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Hội thảo Khoa học Quốc tế
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par la réalisation des objectifs d’une organisation» (Freeman, 1984, p. 48). Henriques and Sadorsky
(1999) identified four categories of environmental stakeholders: regulatory (e.g.governments),
organizational (e.g. customers), community (e.g. non-governmental organizations (NGOs)),
and the media. Firms that fail to yield to pressure fromthese stakeholders risk enduring possible
loss; onthe contrary, systematic management of firms’ relationship with stakeholders can benefit
organizations in improving their environmental and financial performance (Darnallet al., 2008;
Dangelico and Pujari, 2010; Harrisonet al., 2010). As a response to stakeholders’ environmental
demands, firms’green product development strategies are the interactive results between stakeholder
power and manager perceptions on stakeholders’ salient environmental preference (Mitchellet al.,
1997; Henriques and Sadorsky, 1999; Banerjee, 2001). The internal heterogeneity of stakeholder
groups and the resource-dependence dynamics result in stakeholders having different levels of
influence on the corporate green innovation decision (Bansal, 2005; Kassinis and Vafeas,2006).
It is critical to identify the leading green stakeholders and appraise their pressure when studying
the environmental response patterns of firms (Hart, 1995; Murillo-Lunaet al., 2008). We argue, in
this study, that different stakeholders have heterogonous effects on the decision of horizontal and
vertical green product development. A conceptual model is shown in Figure 1.
Figure 1. Conceptual model on stakeholder pressure and green product diversification.
2.3. Entrepreneur
The approach of SMEs to CER is different from that of large firms in that it is personalized and
informal. SMEs’ engagement with CER reflects the values of their owners and the needs of their
community, since their engagement results more from a genuine concern for the community and the
environment than the anticipated business benefits (Panwar and al , 2016). The Top Management
Team has an important role in defining the environmental orientation of the firm, since their values
and environmental orientation determine to a great extent the corporate responsibility assumed and
the environmentally practices implemented by the firm (Menon and Menon, 1997). Entrepreneur’s
values and personal commitment are linked to a more general concern for the environment (Williams
and Schaefer, 2013), especially in SMEs where the manager is the main strategic decision-maker
(Schaper , 2002).
The proactive environmental and social attitude of the entrepreneur can attract,
retain skilled employees, investors, customers ... and reduce the risks and thus create favorable
conditions for creativity of new product and develop business in the context of an uncertain and
competitive market. According to Darnall and Edwards Jr (2006); Stein ( 2009), With the increasing
demand for green products, firms’green products can expand their market share. Green products,
especially those having obtained green certification, can provide an environmental assurance for
green consumers. Hence, we propose that:
