• An empirical examination of stakeholder pressures, green operations practices and environmental performance

      Yu, Wantao; Ramanathan, Ramakrishnan; University of East Anglia; University of Bedfordshire (Taylor and Francis, 2014-06-25)
      This study explores two key attributes constituting green operations practices (i.e. internal green management and green product/process design) and examines the links of adopting green operations practices with its antecedent factors (stakeholder pressures) and consequent performance outcomes (environmental performance). Data collected from 167 manufacturing firms in the UK were analysed using structural equation modelling. The results reveal that stakeholder pressures have a significant positive effect on internal green management, and that internal green management significantly affects green product/process design. The two attributes of green operations practices are significantly and positively related to environmental performance. More specifically, we find that internal green management fully mediates the relationship between stakeholder pressures and green product/process design and the relationship between stakeholder pressures and environmental performance.
    • The impact of organizational pressures on environmental performance of firms

      Ramanathan, Ramakrishnan; Poomkaew, Boonchan; Nath, Prithwiraj; University of Bedfordshire; Nottingham University; University of East Anglia (Wiley, 2014-03-04)
      The role of various organizational pressures in influencing performance of firms has been an interesting research topic in a variety of fields and has received the attention of researchers working in the field of environmental strategy. Although there are previous studies that have looked at the influence of various pressures in influencing firms’ environmental strategies, our study provides a more holistic analysis considering a variety of such pressures in a single framework. We discuss a research study to analyze how pressures from internal and external stakeholders of a firm, economic pressures, environmental regulations, and pressures of environmental compliance have affected environmental performance of firms using data collected from manufacturing firms in the United Kingdom. We have found that internal stakeholders provide the greatest impact in shaping environmental performance of firms, closely followed by economic pressures, environmental regulations, and external stakeholders in that order. Fears of penalties due to environmental compliance have the least impact, although this pressure also has a positive and significant impact on environmental performance.
    • The impacts of marketing and operations capabilities on financial performance in the UK retail sector: a resource-based perspective

      Yu, Wantao; Ramanathan, Ramakrishnan; Nath, Prithwiraj; University of East Anglia; University of Bedfordshire (Elsevier, 2013-07-26)
      Drawing upon the resource-based view (RBV) of the firm, this study investigates the relationships among marketing capability, operations capability, and financial performance. Using archival data of 186 retail firms in the UK, we find that that marketing capability has a significant impact on operations capability, and that operations capability is significantly and positively related to retail efficiency. The results also suggest that operations capability fully mediates the relationship between marketing capability and financial performance. The findings of this study provide practical insights for practicing managers to consider when developing functional capabilities in order to achieve superior financial performance.
    • The value of dynamic pricing for cores in remanufacturing with backorders

      Xiong, Yu; Li, Gendao; Chongqing Technology and Business University; University of East Anglia; Jilin University (Palgrave MacMillan, 2012-10-10)
      In remanufacturing, the supply of used products and the demand for remanufactured products are usually mismatched because of the great uncertainties on both sides. In this paper, we propose a dynamic pricing (DP) policy to balance this uncertain supply and demand. Specifically, we study a remanufacturer’s problem of pricing a single class of cores with random price-dependent returns and random demand for the remanufactured products with backlogs. We model this pricing task as a continuous-time Markov decision process, which addresses both the finite and infinite horizon problems, and provide managerial insights by analysing the structural properties of the optimal policy. We then use several computational examples to illustrate the impacts of particular system parameters on pricing policy and the benefit of DP. In addition, the models are extended to account for the price adjustment costs. We show through numerical example that the nice structural properties do not exist any longer, and find when DP is better than static pricing.