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Ainin Sulaiman
T. Ramayah
University of Malaya
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Alemayehu Molla
RMIT University
81 PUBLICATIONS 1,024 CITATIONS
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Operations & Information Management Group, Aston Business School, Aston University, UK
Department of Operation and Management Information System, Faculty of Business and Accountancy, University of Malaya, Malaysia
c
Department for Operations Management Section at the School of Management, USM, Malaysia
d
School of Business Information Technology and Logistics, RMIT University, Australia
b
A R T I C L E I N F O
A B S T R A C T
Article history:
Received 8 October 2012
Received in revised form 18 December 2012
Accepted 11 January 2013
Available online 4 July 2013
Keywords:
Green IS
Adoption
Environmental performance
Personality traits
Institutional theory
1. Introduction
The relationship between Information Technology (IT) and
the environment is complex, as IT can have both rst and second
order effects [11]. The rst order effect is due to the negative
environmental impact of IT production, use, and disposal [2].
Thus, making this effect greener has been termed Green IT,
which considers ITs environmental impact primarily as a
problem to be mitigated. On the other hand, the second-order
effect involves the positive impact of using Information Systems
(IS) to improve the eco-sustainability of businesses and society;
this is termed Green IS [6].
This Green IS viewpoint sees IS as a partial solution to many
environmental problems [8]. IS facilitates the reuse of waste and
energy and can serve as a tool for industrial symbiosis, which
involves the the mutualistic interaction of different industries for
benecial reuse of waste ows or energy cascading that results in a
more resource-efcient production system and fewer adverse
environmental impacts [12].
We primarily focused here on Green IS, which can reduce the
environmental impact of rms actions, and how it can contribute
to environmental sustainability [17,24]; few studies have empirically assessed Green IS adoption at the level of the rm.
432
adopting Green IS, resulting in both environmental and commercial benets. We therefore postulated:
Hypothesis 3a. Higher coercive pressure will lead to a more positive attitude toward Green IS adoption.
Mimetic isomorphism suggests that rms will follow leading
rms who have realized benets from being the rst movers in the
industry. Following Carbone and Moatti, we proposed that when
there is little pressure from regulatory bodies, the diffusion of
Green IS will be motivated primarily by imitating competitors or
trading partners. Thus we hypothesized:
Hypothesis 3b. Higher mimetic pressure will lead to a more
positive attitude toward Green IS adoption.
3.4. Environmental performance
The uptake of Green IS by organizations has been extremely
slow. However it has the potential to reduce energy consumption
in several ways. It might induce organizations to focus on recycling
waste or use collaboration tools, telecommuting, and video
conferencing to reduce travel costs, or employ lean management
principles that help them achieve same output with less resources
and higher efciency and therefore reducing total energy
consumption by maximizing the efciency of internal processes
such as job scheduling, procurement, order fulllment, engineering change, design optimization, and other day-to-day operations.
Thus, we hypothesized:
Hypothesis 4. The Green IS adoption (a) for pollution prevention
(b) product stewardship and (c) sustainable development are
positively associated with environmental performance of a rm.
Macro
Figure 1:
Factors
Coercive
Pressure
Micro (Belief
Factors
H3a
433
Action
and its Impact
Outcome
Attitude
H4a
Mimetic
A
Pressure
H3b
; I
H4b
Consideration
of Future
Consequences
Environmental
Performance
H4c
Green IS Adoption for
Sustainable
Development
12 items
were
et al. [13]
Fig. 1. Our research model for Green IS adoption and its impact on performance.
434
Table 1
Operationalization of our constructs.
Construct
Measure
Item
Code
Institutional
pressure
Mimetic pressure
MP1
Coercive pressure
Pressure from regulatory bodies
Pressure from major customers and suppliers
Consideration
of future
consequences
Green IS adoption
- I consider how things might be in the future, and try to inuence those things with my day to day behavior.
- I engage in a particular behavior in order to achieve outcomes that may not result for many years.
- I only act to satisfy immediate (i.e., a matter of days or weeks) concerns, guring the future will take care of itself.
- My behavior is only inuenced by the immediate outcomes of my actions.
- My convenience is a big factor in the decisions I make or the actions I take.
- I am willing to sacrice my immediate happiness or well-being in order to achieve future outcomes.
- I think it is important to take warnings about negative outcomes seriously even if the negative outcome will not occur for many
years.
- I think it is more important to carry out behavior with important distant consequences than behavior with less-important
immediate consequences.
- I generally ignore warnings about possible future problems because I think the problems will be resolved before they reach crisis
level.
- I think that sacricing now is usually unnecessary since future outcomes can be dealt with at a later time.
- I only act to satisfy immediate concerns, guring that I will take care of future problems that may occur at a later date.
- Since my day to day work has specic outcomes, it is more important to me than behavior that has distant outcomes
IS for pollution prevention
Green IS adoption to reduce overall emissions, waste and
hazardous materials
Environmental
performance
MP3
CP1
CP2
CP3
CFC1
CFC2
CFC3
CFC4
CFC5
CFC6
CFC7
CFC8
CFC9
CFC10
CFC11
CFC12
PP1
PP2
PP3
PS1
SUS1
- Environmental certication
-
MP2
Reduction of waste
Reduction of emissions
Recycling performance
Environmental compliance improvement
Improved corporate image
Preserve environment
Social commitment
PS2
SUS2
SUS3
ENOV1
ENOV2
ENOV3
ENOV4
ENOV5
ENOV6
ENOV7
ENOV8
services sector and more than fty percent from small and medium
enterprises. More than 60 percent of the respondents held top
management posts and had been in that position for at least one
year. Thus all respondents were holding senior management posts
in their organization.
4.2. Data analysis
Partial Least Square (PLS) based Structural Equation Modelling
(SEM) was adopted for the data analysis; it is especially useful
when one dependent variable becomes an independent variable in
subsequent relationships and it does not involve assumptions of
homogeneity in variances and covariances of the dependent
435
Table 3
Factor loadings and reliability.
Frequency
Percentage
Position
President/CEO
Controller
GM/CIO
MIS director/specialist
Manager
29
43
120
89
124
7.2
10.6
29.5
22
30.7
Sector
Manufacturing
Services
80
325
19.8
80.2
206
122
77
50.9
30.1
19
Size
Small and medium
Large
260
145
64.2
35.8
Scale type
Loadings/weightsa
AVEb
CRb
ATT1
ATT2
Reective
0.93
0.93
0.86
0.93
CFC1
CFC2
CFC5
CFC6
CFC7
CFC8
CFC9
CFC12
Formative
0.23
0.46
0.39
0.18
0.39
0.21
0.25
0.38
NA
NA
CP1
CP2
CP3
Reective
0.85
0.78
0.90
0.72
0.88
ENVO2
ENVO3
ENVO5
ENVO6
ENVO8
Formative
0.47
0.61
0.18
0.47
0.39
NA
NA
MP1
MP2
MP3
Reective
0.86
0.85
0.77
0.69
0.87
PP1
PP2
PP3
Reective
0.69
0.60
0.93
0.57
0.79
PS1
PS2
Reective
0.95
0.94
0.89
0.94
SUS1
SUS2
SUS3
Reective
0.93
0.92
0.94
0.87
0.95
a
For reective scales, the standardized loading is provided; for formative scales,
the weight of the linear combination is given.
b
CR = Composite reliability, AVE = Average Variance Extracted, both NA (Not
applicable) for formative scale.
Items ENVO1, ENVO4, ENVO5, ENVO7, CFC3, CFC4, CFC10 and CFC11 were deleted.
To validate the formative measures, we considered multicollinearity between indicators to be an important issue in
assessing formative measures. To test for multicollinearity, the
variance ination factor (VIF) was determined. Prior researchers
have suggested that the VIF should not be greater than 10.
We rst assessed the signicance of the weights and found
that there were several that were signicant; however we did
not delete them. Next, we looked at the VIF and found that there
were several items that had VIF of greater than 10. Finally we
looked at the correlation of the indicators with the latent
construct and found items that had insignicant weight and
were also not signicantly correlated with the latent constructs.
Thus 4 items for the construct consideration for future
consequences and 4 items from the environmental performance
were deleted.
Table 4
Inter-construct correlation.
Attitude
Coercive pressure
Environmental performance
Future consequences
Mimetic pressure
Pollution prevention
Product stewardship
Sustainable development
0.93
0.34
0.13
0.49
0.31
0.39
0.37
0.36
0.85
0.39
0.15
0.83
0.17
0.13
0.00
NA
0.08
0.4
0.02
0.12
0.23
NA
0.14
0.45
0.52
0.51
0.83
0.20
0.12
0.00
0.75
0.66
0.56
0.94
0.65
0.93
Note: Diagonal elements are the square root of the AVE of the reective scales while the diagonals are the correlations between constructs
436
Table 5
Summary of the structural model.
Hyp.
H3a
H3b
H1a
H1b
H1c
H2a
H2b
H2c
H4a
H4b
H4c
Description
Path coefcient
Standard error
0.28
0.07
0.22
0.14
0.15
0.34
0.45
0.44
0.06
0.49
0.51
t-Value
**
0.09
0.09
0.06
0.04
0.05
0.06
0.05
0.05
0.14
0.16
0.11
3.04
0.78
3.47**
3.28**
3.18**
6.00**
9.25**
8.92**
0.44
3.15**
4.44**
Results
Supported
Not supported
Supported
Supported
Supported
Supported
Supported
Supported
Not supported
Not supported
Supported
* p 0.05.
**
p 0.01.
Coercive
Pressure
=0.28**
= 0.22**
Attitude
R2 = 0.12
Mimetic
Pressure
=0.07
= 0.06
= 0.14**
= 0.15**
= -0.49**
Environmental
Performance
R2 = 0.18
= 0.34**
= 0.45**
Consideration of
Future Consequences
=0.44**
= 0.51**
Fig. 2. Results of the structural model. Note: **p < 0.01, *p < 0.05.
signicantly related to environmental performance; product stewardship was negatively (b = 0.49, p < 0.01) related to environmental performance, and only sustainable development was
positively related (b = 0.51, p < 0.01) to environmental performance. Thus only H4c was supported and H4a and H4b were not.
4.2.3. Further analysis (adopters versus non-adopters)
Since we have collected data from adopters and non-adopters,
we were able to run a t-test to determine if there were signicant
differences between the responses from the two groups; the
results are presented in Table 6. The mean values for all constructs
were signicantly different except for consideration for future
consequences. The adopter group had a more positive attitude
toward Green IS and was subjected to higher coercive and mimetic
pressures. On the other hand, both adopters and non-adopters had
the same level of consideration for future consequences.
Table 6
Test of differences between adopters and non-adopters.
Construct
Attitude
Future consequences
Coercive pressure
Mimetic pressure
Pollution prevention
Product stewardship
Sustainable development
*
**
p < 0.05.
p < 0.01.
Adopter (n = 405)
Non-adopter (n = 103)
t-Value
Mean
Std. dev.
Mean
Std. dev.
3.66
3.24
3.40
3.42
3.71
3.62
3.61
1.07
0.46
1.00
0.89
0.74
0.89
1.10
3.43
3.24
2.24
2.97
2.35
2.16
2.39
0.98
0.40
0.91
0.82
0.72
0.67
0.72
1.99*
0.05
10.62**
4.69**
16.62**
18.31**
13.51**
437
5. Discussion of ndings
6. Conclusion
Our study focused on rms in Malaysia. Although our studys
model may be applicable to rms in other regions, we cannot assert
that the results would be similar. The study collected data at one
point in time, thus the possibility of endogeneity cannot be
ignored. Despite these limitations, however, the study makes
several contributions.
Acknowledgements
The authors convey their appreciation to the Ministry of Higher
Education Malaysia for funding the research. The authors also
express their deep gratitude to Professor John Edwards from the
Operation and Information Management Group of Aston University for his enlightening comments and mentorship.
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Roya Gholami is a senior lecturer in Operations and
Information Management Group, Aston Business
School, Birmingham, UK. Her current research interests
are IT Value, Green IT/IS, Healthcare IT and IT Adoption.
She has published in IEEE Transactions on Engineering
Management, Information & Management, Journal of
Global Information Management, World Economy, Technovation, Production Planning and Control and Journal
of Electronic Commerce in Organizations, Information
Resource Management Journal.