Yes / This article examines the impact of small and medium-sized enterprises’ (SMEs’) proactive environmental strategy on market performance through the mediating mechanism of environmental reputation. In addition, we investigate the potential moderating role of competitive strategies on the environmental reputation-market performance nexus. Data were collected from 223 SMEs. Using the hierarchical multiple regression analysis, the results show that a proactive environmental strategy positively enhances environmental reputation. Also, the influence of proactively environmental strategy on market performance is mediated by environmental reputation. In addition, our findings show the relationship between environmental reputation and market performance is greater for firms that adopt the differentiation strategy but not significant for firms adopting the low-cost and integrated strategies. Our study offers several theoretical and practical implications.

AN ABSTRACT OF THE DISSERTATION OF Young Soo Shim, for the Doctor of Philosophy degree in Accountancy, presented on 03/10/2017, at Southern Illinois University Carbondale. TITLE: INVESTIGATING THE DETERMINANTS AND ENDOGENOUS INFLUENES OF ENVIRONMENTAL REPUTATION MAJOR PROFESSOR: Dr. Royce D. Burnett This study investigates (1) the determinants of a firm’s environmental reputation and (2) the impact of this reputation on employee productivity and financial performance. I extend existing work in this area by focusing on both the endogenous and exogenous benefits of the reputation. The endogenous benefits refer to positive impacts of the reputation on employee morale and employee productivity, which have generally been ignored by prior research. In developing my research hypotheses, I draw on the following five well-established theories: the costly signaling theory, the resource-based view of firm, the Porter’s eco-efficiency perspective, the social identity theory, and the third-person effect theory. A sample of 271 companies was drawn from the 500 largest U.S. public companies listed in the 2010 Newsweek’s green report. The corporate environmental data for this study were gathered from this report. Meanwhile, the corporate financial data were obtained from the Mergent database. Via multiple regression analyses, I find (1) environmental reputation is significantly and positively predicted by environmental management when firm environmental reputation is high; (2) environmental reputation is significantly and positively related to environmental performance when firm environmental reputation is low; (3) across the board, environmental reputation does not predict employee productivity; (4) environmental reputation is a significant and positive predictor of financial performance only for firms with high environmental reputation; and (5) employee productivity positively and significantly predicts financial performance only for firms with a high environmental reputation.

Les alliances stratégiques sont devenues autant une nécessité qu'un choix pour les entreprises afin d'être compétitif sur les marchés d'aujourd'hui. Toutefois, faire fonctionner les alliances stratégiques n'est pas une évidence. Des taux de défaillance entre 30% et jusqu'à 70% ont été régulièrement signalés. Un nombre important de recherches a examiné comment ces chiffres pouvaient être améliorés. La sélection de partenaires a été identifiée comme l'un des facteurs clés de la réussite. En fait, les attributs spécifiques de chaque partenaire, influant même sur la sélection de ces mêmes partenaires, ont tendance à avoir des effets boule de neige au-delà de la phase de formation, jusqu'aux phases de conception et de post-formation. S'appuyant sur des recherches antérieures étudiant l'attribut « réputation », cette thèse vient combler une lacune en explorant le rôle que peut jouer la réputation pour la performance environnementale dans la détermination des avantages individuels et communs dans les différentes phases des alliances stratégiques. Dans quatre essais indépendants mais interconnectés, des questions de recherche spécifiques sont théoriquement examinées sous la « Natural-Resource-Based View (NRBV) » et la « Strategic Cognition Perspective ». Les hypothèses de l'étude sont testées empiriquement à partir des données recueillies auprès des PDG et des cadres supérieurs dans 176 entreprises manufacturières norvégiennes. / Strategic alliances have become as much a necessity as a choice for companies to be competitive in today's markets. However, making strategic alliances work is not evident. Failure rates between 30% and as high as 70% have been regularly reported. A substantial stream of research has examined how these numbers can be improved. Partner selection has been identified as a key success factor. In fact, partner-specific attributes, affecting which partners are selected, tend to have snowball effects beyond the formation phase to the design and postformation phases. Building on previous studies investigating the attribute of reputation, this thesis fills a gap by exploring the role reputation for environmental performance can play in determining firm-specific and joint competitive advantages in the different phases of strategic alliances. In four individual but connected Essays, specific research questions are theoretically examined under the Natural-Resource-Based View (NRBV) and Strategic Cognition Perspective. The study's hypotheses are empirically tested using data collected from CEOs and top managers in 176 Norwegian manufacturing firms.