Article

Effects of environmental orientation, green marketing mix and social capital on the competitive advantage of real estate developers in Bali

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Abstract

Purpose To test and explain about the implementation of the green marketing mix strategy, based on an environmental orientation and social capital in increasing the competitive advantage of the real estate developer or company in Bali. Design/methodology/approach Data collected in this study are primary data. Primary data collection is done by survey method using a research instrument in the form of a questionnaire. This research was conducted at real estate development companies in several cities in Bali. The sample unit is a real estate developer in Bali whose scope of operation project is at least 20 hectares, which means the scale of the property business is a middle-class and upper-class company. The unit of analysis is the company developer in Bali, while the respondent is General Manager, CEO or company owner. Data analysis employs inferential statistics of partial least square (PLS). Findings The findings in this study indicate that environmental orientation and competitive advantage do not have a significant direct relationship. However, it has an indirect effect through the adoption of a green marketing mix strategy. Thus, the application of the green marketing mix strategy has a positive and significant impact on increasing competitive advantage. Then, environmental orientation has a direct and significant influence on the application of the green marketing mix. Social capital has a positive and significant influence on competitive advantage. Originality/value The originality of this study is evident from the effort to deepen the analysis about the Competitive Advantage uses a green marketing mix strategy for real estate developers as a service company. Although there are many studies on EO, the results are still varied so that this becomes something interesting. Thus, in this study the concept of the effect of EO influence was developed on the implementation of the green marketing mix strategy by green property developers.

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... While (Amoako et al., 2021(Amoako et al., , 2022 looked at green marketing individually, (Shahid & Reynaud, 2022) and (Mittal et al., 2024) concentrate on green marketing and innovation capability. (Giantari & Sukaatmadja, 2021) place a strong emphasis on the application of technology, green marketing, and innovative talents. ...
... Our company often introduces innovative products. (Giantari & Sukaatmadja, 2021) IC.6: Our company uses innovative approaches in marketing. ...
... onmental friendliness.(Namagembe et al., 2016) GM.5: Our company actively raises awareness about green marketing.(Namagembe et al., 2016) GM.6: Our green marketing strategy positively contributes to the company's economic performance.(Namagembe et al., 2016) Business Sustainability BS.1: Our company manages natural resources wisely and sustainably.(Giantari & Sukaatmadja, 2021) BS.2: Our company always seeks ways to improve operational efficiency.(Giantari & Sukaatmadja, 2021) BS.3: Our company contributes to the well-being of the surrounding community.(Giantari & Sukaatmadja, 2021) BS.4: Our company continuously develops innovative products and services.(Giantari & Sukaatmadja, 2021) BS.5: Our marketing strat ...
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... Moreover, results indicated that green product innovation and competitive advantage act as intermediaries in the link between environmentally conscious marketing orientation and the overall performance of green marketing. (Giantari & Sukaatmadja, 2021) 4 To enhance the challenging edge of land developers or firms operating in Bali, it is essential to assess and elucidate the execution of the Eco-friendly marketing mix approach, which is founded on ecological awareness and societal resources. The data amassed for this investigation are entirely original. ...
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... One of the most critical issues is sustainability, which is on the rise due to the harmful influences of organizational practices on the environment (Dzhengiz & Niesten, 2020;Plambeck, 2009;Afum et al., 2021). The environmental concern and availability of organizational capabilities are seen as critical drivers for achieving sustained competitive advantage (Gong et al., 2020, Giantari & Sukaatmadja, 2021. By providing complementary capabilities, making environmental relationships, following global environmental regulations, implementing green and sustainable practices, firms can gain innumerable benefits, including reducing costs (Kneipp et al., 2019;Ekins & Zenghelis, 2021;Mert et al., 2021) in addition to improving product and organization performance (Alhawamdeh & Alsmairat, 2019;Alzghoul et al., 2018). ...
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Environmental concerns have begun to reshape the landscape in which global organizations compete. The demands and influences of the environmental movement are evident in the dollar value size of the environmentally conscious marketplace. In addition, the growing regulatory concerns over the environmental impact of corporate practices have begun to influence corporate strategies. The authors discuss the concept of an enviropreneurial marketing strategy, which reflects the confluence of social performance goals, corporate entrepreneurship orientations, and marketing strategy by integrating environmental concerns when developing marketing policies and practices. They provide a brief overview of the emergence of the enviropreneurial strategy paradigm, identify three types of enviropreneurial marketing strategies, and develop a model of the antecedents and consequences of an enviropreneurial marketing strategy. Finally, they conclude with a brief discussion of future research needs.
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The essential guide for forward-thinking business leaders who see the Green Wave coming and want to profit from it. This book explores what every executive must know to manage the environmental challenges facing society and business. Based on the authors' years of experience and hundreds of interviews with corporate leaders around the world, Green to Gold shows how companies generate lasting value, cutting costs, reducing risk, increasing revenues, and creating strong brands, by building environmental thinking into their business strategies. Daniel C. Esty and Andrew S. Winston provide clear how-to advice and concrete examples from companies like BP, Toyota, IKEA, GE, and Nike that are achieving both environmental and business success. The authors show how these cutting-edge companies are establishing an "eco-advantage" in the marketplace as traditional elements of competitive differentiation fade in importance. Esty and Winston not only highlight successful strategies but also make plain what does not work by describing why environmental initiatives sometimes fail despite the best intentions. Green to Gold is written for executives at every level and for businesses of all kinds and sizes. Esty and Winston guide leaders through a complex new world of resource shortfalls, regulatory restrictions, and growing pressure from customers and other stakeholders to strive for sustainability. With a sharp focus on execution, Esty and Winston offer a thoughtful, pragmatic, and inspiring road map that companies can use to cope with environmental pressures and responsibilities while sparking innovation that will drive long-term growth. Green to Gold is the new template for global CEOs who want to be good stewards of the Earth while simultaneously building the bottom line. © 2006 by Daniel C. Esty and Andrew S. Winston. All rights reserved.
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Following the natural-resource-based view of the company, this study analyses how green marketing strategy influences different dimensions of organizational performance. In this task, it also studies how the integration of the environmental values within the firm's internal culture determines the effect of green strategies on performance. To meet these aims, the present research collects data from 361 manufacturing firms of a European country. Structural equation modelling with EQS software was the method applied to analyse the information. The findings indicate that green marketing strategy led firms to improve their profitability by optimizing marketing performance and reducing costs. However, dimensions of organizational results, like process performance, are not positively related to economic success. They also reveal that environmentally oriented firms are more likely to achieve a superior operational and marketing performance from environmental practices.
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This study utilizes structural equation modeling (SEM) to explore the positive effect of corporate environmental ethics on competitive advantage in the Taiwanese manufacturing industry via the mediator: green innovation performance. This study divides green innovation into green product innovation and green process innovation. The empirical results show that corporate environmental ethics positively affects green product innovation and green process innovation. In addition, this study verifies that green product innovation mediates the positive relationship between corporate environmental ethics and competitive advantage, but green process innovation does not. Therefore, corporate environmental ethics can not only affect competitive advantage directly, but also influence it indirectly via green product innovation in the Taiwanese manufacturing industry. Taiwanese manufacturing companies can increase their corporate environmental ethics and green product innovation to enhance their competitive advantages.
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How does a business firm manage its relationship with the natural environment? What are the factors that influence the choice of such strategies? Does industry type matter? The authors introduce and operationalize the concept of corporate environmentalism in an effort to answer these questions. Using stakeholder theory, the authors identify four important antecedents to corporate environmentalism, namely, public concern, regulatory forces, competitive advantage, and top management commitment. The authors then use a political - economic framework to develop testable hypotheses. To test the hypotheses, the authors perform multigroup path analysis on data gathered from more than 240 firms. They find that corporate environmentalism is related to all hypothesized antecedents and that industry type moderates several of those relationships. In the high environmental impact sector, public concern has the greatest impact on corporate environmentalism, followed by regulatory forces. In the moderate environmental impact sector, competitive advantage has the greatest impact on corporate environmentalism, followed by regulatory forces. There are strong direct and mediating influences from top management commitment, which is the antecedent with the greatest impact on both industry groups. The influences of regulatory forces, public concern, and competitive advantage are all significantly mediated by top management commitment and moderated by industry type. The empirical findings and the ensuing discussion will be of interest to managers and public policy officials.
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This paper reports some of the findings of an ESRC Global Environmental Change Programme project which considered the attitudes of individuals (management and non-management) in small and medium-sized enterprises (SMEs) to the environment and environmental compliance. The focus on individuals and an understanding of the relationship between attitudes and behaviour within businesses is essential to implementation of effective sustainable development and self-regulation policies. The research revealed that the environment is important to individuals and that environmental compliance is regarded as ‘the right thing to do’. However, the influence of the regulatory domain on businesses is revealed as considerably more complex than suggested by some other surveys. In particular the positive culture amongst individuals in businesses to the importance of compliance appears to differ from the operational climate of many SMEs; i.e. their capacity and feasibility to act. The research suggests that SMEs in general are ‘vulnerably compliant’ due to a mismatch between climate and culture. Copyright © 1999 John Wiley & Sons, Ltd and ERP Environment.
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The purpose of this study is to explore the impact of the rapid growth by the newly industrializing countries (NICs) on their environmental management practices. Departing from the premise that NICs generally follow industrialized countries (ICs) in charting their development and “leapfrog ” new technologies as a function of their absorptive capacity, compatibility of the environmental management practices by the Turkish manufacturing companies with that of their American counterparts is explored. The results corroborated the significant progress made by the Turkish companies and manifested compatible approaches and performance indeed with respect to such variables as the management’s environmental orientation, environmental innovativeness, environmental competitive advantage, and the financial returns linked to environmental investments.
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The green consumer has been the central character in the development of green marketing, as businesses attempt to understand and respond to external pressures to improve their environmental performance. Marketing practitioners and academics are attempting to identify and understand green consumers and their needs, and to develop market offerings that meet these needs. So far there is little consensus about the identity and nature of green consumers, except that they have been something of a disappointment to the marketers who have pursued them. These difficulties perhaps reflect the folly of trying to understand green consumption and green marketing by viewing it as simply a variation on conventional marketing. This article proposes some different ways of looking at green consumption and green marketing, which have the potential to prevent the hunt for the green consumer from deteriorating into a wild goose chase. Copyright © 2001 John Wiley & Sons, Ltd and ERP Environment
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In this decade and the coming century, the natural environment will be an important arena for economic, competition. Ecological issues regarding energy, natural resources, pollution, and waste offer both competitive opportunities and constraints, and are changing the competitive landscape in many industries. Corporations can gain competitive advantage by managing ecological variables. This paper explains the concept of ‘environmental technologies’ as a competitive force and a tool for competitive advantage. Environmental technologies offer a new substantive orientation and a management process for minimizing ecological impacts of economic production while enhancing Competitiveness of firms. The practical application of environmental technologies is illustrated using a mini case example of 3M Corporation. Strategic implications of environmental technologies for competitiveness are explored.
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This paper investigates whether a firm's environmental orientation influences corporate brand value. In the discussion on sustainable development, corporate participation is a given, and increasingly firms are adopting environmental policies and practices. This paper observes corporate environmentalism from two perspectives: environmental embeddedness – the level to which environmental values are incorporated in brand identity; and environmental performance – the level of a firm's accordance with environmental policies and good practices. Cross-analysis of these two perspectives generates four types of corporate environmental orientation: leaders, performers, advocates and laggards. The results do not provide conclusive evidence for whether consumers reward environmental leaders and punish environmental laggards by converting their environmental opinions into brand perceptions and purchasing decisions. It is believed that the hypothesized relationships are moderated and mediated by other stimuli, so managers are advised not to negate corporate social responsibility, but rather to invest wisely in environmental activities and its communication. Copyright © 2008 John Wiley & Sons, Ltd and ERP Environment.
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This paper reviews the progress of the strategy field towards developing a truly dynamic theory of strategy. It separates the theory of strategy into the causes of superior performance at a given period in time (termed the cross-sectional problem) and the dynamic process by which competitive positions are created (termed the longitudinal problem). The cross-sectional problem is logically prior to a consideration of dynamics, and better understood. The paper then reviews three promising streams of research that address the longitudinal problem. These still fall short of exposing the true origins of competitive success. One important category of these origins, the local environment in which a firm is based, is described. Many questions remain unanswered, however, and the paper concludes with challenges for future research.
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Recent studies on marketing and the natural environment have called for research that links environmental marketing strategies to the performance of the firm. This research operationalizes the enviropreneurial marketing (EM) construct and examines its relationship with firm performance. It is the first empirical research to operationalize the EM construct. The new scale, albeit a first attempt, demonstrates encouraging psychometric properties. According to the resource-based view of the firm, a resource such as EM should directly influence firms’ capabilities (e.g., new product development success) but not competitive advantage (e.g., change in market share). A nationwide study of top-level marketing managers supports this perspective. In addition, although market turbulence also affects new product development success, it does not have an impact on EM. This suggests that EM formation is driven by internal rather than external forces.
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Since it implies a reduction in the quality and the quantity of the natural resources, environmental degradation is a present day problem that requires immediate solutions. This situation is driving firms to undertake an environmental transformation process with the purpose of reducing the negative externalities that come from their economic activities. Within this context, environmental marketing is an emerging business philosophy by which organizations can address sustainability issues. Moreover, environmental marketing and orientation are seen as valuable strategies to improve a firm’s competitiveness. However, the literature that has analyzed the link between environmental strategies and firms’ results has been inconclusive and contradictory. In this study, we propose and test a model that analyses how the implementation of ecological issues within a firm’s marketing strategy and orientation influences organizational results. Data were obtained through a survey sent to Spanish manufacturing firms. The results show that environmental marketing positively affects firms’ operational and commercial performance and this improvement will influence their economic results. Moreover, environmental marketing is revealed as an excellent strategy to obtain competitive advantages in costs and in product differentiation. Thus, this study agrees with the researchers who affirm that environmental strategies positively affect firm’s competitiveness while reducing environmental impact.
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Drawing on the natural-resource-based view (NRBV) of the firm, the authors test a model of the impact of the higher order construct of natural environmental orientation (NEO) on firm performance. Based on the literature in this area, the authors define NEO as comprising three components: entrepreneurship, corporate social responsibility (CSR), and commitment to the natural environment. The study uses data from 140 Australian manufacturing firms. The findings reveal that the higher order construct of NEO is positively and significantly related to profit after tax and market share; however, it is negatively related to sales growth. The study's practical and academic implications are discussed, along with limitations and future research directions.
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This paper provides a discussion of the relationship between environmental and economic performance and the influence of corporate environmental strategy choice on this relationship. After formulating a theoretical model, it reports results of an empirical analysis carried out for the European manufacturing industry, which uses new data to test hypotheses derived from the model. Corporate environmental strategies are identified on the basis of their orientation towards shareholder value. The analysis finds that for firms with shareholder value-oriented strategies the relationship between environmental performance and different dimensions of economic performance is more positive than for firms without such a strategy.
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Understanding sources of sustained competitive advantage has become a major area of research in strategic management. Building on the assumptions that strategic resources are heterogeneously distributed across firms and that these differences are stable overtime this article examines the link between firm resources and sustained competitive advantage. Four empirical indicators of the potential of firm resources to generate sustained competitive advantage—value, rareness, imitability, and substitutability—are discussed. The model is applied by analyzing the potential of several firm resources for generating sustained competitive advantages. The article concludes by examining implications of this firm resource model of sustained competitive advantage for other business disciplines.ABSTRACT FROM AUTHOR
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Green marketing has not lived up to the hopes and dreams of many managers and activists. Although public opinion polls consistently show that consumers would prefer to choose a green product over one that is less friendly to the environment when all other things are equal, those "other things" are rarely equal in the minds of consumers. For example, when consumers are forced to make trade-offs between product attributes or helping the environment, the environment almost never wins. And hopes for green products also have been hurt by the perception that such products are of lower quality or don't really deliver on their environmental promises. And yet the news isn't all bad, as the growing number of people willing to pay a premium for green products - from organic foods to energy-efficient appliances - attests. How, then, should companies handle the dilemmas associated with green marketing? They must always keep in mind that consumers are unlikely to compromise on traditional product attributes, such as convenience, availability, price, quality and performance. It's even more important to realize, however, that there is no single green-marketing strategy that is right for every company. The authors suggest that companies should follow one of four strategies, depending on market and competitive conditions, from the relatively passive and silent "lean green" approach to the more aggressive and visible "extreme green" approach with "defensive green" and "shaded green" in between. Managers who understand these strategies and the underlying reasoning behind them will be better prepared to help their companies benefit from an environmentally friendly approach to marketing.
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Accepting a fixed trade-off between environmental regulation and competitiveness unnecessarily raises costs and slows down environmental progress. Studies finding high environmental compliance costs have traditionally focused on static cost impacts, ignoring any offsetting productivity benefits from innovation. They typically overestimated compliance costs, neglected innovation offsets, and disregarded the affected industry's initial competitiveness. Rather than simply adding to cost, properly crafted environmental standards can trigger innovation offsets, allowing companies to improve their resource productivity. Shifting the debate from pollution control to pollution prevention was a step forward. It is now necessary to make the next step and focus on resource productivity. Copyright 1995 by American Economic Association.
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This article does not have an abstract.
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Recent developments in the field of the econometrics of panel data with non-stationary series are reviewed and interpreted. In particular, we discuss tests for unit roots and cointegration, and the roles of mean and variance correction, non-parametric correction and full modification for the construction of these tests and estimators. A discussion of the key contributions of the papers in this special issue is placed within the framework of the current literature and areas for further development are propose. Copyright 1999 by Blackwell Publishing Ltd
The four service marketing myths: remnants of a goods-based, manufacturing model
Marketing an Introduction Ninth Edition
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Armstrong, G. and Kotler, P. (2009), Marketing an Introduction Ninth Edition, Pearson Education International, New Jersey.
The green marketing mix
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An empirical test on corporate environmentalism as a strategy evidence from Thailand
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The effect of strategic marketing planning behaviour on the performance of small-to medium-sized firms
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Polonsky, M. and Mintu, A. (1997), "The future of environmental marketing: food for thought", Environmental Marketing Strategies Practices, Theory and Research, pp. 389-391.
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The influence of entrepreneurial competence, entrepreneurship strategy and social capital on sustainable competitive advantage with business performance (entrepreneur) as an intervening variable (Case study on furniture SMEs in Kembang Village
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Muslikah, N.A., Haryono, A.T. and Harini, C. (2018), "The influence of entrepreneurial competence, entrepreneurship strategy and social capital on sustainable competitive advantage with business performance (entrepreneur) as an intervening variable (Case study on furniture SMEs in Kembang Village, Jepara Regency)", Journal of Management, Vol. 4 No. 4, pp. 1-10. Corresponding author I Putu Gede Sukaatmadja can be contacted at: sukaatmadja.unud.jp@gmail.com For instructions on how to order reprints of this article, please visit our website: www.emeraldgrouppublishing.com/licensing/reprints.htm Or contact us for further details: permissions@emeraldinsight.com