Page 173 - Hojnik, Jana. 2017. In Persuit of Eco-innovation. Drivers and Consequences of Eco-innovation at Firm Level. Koper: University of Primorska Press
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Results
173
Figure 10: Diagram of construct Customer demand with the standardized solution
Note: Measurement items: Q4A = The environment is a critical issue for our important custo-
mers; Q4B = Our important customers often bring up environmental issues; Q4C = Customer
demands motivate us in our environmental efforts; Q4D = Our customers have clear deman-
ds regarding environmental issues; Chi-square = 0.70; p = 0.71; Goodness-of-fit indexes: NFI
= 0.999; NNFI = 1.005; CFI = 1.000; SRMR= 0.004; RMSEA = 0.000; Reliability coefficients:
Cronbach’s alpha = 0.940; RHO = 0.940; Internal consistency reliability = 0.944.
Competition (Competitive intensity and Competitive pressure)
In addition, we also focused on competition as a driver of eco-innova-
tion in companies. According to the institutional theory, companies can
engage in environmental activities, acquire environmental certificates or
start to eco-innovate as a result of mimicking their competitors’ success-
ful actions. In this section, we focus on competition, which we divide
into two different individual components that are tested separately: com-
petitive intensity, which focuses on competition in the industry in which
a company operates, and competitive pressure, which focuses on environ-
mental activities – that is, the establishment of the green concept in com-
panies.
We can see in Table 39 that respondents most agreed with the state-
ment that competition in their industry is cutthroat (mean value 5.88
on a seven-point Likert scale), followed by the statements “Price compe-
tition is a hallmark of our industry” (M= 5.73) and “Anything that one
173
Figure 10: Diagram of construct Customer demand with the standardized solution
Note: Measurement items: Q4A = The environment is a critical issue for our important custo-
mers; Q4B = Our important customers often bring up environmental issues; Q4C = Customer
demands motivate us in our environmental efforts; Q4D = Our customers have clear deman-
ds regarding environmental issues; Chi-square = 0.70; p = 0.71; Goodness-of-fit indexes: NFI
= 0.999; NNFI = 1.005; CFI = 1.000; SRMR= 0.004; RMSEA = 0.000; Reliability coefficients:
Cronbach’s alpha = 0.940; RHO = 0.940; Internal consistency reliability = 0.944.
Competition (Competitive intensity and Competitive pressure)
In addition, we also focused on competition as a driver of eco-innova-
tion in companies. According to the institutional theory, companies can
engage in environmental activities, acquire environmental certificates or
start to eco-innovate as a result of mimicking their competitors’ success-
ful actions. In this section, we focus on competition, which we divide
into two different individual components that are tested separately: com-
petitive intensity, which focuses on competition in the industry in which
a company operates, and competitive pressure, which focuses on environ-
mental activities – that is, the establishment of the green concept in com-
panies.
We can see in Table 39 that respondents most agreed with the state-
ment that competition in their industry is cutthroat (mean value 5.88
on a seven-point Likert scale), followed by the statements “Price compe-
tition is a hallmark of our industry” (M= 5.73) and “Anything that one
