El valor de la estrategia ambiental proactiva: una evaluación empírica del enfoque contingente de las capacidades dinámicas
| Autor | Carlos Eduardo Moreno - Juan Felipe Reyes |
| Cargo | Doctor en Ciencias del Medio Ambiente, State University of New York, College of Environmental Sciences and Forestry, Syracuse, New York, Estados Unidos, 2004 - MSc. Ingeniería Industrial, Universidad Nacional de Colombia, Bogotá, Colombia, 2011 |
| Páginas | 87-118 |
87
Cuad. admon.ser.organ. Bogotá (Colombia), 26 (47): 87-118, julio-diciembre de 2013
* Este artículo es resultado de un proyecto de investigación titulado “Validación y aplicabilidad de la teoría Visión de la
Empresa Basada en los Recursos Naturales para el caso de las MiPyMes colombianas”, realizado de junio de 2008 a
enero de 2011 por el Grupo de investigación en Productividad, Competitividad y Calidad de la Universidad Nacional
de Colombia. El artículo se recibió el 13-08-13 y se aprobó el 09-10-13. Sugerencia de citación: Moreno, C. E. y Re-
yes, J. F. (2013). The value of proactive environmental strategy: An empirical evaluation of the contingent approach
to dynamic capabilities. Cuadernos de Administración, 26 (47), 87-118.
** Doctor en Ciencias del Medio Ambiente, State University of New York, College of Environmental Sciences and Fo-
restry, Syracuse, New York, Estados Unidos, 2004; Especialista en Ingeniería Ambiental, Universidad Industrial de
Santander, Bucaramanga, Colombia, 1999; Ingeniero Industrial, Universidad Industrial de Santander, Bucaramanga,
Colombia, 1995. Profesor Asociado, Departamento de Ingeniería de Sistemas e Industrial, Universidad Nacional de
Colombia, Bogotá, Colombia. Pertenece al grupo de investigación Competitividad, productividad y calidad. Correo
electrónico: cemorenoma@unal.edu.co
*** MSc. Ingeniería Industrial, Universidad Nacional de Colombia, Bogotá, Colombia, 2011; Ingeniero Industrial, Uni-
versidad Nacional de Colombia, Bogotá, Colombia, 2008. PhD Student, Departament of Business Administration,
Aarhus University, Aarhus, Dinamarca. Pertenece al grupo de investigación CORE: Change, Organisational Renewal
and Evolution. Correo electrónico: jfreyesr@unal.edu.co
The value of proactive
environmental strategy:
An empirical evaluation
of the contingent approach
to dynamic capabilities*
Carlos Eduardo Moreno**
Juan Felipe Reyes***
88 Cuad. admon.ser.organ. Bogotá (Colombia), 26 (47): 87-118, julio-diciembre de 2013
Carlos Eduardo MorEno, Juan FElipE rEyEs
The value of a proactive
environmental strategy:
An empirical survey of
the contingent approach
to dynamic capabilities
Abstract
The authors propose and test an explicative model for organizational environ-
mental competitiveness. In doing this, they integrate insights from the dynamic
capabilities perspective, contingency theory, and the natural resource-based
view of the rm. The study evaluates whether perceived uncertainty in the bu-
siness environment moderates the relationship between a dynamic capability
of proactive environmental strategy and competitive advantage, drawing from
survey data from 129 rms in Bogotá, Colombia, and using a partially constrai-
ned approach to structural equation models of latent interaction. Results suggest
that both, perceived uncertainty on customer preferences and changes in the
environmental strategy of competitors, and perceived uncertainty on environ-
mental resources and services, moderate the relationship between process and
product-related environmental practices and cost advantage.
Keywords: Contingent approach, dynamic capabilities, competitive advantage.
JEL classication: C83, L21, M19.
El valor de la estrategia
ambiental proactiva: una
evaluación empírica del
enfoque contingente de
las capacidades dinámicas
Resumen
En este artículo se prueba un modelo que explica la competitividad en un en-
torno organizativo. Con este n, integra conceptos del enfoque de capacidades
dinámicas, de la teoría de la contingencia y de la visión de la empresa basada en
los recursos naturales. Se evalúa la hipótesis de que la incertidumbre percibida
en el entorno empresarial modera la relación entre la capacidad dinámica de la
estrategia ambiental proactiva y la ventaja competitiva, empleando datos de una
encuesta a 129 empresas de Bogotá y un enfoque parcialmente restringido de
los modelos de ecuaciones estructurales de interacción latente. Los resultados
indican que la incertidumbre percibida acerca de las preferencias de los clien-
tes y de los cambios en la estrategia ambiental de los competidores y acerca
de los recursos y servicios ambientales moderan la relación entre procesos y
prácticas ambientales relacionados con el producto y la ventajas de costos.
Palabras clave: Enfoque contingente, capacidades dinámicas, ventaja
competitiva.
Clasicación JEL: C83, L21, M19.
O valor da estratégia
ambiental proativa: Uma
avaliação empírica do
enfoque contingente das
capacidades dinâmicas
Resumo
Neste artigo, prova-se um modelo que explica a competitividade em um am-
biente organizativo. Com esse objetivo, integra conceitos do enfoque de capa-
cidades dinâmicas, da teoria da contingência e da visão da empresa baseada
nos recursos naturais. Avalia-se a hipótese de que a incerteza percebida no
ambiente empresarial modera a relação entre a capacidade dinâmica da estra-
tégia ambiental proativa e a vantagem competitiva, ao empregar dados de uma
pesquisa a 129 empresas de Bogotá e um enfoque parcialmente restringido dos
modelos de equações estruturais de interação latente. Os resultados indicam
que a incerteza percebida sobre as preferências dos clientes e as mudanças
na estratégia ambiental dos competidores e sobre os recursos e serviços am-
bientais moderam a relação entre processos e práticas ambientais relacionados
com o produto e a vantagem de custos.
Palavras-chave: Enfoque contingente, capacidades dinâmicas, vantagem
competitiva.
Classicação JEL: C83, L21, M19.
89
ThE valuE oF proaCTivE EnvironMEnTal sTraTEgy
Cuad. admon.ser.organ. Bogotá (Colombia), 26 (47): 87-118, julio-diciembre de 2013
Introduction
Corporate approaches to the management of
environmental issues have gravitated around
two strategies: Merely complying with envi-
ronmental laws and regulations, and moving
from beyond compliance to a more proactive
approach (Hunt and Auster, 1990; Roome,
1992; Aragón-Correa, 1998; Sharma and
Vredenburg, 1998; Klassen and Whybark,
1999; Bowen et al., 2006; Aragón-Correa et
al., 2008). While intervention choices in the
former are often driven by environmental
regulations that prescribe specic technolo-
gies and processes, the latter involve rm
initiatives based on managerial discretion
and the interpretation of environmental is-
sues as opportunities (Aragón-Correa and
Sharma, 2003).
Within the resource-based perspective on
corporate environmental strategy (Hart,
1995; Buysse and Verbeke, 2003), simulta-
neous and sustained investments in resource
domains are manifested in the rm’s environ-
mental pro activity. In his extension of the
original resource-based view on corporate
strategy (Barney, 1991; Amit and Shoemak-
er, 1993, Hart, 1995) argues that competitive
advantage is derived through the rm’s rela-
tionship with its natural environment. Con-
sequently, the extant literature has focused
on studying the effects on competitiveness
of two environmental strategies, namely pol-
lution prevention and product stewardship
(Hart and Dowell, 2011).
Since Roome (1992), pollution prevention
has typically been associated with continu-
ous improvement and innovation (i.e. Total
Quality Management: TQM). Synergies may
exist between waste prevention and Lean
Manufacturing (King and Lenox, 2001;
Rothenberg et al., 2001; Zhu and Sarkis,
2004; Harrington et al., 2008; Yang et al.,
2011). Pollution prevention strategies re-
quire companies to develop resources, such
as physical assets, the technologies and skills
required to use these resources, organization-
al learning, and cross-functional integration
(Russo and Fouts, 1997). Complementary,
a product stewardship strategy (Hart, 1995;
Christmann, 2000; Vachon et al., 2001) en-
tails integrating stakeholder perspectives that
represent the voice of the environment into
product design and development (Buysse and
Verbeke, 2003). Thus, the process-centered
focus in the optimization of environmental
factors is broadened to include the entire sup-
ply chain of products (Seuring, 2004; Linton
et al., 2007), which makes product stew-
ardship an area of study that can be closely
linked to green supply chain management
(Sarkis, 2012; see Zhu and Sarkis, 2004).
It was not until Aragón-Correa and Sharma
(2003) that proactive environmental strategy
was seen as a dynamic capability. Following
Eisenhardt and Martin’s (2000) denition of
dynamic capabilities, they demonstrate that
proactive environmental strategy is depen-
dent on specic and identiable processes,
is socially complex and specic to organi-
zations, requires the path-dependence and
embeddedness of specic capabilities (see
below), and is non replicable or inimitable
(Aragón-Correa and Sharma, 2003, p. 74). In
addition, Aragón-Correa and Sharma (2003)
suggest that dynamic capabilities are con-
tingent on both environment dynamism and
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