Strategic motives and performance implications of proactive versus reactive environmental strategies in corporate sustainable development

This study proposes and empirically tests a model delineating how different environmental motives would affect the practice of proactive reactive strategies, ultimately corporate market performance. It also explores moderating role competitive intensity for motive?strategy strategy?performance relationships. By surveying manufacturing firms operating in Pearl River Delta region China, has derived several important findings. To summarize, findings reveal that while performance-based motivation drives strategy, it curtails strategy. Conversely, regulation-based motive exerts exactly opposite influences on these two strategies. The further highlight strategy directly enhances performance, this enhancing effect will be strengthened as increases. However, is found not to exert any significant direct influence such does moderate too. Last, positive promotion-based strengthens negative These furnish academic practical implications pursuing sustainable development.