This paper aims to reveal the impact of five industry forces (IFs) on implementing input‐based competitive strategies (CSs) and to determine relationship of these CSs on cement plants' environmental performances (EPs).
Data were collected from cement manufacturers in Turkey. This study employed structural equation methodology to examine relationships between IFs, CSs, and EP.
Cement plants with the advantage of low buyer bargaining power, low threat of new entrants, and few rivalries exhibit strong energy and raw material strategies. Also, an advantage of low supplier bargaining power and low threat of substitutes causes competitive raw material strategy. Finally, competitive energy and raw material strategies enhance EP, while competitive human resource strategy has no influence on it.
The model should be tested on other organizations in supply chain. Future researches can also investigate the difference of findings to other industries and in other countries and examine reasons behind hypothesized relationships. Moreover, additional factors may be incorporated into the model. However, a larger participation could provide a different perspective of issues in consideration.
This paper can serve as a valuable framework for top managers to draw the direction of their companies in terms of IFs, CSs, and EP. In this context, practitioners should focus on production inputs to withstand external environment and to experience better EP practices.
A better EP can both enhance sustainability of the overall environment and affect society positively. For such benefits, sustainability of EP should be a subsequent step to be taken to possess long‐lasting societal advantages.
This study is first to propose a model that integrates competitive IFs and input‐based approaches to measure cement plants' EPs. These are relevant issues for competitiveness of cement manufacturers willing to increase their EPs.
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