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Green Practices and Organizational Design as Sources of Strategic Flexibility and Performance

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  • Miguel Perez‐Valls
  • Jose Cespedes‐Lorente
  • Juan Moreno‐Garcia

Abstract

Green competences are dynamic capabilities based on practices (green practices), routines and structures that can be used to detect opportunities, make the most of them and use them to transform organizations. With this in mind, we explore the relationships between environmental management, organizational performance, and organizational processes and practices. We identify three key constructs related to green competences: (1) hybrid structures, (2) environmental best practices and (3) strategic flexibility, a key variable connecting structural design and green practices to organizational performance. We propose that the implementation of specific organizational structures characterized by the inclusion of market‐driven control practices within hierarchies (internal hybrids) could enhance firms' environmental responsiveness and deployment of green best practices. In addition, we suggest that green practices and structures are positively related to the development of strategic flexibility, driving above‐average returns in dynamic environments. To test these hypotheses, we use data from the European aviation industry. Copyright © 2015 John Wiley & Sons, Ltd and ERP Environment

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  • Miguel Perez‐Valls & Jose Cespedes‐Lorente & Juan Moreno‐Garcia, 2016. "Green Practices and Organizational Design as Sources of Strategic Flexibility and Performance," Business Strategy and the Environment, Wiley Blackwell, vol. 25(8), pages 529-544, December.
    • Handle: RePEc:bla:bstrat:v:25:y:2016:i:8:p:529-544
    DOI: 10.1002/bse.1881
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