Leveraging sustainable design practices through supplier involvement in new product development: ...
1. Research Methodology
1.1. Sample and data collection
1.1.1. Surveys in form of questionnaires
1.1.2. Sample: US managers; 754 accesses; 212 responses
1.2. Measurement development
1.2.1. Dependent variables
1.2.2. Independent variables
1.2.3. Moderating variables
1.2.4. Control variables
1.3. Measurement validation
1.4. Structural model results
1.4.1. Hypothesis 1
1.4.2. Hypothesis 2:
1.4.3. Hypothesis 3
1.5. Additional analysis
2. Hypothesis
2.1. A resource-based view of the operations evidences that adopting sustainable processes leads to a better sustainable and economic performance of the product
2.1.1. Sustainable design practices and performance
2.1.1.1. Hypothesis 1: Sustainable design practices are positively associated with (a) environmental performance and (b) economical performance.
2.1.1.2. Proactive environmental engagement is rare. This is because environmental engagement requires a significant level of effort and is also people intensive.
2.1.1.3. Sustainable design practices are rare, valuable, inimitable and non-substitutable
2.1.1.4. Hart's Natural Resource-based view suggests that organizational strategies and competitive advantages facilite environmental sustainability and lead to better performance
2.1.1.5. By assessing the environmental aspects of any product, firms are likely to consider the economic aspects in order to find ways to reduce the cost
2.1.2. The role of supplier envolvement in new product development
2.1.2.1. Hypothesis 2: Supplier involvement in new product development positively moderates the relationship between sustainable design practices and (a) environmental performance and (b) economic performance,
2.1.2.2. The collaboration of suppliers throughout the firm's supply chain is a source of competitive advantage in the conception of new products
2.1.2.3. The know-how and the sustainable practices of the external partners not always can positively impact the efficiency of the internal processes
2.2. The role of supplier's environmental management capability
2.2.1. Hypothesis 3: Suppliers' environmental management capability positively moderates the influence of supplier involvement on the relationship between sustainable design practices and (a) environmental performance and (b) economic performance.
2.2.2. Implementation of environmental practices at the supplier's site such as environmental sourcing and the ability to provide ecological proof of the product
2.2.3. Suppliers may present obstruction to environmental pressures
3. Prerrogatives
3.1. Optimization of the end of a product’s life or design for the environment principles
3.2. Incorporation of sustainability considerations in the new product development process
3.3. Very few academic research on the efficacy of the practices mentioned above
4. Conceptual Development
4.1. Sustainable design practices
4.1.1. Incorporate environmental considerations into firms decision-making processes for new product development
4.1.2. Product's environmental life-cycle analysis
4.2. Supplier Involvement
4.2.1. Conducting product-development activities jointly with suppliers allows the firm access to the supplier's expertise and knowledge that can lead to greater product development
4.2.2. Lack of research on the evidence of the importance of supplier involvement in improving a new product’s sustainability
4.3. Supplier's environmental management capability
4.3.1. Know-how of the supplier's strategies to diminish environmental impact
4.3.2. Decisive on the companies' operations