Journal of Asia Pacific Business Innovation and Technology Management

Volume 2, No. 2, June 2012


Title
Environmental Strategy Implementation of Restaurant SMEs in Manila, Philippines: Traversing the Path from Efficiency to Innovation

ABSTRACT

Business operations of SMEs, specifically restaurants, have significant negative effects on the natural environment. The negative environmental impacts of restaurants involve energy consumption, solid waste generation, air and water emissions, food safety and refrigerants. To reduce the environmental impact of its business processes, restaurant SMEs implement various environmental strategies. A survey of two hundred forty (240) small and medium-sized restaurants in Manila on their level of implementation of environmental activities show that there is a high level of implementation of environmental strategies.The average responses of the small and medium sized restaurants surveyed on environmental strategies such as Pollution Prevention, Product Stewardship and Sustainable Development were subjected to a cluster analysis using Ward’s method, a hierarchical clustering procedure. A four cluster solution identified four different groups of small and medium sized restaurants on the basis of their environmental strategies. Group 1, the “active” group, comprising 13.75% of the respondents, employs pollution prevention and product stewardship strategies moderately and practices sustainable development less moderately. Group 2, the “leading edge” group, containing 17.5% of the respondents, practice pollution prevention and product stewardship at a high degree and sustainable development at a moderate level. The second highest number of respondents fell into Group 3, the “environmentally excellent” group, characterized by high degrees of practice among the three environmental strategies, most especially pollution prevention and sustainable development. Majority or 39.58% of the respondents are classified under Group 4, the “constructive” group, with moderate levels but close to high levels of practice especially with regard to pollution prevention and sustainable development. The correspondence between the various levels of implementation of environmental strategies and the varying degrees of progress from efficiency to innovation is discussed.

Keywords: Resource Based View, SME, Environmental Strategy, Growth Strategy

Authors
Maria Victoria P Tibon
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Title
Could Green Companies Beat Their Competitors? A Conceptual Model Based on Indonesia Experience

ABSTRACT

Nowadays, more interest is shown by many countries to environmental issues, particularly because of the degradation of the quality of both local and global environments. Over-exploitation and bad production methods are two among several factors that are causing the phenomena. Therefore, green product companies have great potential to be developed in the future. Nevertheless, green product companies face several problems, primarily demand in the market. Although consumption of green product, especially green food, tends to increase, but green behavior is difficult to predict. Therefore, green companies could not only lean on “green” attribute to win market competition. This paper will describe a framework showing several factors that important in influencing green companies’ performance based on former empirical research and literature review. Two external factors and two internal factors are identified as factors that should be prioritized by green companies in order to win market competition.

Keywords: Green Companies, Green Products, Performance

Authors
Hasrini Sari
Hasnelly
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Title
Using Bayesian Stochastic Frontier Analysis to Examine Province-based Productive Efficiencies in China

ABSTRACT

China has been experiencing buoyant growth in its economy since the Economic Reform in 1978. This study conducts an empirical analysis of the province-based productive efficiencies in overall industry and in primary, secondary and tertiary sectors after implementation of Economic Reform for 30 years. A Cobb-Douglas production function is specified to represent the efficiency frontier and its parameters are estimated by the Bayesian stochastic frontier analysis method. The results based on the provincial statistics in 2008 show that the top three efficient provinces (areas) in overall industry are Beijing (0.942), Chongqing (0.932) and Liaoning (0.927), while the least efficient provinces are Hainan (0.766), Guangdong (0.802) and Hebei (0.838). In primary sector, the top three efficient provinces are Shanxi (0.807), Heilongjiang (0.789) and Ningxia (0.786), while the least efficient provinces are Fujian (0.486), Guangdong (0.491) and Zhejian (0.517). In secondary sector, the top three efficient provinces (areas) are Chongqing (0.946), Shanghai (0.934) and Liaoning (0.918), while the least efficient provinces are Hainan (0.670), Guizhou (0.678), and Tibet (0.689). In tertiary sector, the top three efficient provinces (areas) are Beijing (0.942), Shanghai (0.936) and Chongqing (0.931), while the least efficient provinces are Tibet (0.835), Hainan (0.843) and Hebei (0.843). According to the findings, some policy directions to improve the efficiencies for the inefficient provinces and/or to enhance the efficiencies for the efficient provinces in primary, secondary and tertiary sectors are discussed.

Keywords: Bayesian Stochastic Frontier Analysis, Productive Efficiency, Production Function

Authors
Erwin T J Lin
Lawrence W Lan
Y C Shih
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Title
The Impact of Leader Social Support, Team Social Support and Team Reward on the Relationship of Team Stressors and Performance

ABSTRACT

Work stressor has physical and psychological effects on both individuals and teams. Associated with this phenomenon, interest in how to change or relieve the effect of stressors on employees is growing among practitioners and researchers. This study proposes contingency models in which the roles of leader social support, team social support and team reward play in the relationship between team stressors and performance are explored. Data are collected from new product development team members of Taiwanese semi-conductor industry. Regression analyses are used for the tests of alignment hypotheses. The results show that leader social support, team social support and team reward play an antecedent role in the relationship of team stressors and performances. But the hypothesis that the effects of team stressors on performance are moderated by leader social support, team social support and team reward is not supported. Our finding contributes new evidence to dispute views in previous studies, while at the same time offering important implications for both research and practice.

Keywords: Leader Social Support, Team Social Support, Team Reward, Team Stressors

Authors
Cheng-Ling Tai
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