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The purpose of this paper is to explore critical factors for implementing green supply chain management (GSCM) practice in the Taiwanese electrical and electronics industries relative to European Union directives.

A tentative list of critical factors of GSCM was developed based on a thorough and detailed analysis of the pertinent literature. The survey questionnaire contained 25 items, developed based on the literature and interviews with three industry experts, specifically quality and product assurance representatives. A total of 300 questionnaires were mailed out, and 87 were returned, of which 84 were valid, representing a response rate of 28 percent. Using the data collected, the identified critical factors were performed via factor analysis to establish reliability and validity.

The results show that 20 critical factors were extracted into four dimensions, which denominated supplier management, product recycling, organization involvement and life cycle management.

This study obtained 84 valid responses from the Taiwanese electrical and electronics industries, the limitation of the study is the insufficient sampling. Future researches need to be performed using a larger sample and studying more countries.

The Taiwanese electrical and electronics industry plays a decisive role in the global information and communications technology (ICT) industry. Consequently, the validated instrument enables decision makers at ICT manufacturers to evaluate the perceptions of GSCM in their organizations. In addition, the critical factors of implementing GSCM practices validated in this work can help enterprises identify those areas of GSCM where acceptance and improvements will be made, and in prioritizing GSCM efforts.

This study presents an empirical investigation of GSCM practices, and fills a gap in the literature on the identification and establishment of critical factors for GSCM implementation in electrical and electronics industries.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

What leads to new product success (NPS) is a very complex issue. Although prior research widely demonstrates that entrepreneurial orientation (EO) is a determinant for NPS and environmental turbulence is a form of unpredictability which impacts on the success of a product, little research has been conducted to examine if and to what extent environmental turbulence induces the EO behaviors of a firm and how these behaviors contribute to NPS. The paper aims to discuss these issues.

This study, which used data collected from 244 China-based electronics manufacturers, proposed and tested the theoretical relationships among the three constructs in the context of the electronics industry in China.

Results revealed that the three dimensions of EO (innovativeness, proactiveness and risk-taking) drive NPS. Environmental turbulence strongly influenced all three dimensions of EO, though its influence on NPS was mixed as there existed a strong negative but insignificant direct association between the two constructs. Innovativeness, which was found to be most effective in driving NPS in the EO and NPS relationship, was relatively less responsive to environmental turbulence than proactiveness. The study confirmed the postulated role of environmental turbulence in inducing the EO behaviors of a firm, signaling environmental turbulence, if tactfully leveraged, can play a positive role in new product development (NPD).

The study is quantitative using data emanating from the electronics manufacturing industry in China, further empirical study would be useful to verify and complement the results in other industries and other countries.

This study contributes to the scholarly inquiry of EO and NPD by exploring the influences of environmental turbulence and EO on NPS. As environmental turbulence induces EO and EO mediates the relationship between environmental turbulence and NPS, simultaneous consideration of these two constructs can lend useful insight into their joint impacts on NPD. Theoretical and managerial implications were examined and policy implications, especially the practicality of the findings to policymakers in China, were discussed.

Prior research on green innovation has shown that institutional pressure stimulates enterprises to adopt green innovation. However, an institutional perspective does not explain why firms that face the same amount of institutional pressure execute different environmental practices and innovations. To address this research gap, the authors linked institutional theory with upper echelons theory and organization performance to build a comprehensive research model.

A total of 800 questionnaires were issued. The final usable questionnaires were 195, yielding a response rate of 24.38%. AMOS 23.0 was used to analyze the data and examine the relationships between the constructs in our model.

Institutional pressures affected both green innovation adoption (GIA) and the top management team's (TMT's) response. TMT's response influenced GIA. GIA was an important factor affecting firm performance. Furthermore, TMT's response mediated the relationship between institutional pressure and GIA. Institutional pressures indirectly affected green innovation performance but did not influence economic performance through GIA. Finally, TMT's response indirectly impacted firm performance through GIA.

The authors draw on institutional theory, upper echelons theory, and a performance-oriented perspective to explore the antecedents and consequences of GIA. This study has interesting implications for leaders and managers looking to implement green innovation and leverage it for firm performance to out compete with market rivals as well as to make the changes in collaboration with many other companies including market rivals to gain success in green innovation.

The objectives of this research are to (1) fill the evidence gap of circular business activities and (2) enrich the knowledge base about the drivers of and barriers to circular economy business model (CEBM) that supports e-waste reduction in China’s mobile electronics industry. To answer the overarching research question of whether there are CEBMs emerging to address e-waste in China’ mobile electronics industry, we in this paper divided it into three sub-questions: (1) What CEBMs can support e-waste reduction? (2) Is there evidence for their implementation in China? and (3) What are the drivers of and barriers to these business model innovations?

We started with setting the scene on the importance of better e-waste management and the scale of e-waste problem in China. Building on the oft-quoted ReSOLVE framework, developed by EMF (2015) and consolidated in Lewandowski (2016), we have refined from it 11 CEBMs to suit the context of e-waste reduction. These 11 models include regenerate, life cycle extension, take-back services, product sharing systems, optimise resource value, produce on demand, circular supplies, resource recovery, industrial symbiosis, product-as-a-service and transformative innovation. We have mapped these refined models against the evidence of circular business practices identified in the corporate sustainability reports of eight out of top 12 mobile electronics manufacturers in China.

Our research findings show that six out of these 11 CEBMs are de facto practised in many of these companies. They include life cycle extension, collection services, optimise resource value, circular supplies, resource recovery and industrial symbiosis, although circular economy is still early-stage endeavours in the industry. As confirmed in our expert and company interviews, CEBM stems largely from profit and policy drivers. The key to building successful CEBMs to eliminate e-waste is, indeed, multi-stakeholder collaboration across the mobile electronics industry, which involves effective collection, reuse and recycling systems.

The lessons learnt can promote peer learning among EEE manufacturers and inform policymakers of effective strategies to create an enabling environment in which circular economy models can thrive.

The purpose of this paper is to explore how internal and external factors simultaneously drive firms to adopt green supply chain (GSC) initiatives and to construct a comprehensive research model by drawing upon institutional theory, stewardship theory, and view of performance.

The data collected from 380 manufacturers in the electrical and electronics industries in Taiwan were analyzed via structural equation modeling and bootstrapping.

First, institutional pressures affect the GSC initiatives of firms. Second, institutional pressures influence the environmental stewardship behaviors (ESBs) of managers. Third, the ESBs of managers affect the GSC initiatives of firms. Fourth, the GSC initiatives of firms influence their environmental performance, economic performance, and competitiveness. Fifth, the bootstrapping results reveal that institutional pressures indirectly affect the GSC initiatives of firms through the ESBs of managers.

Environmental sustainability has intensified the need for firms to develop a corporate culture. Future research can investigate the relationship among the institutional pressures, greening corporate culture, and GSC initiatives of firms.

Those managers facing institutional pressures must continually focus on the effects of external factors on the GSC initiatives of their firms. They must also increase their commitment and support to such initiatives to attain favorable levels of environmental performance, economic performance, and competitiveness.

This study integrates four streams of literature on institutional theory, stewardship theory, GSC initiatives, and view of performance. Apart from analyzing field- and organization-level data simultaneously, this paper is also the first to demonstrate the relationships among institutional pressures, ESBs of managers, GSC initiatives, and firm performance.