Resource-Based View or Slack Availability of Resources: A Perception Survey of Japanese Automotive & Electronic Companies

By Cortez, Michael Angelo A.; Nugroho, Katarina Marsha Utama | Journal of International Business Research, January 1, 2011 | Go to article overview

Resource-Based View or Slack Availability of Resources: A Perception Survey of Japanese Automotive & Electronic Companies


Cortez, Michael Angelo A., Nugroho, Katarina Marsha Utama, Journal of International Business Research


ABSTRACT

The resource-based view perspective has been referred to as the theoretical foundation of studies linking the impact of corporate social performance to financial performance. Alternatively, scholars argue that the direction of the relationship could be the other way around - that financial performance facilitates the investment in corporate social performances.

We join the scholarly discussion by surveying the perception of top Japanese automotive and electronics companies. The Corporate Social Responsibility (CSR) reporting divisions of these companies were sent links to an on-line Likert scale questionnaire to verify the earlier statistical findings on the relationship of the variables: environmental cost, revenue, profit, assets, long-term debt and equity.

We expect our descriptive statistics to yield the predominant motivation of sustainability reporting across the companies in this study, considering that they observe similar management principles and belong to the same business environment. This case study supports earlier theorization between resource-based view and slack availability of resources while leading to proposed rival theories unique to Japanese management.

INTRODUCTION

The resource-based view perspective has been widely espoused as the theoretical foundation of sustainability practices. Through the investments in inimitable internal capabilities like environmental performance that translate to measurable benefits, the first direction of construct relationship is established: environmental innovations impact financial performance.

On the other hand, the slack availability of resources explains that corporate social performance, particularly environmental innovations, could possibly be a result of the availability of financial resources. Without these, it would be difficult for companies to comply with regulations and satisfy other stakeholders' claims to social and environmental issues. Hence, the second direction of relationships is: financial performance in preceding years impact environmental innovations.

While virtuous cycles are observed between these constructs, we attempt to determine the motivation for Japanese automotive and electronics companies, based on their perception for engaging in environmental innovations. Do they see environmental innovations as leading to improved financial performance? Or is it the other way around? Do they perceive enhanced financial performance as facilitating environmental innovations? A number of empirical studies have validated these directions of the relationships. We attempt to capture the perception of Japanese management on CSR, particularly environmental accounting and reporting practices, in order to determine the predominant mindset.

CSR in this context refers to the requirement set by the MOE for companies to adapt more sustainable business practices. This opens to another construct which is Corporate Social Performance (CSP) being the operationalization of CSR: avenues through which the objectives set by CSR are attained. Thus, the concept of environmental accounting, particularly the variable environmental cost, measures the degree of CSP that companies undertake to comply with the sustainability objective of CSR.

A Likert scale was executed by sending paper forms and online survey links to CSR reporting divisions of automotive and electronics companies listed on the Tokyo Stock Exchange. Four out of ten automotive companies and 13 out of 30 electronics companies participated in the survey. To support the descriptive statistics, the following non-parametric analysis are performed: central tendency, dispersion, concentration, peaked-ness and histogram analysis. Shapiro- WiIk test and Runs tests are performed to show normal distribution and randomness (See Annex 1).

THEORETICAL REVIEW

The Resource-Based View

Wernerfelt (1984) was the first to invite business leaders and scholars to look at companies from the perspective of resources, rather than the products in order to form management strategies. …

The rest of this article is only available to active members of Questia

Sign up now for a free, 1-day trial and receive full access to:

  • Questia's entire collection
  • Automatic bibliography creation
  • More helpful research tools like notes, citations, and highlights
  • Ad-free environment

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items

Items saved from this article

This article has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this article

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited article

Resource-Based View or Slack Availability of Resources: A Perception Survey of Japanese Automotive & Electronic Companies
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Full screen

matching results for page

Cited passage

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited passage

Welcome to the new Questia Reader

The Questia Reader has been updated to provide you with an even better online reading experience.  It is now 100% Responsive, which means you can read our books and articles on any sized device you wish.  All of your favorite tools like notes, highlights, and citations are still here, but the way you select text has been updated to be easier to use, especially on touchscreen devices.  Here's how:

1. Click or tap the first word you want to select.
2. Click or tap the last word you want to select.

OK, got it!

Thanks for trying Questia!

Please continue trying out our research tools, but please note, full functionality is available only to our active members.

Your work will be lost once you leave this Web page.

For full access in an ad-free environment, sign up now for a FREE, 1-day trial.

Already a member? Log in now.