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

Lartey, T.
; 
Yirenkyi, D.O.
; 
Adomako, Samuel
; 
Danso, A.
; 
Amankwah-Amoah, J.
; 
Alam, A.
Publication Date
2020-01
End of Embargo
Supervisor
Keywords
Environment sustainability, Lean-green strategy, Growth, Competition, Managerial power
Rights
© 2019 John Wiley & Sons, Ltd and ERP Environment. This is the peer reviewed version of the following article: Lartey T, Yirenkyi DO, Adomako S et al (2020) Going green, going clean: Lean-green sustainability strategy and firm growth. Business Strategy and the Environment. 29(1): 118-139, which has been published in final form at https://doi.org/10.1002/bse.2353. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Self-Archiving.
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Yes
Open Access status
openAccess
Accepted for publication
27/05/2019
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Management and Law Publications
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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 industrialised economies (the US, Germany, France and the UK), 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.
URI
http://hdl.handle.net/10454/17114
Version
Accepted manuscript
Citation
Lartey T, Yirenkyi DO, Adomako S et al (2020) Going green, going clean: Lean-green sustainability strategy and firm growth. Business Strategy and the Environment. 29(1): 118-139.
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Link to Version of Record
https://doi.org/10.1002/bse.2353
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Article
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