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The interplay of institutional pressures, digitalization capability, environmental, social, and governance strategy, and triple bottom line performance: A moderated mediation model
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Abstract This study seeks to elucidate the mediating role of environmental, social, and governance strategy (ESGS) in bridging the nexus between institutional pressures—specifically regulatory and stakeholder influences—and triple bottom line performance (TBLP), which encompasses economic, social, and environmental facets. Concurrently, this study examines the extent to which digitalization capability influences these dynamics. Utilizing a dataset from subsidiaries within China's retail and transportation sectors, we employed structural equation modeling alongside regression analysis to validate our hypotheses. The findings corroborate a partial mediating effect of ESGS on the TBLP in response to institutional pressures while highlighting digitalization capabilities' moderated mediation role in strengthening the relationship between institutional pressures and TBL through ESGS implementation. By weaving together institutional theory and dynamic capability perspectives, this study advances the understanding of strategic avenues that influence TBLP through ESGS and offers managerial insights for effectively leveraging ESG strategies.
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“Still, there is limited discussion on how these pressures shape HR policies and organizational welfare practices.”
From Evaluation of the Sustainability of Organizational Welfare and Human Resources to Improving Long-Term Performance (2025) · cites this paper as Lee et al. (2024)
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“Institutional pressures further drive ESG adoption, mediating its relationship with triplebottom-line performance (Lee et al., 2024).”
From Evaluation of the Sustainability of Organizational Welfare and Human Resources to Improving Long-Term Performance (2025) · cites this paper as Lee et al., 2024
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Sorted by citations
R.A, R. A., Hardy, H., Asrul, A., Maslim, M., & Megawaty, M. (2025) · PARADOKS Jurnal Ilmu Ekonomi · doi:10.57178/paradoks.v8i2.1157 · Cited by 3
“Similarly, research by Zhang et al. (2024) and Lee et al. (2024) highlights the impact of institutional pressures on ESG adoption.”
Metadata
- Authors
- Lee, M., Pak, A., & Roh, T.
- Affiliations
- Mokwon University (KR)
- Kean University (US)
- Hanyang University (KR)
- Corresponding author
- Roh, Taewoo
- Venue
- Business Strategy and the Environment
- Publisher
- Wiley
- Published
- 2024-03-31
- Volume
- 33
- Issue
- 6
- Pages
- 5247-5268
- ISSN
- 0964-4733 (ISSN-L)
- 1099-0836
- OpenAlex
- W4393358083
- Cited by
- 131
- References
- 14
- Citations by year
- 2026: 65 · 2025: 56 · 2024: 10
- FWCI
- 44.17
- Type
- journal article
- Language
- en
- Open access
- hybrid
- doi.org
- Licence
- Locations
- Business Strategy and the Environment (publishedVersion, cc-by-nc)
- Funders
- Mokwon University
- Topics
- Social Sciences › Business, Management and Accounting › Strategy and Management › Corporate Social Responsibility Reporting
- Social Sciences › Business, Management and Accounting › Marketing › Environmental Sustainability in Business
- Social Sciences › Business, Management and Accounting › Management of Technology and Innovation › Sustainability and Innovation in Business
- Keywords
- institutional pressures, digitalization capabilities, triple bottom line performance, regulatory pressure, stakeholder pressure, moderated mediation, dynamic capabilities, institutional theory, Chinese subsidiaries
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