LAUSR

The aim of this study is to investigate the specific role of supply chain capabilities (SCCs) in the implementation of green operations (GO) strategies. More importantly, it examines whether this relationship between SCCs and GO is contingent on corporate environmental proactivity (EP). Theoretical predictions of the conceptual model were tested using hierarchical regression analyses of data obtained from 225 senior logistics/supply chain managers in the global auto sector. To ensure the robustness of our findings, a post-hoc analysis using the partial least squares approach was conducted. Significant positive associations exist between specific SCCs and the adoption of GO strategies. EP positively moderates the external integration capability – green purchasing and the supplier appraisal capability – green manufacturing linkages. However, unexpectedly, EP negatively moderates the effect of internal integration capability on green purchasing. Equally surprising, consistent negative moderation effects are detected for supply chain flexibility on green design, green purchasing, and green manufacturing. This study contributes to the existing resource-based view literature by focusing on the capability – strategy linkage and its specific application to environmental management. The exploration of the moderating effects of EP confirms the important role of organizing context in the effective exploitation and deployment of resources and capabilities.