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Going green, going clean: Lean‐green sustainability strategy and firm growth

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  • Theophilus Lartey
  • Diana Owusu Yirenkyi
  • Samuel Adomako
  • Albert Danso
  • Joseph Amankwah‐Amoah
  • Ashraful Alam

Abstract

Despite the widespread recognition of the paybacks of “going green” and “going clean,” limited research has focused on the impact of lean‐green strategy on firm growth. In this study, we contribute to strategy and environmental sustainability literatures by investigating the possibility that the influence on lean‐green strategy and firm growth is driven by different levels of industry competition, managerial power, and family ties. Using panel data from 732 firms in four major industrialized economies (the United States, Germany, France, and the United Kingdom), we found that lean‐green strategy positively relates to firm growth and this relationship is amplified at higher levels of competition, managerial power, and family ties. Theoretical and practical implications of the study are also discussed.

Suggested Citation

  • Theophilus Lartey & Diana Owusu Yirenkyi & Samuel Adomako & Albert Danso & Joseph Amankwah‐Amoah & Ashraful Alam, 2020. "Going green, going clean: Lean‐green sustainability strategy and firm growth," Business Strategy and the Environment, Wiley Blackwell, vol. 29(1), pages 118-139, January.
    • Handle: RePEc:bla:bstrat:v:29:y:2020:i:1:p:118-139
    DOI: 10.1002/bse.2353
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