such practices, and firm performance in small- and medium-sized enterprises (SMEs) in fragmented industries. First, we hypothesize, in fragmented industries, perceived weaker competitive pressure focuses SME managers’ attention on opportunities associated with the adoption of environmental practices, resulting in further adoption of such practices. We also hypothesize that perceived stronger competitive pressure focuses managers’ attention on competitive threats and efforts to maximize value creation from adopted practices, thus, positively moderating the relationship between adopted environmental practices and financial performance. We test our hypotheses with survey data from wineries and vineyards in Italy, France, Denmark, and the United States, and find support for both hypotheses. These findings deepen our understanding of how SMEs in fragmented industries respond to perceived competitive pressure to adopt environmental practices.

U2 - 10.1177/1086026618803720

DO - 10.1177/1086026618803720

M3 - Journal article

SN - 1086-0266

JO - Organization and Environment

JF - Organization and Environment

ER -