An investigation of antecedents and consequences of green value internalisation among sampled UK enterprises

Despite the growing popularity of the concept of green value internalisation, research on how this concept is being accomplished at the enterprise level is still limited. The purpose of this study is to address this knowledge gap by drawing from previously known concepts of green value and value internalisation. It examines the antecedents and consequences of green value internalisation and evaluates how these environment-leaning approaches impact competitive advantage. This study uses the resource-based view and the stakeholder theory as theoretical lenses in linking green value internalisation to its antecedents and how these impact competitive advantage. A two-step approach involving a measurement model and a structural model was used to analyse survey data from 213 UK enterprises to validate the research hypotheses. Hypotheses testing shows that green value internalisation has a positive and significant impact on green criteria development. The results also show that external pressure positively and significantly affects green value internalisation. These findings extend prior knowledge by establishing the level of significance in the relationship among the antecedents and consequences in the research model. The research design for this study draws from a systematic literature review. The study offers rigorous empirical insights for implementing green value internalisation as a value-creating strategy. However, the antecedents and consequences examined in this study may not capture in detail all underlying constructs. Hence future studies should proffer valid and reliable instruments for these constructs. The findings provide managers from enterprises across a broad industry size range seeking to implement green value internalisation with resources for embedding an enterprise-level pro-environmental strategy.