Research On Driving Mechanism Of Environmental Technology Innovation In The Enterprise

It is an inevitable choice to solve environmental problems using technology innovation for sustainable development when the government pays more attention to the ecological environment. Thus it is important practical significance that driving mechanism of environmental technology innovation(ETI) is researched. Not only helping analyze drivers of ETI, but also find the effective path to implement ETI.In this thesis, there are methods of theoretical analysis and empirical test to research. First, from multi-agents perspective, the mechanism ofETI is analyzed in external driving. The results demonstrate the governmental regulations and pressures from the public drive the enterprise to implement ETI and publish true environmental information. While some important stakeholders such as NPOs participate in environmental governing, the social cost of regulations can be optimized to actuate ETI. Then with an internal driver and from external and internal perspectives, empirical models of ETI driving mechanism are built. Comparing with stakeholders‘ pressures, traits of organizational legitimacy and the expectation of competitive advantage influencing on the reactive and proactive ETI under conditions of direct effects, interactive effects and mediated effects respectively, it is understood how initiative in the enterprise promotes the reactive ETI transform into the proactive ETI.First, based on the comparison of ETIwith technology innovation, environmental technology and green innovation, ETI is defined. Then from internal or external and integrated two perspectives, the relevant research literatures of driving mechanism of ETI are combined. According to the combination, stakeholders‘ pressure origin from the relationship between the enterprise and stakeholders and traits of organizational legitimacy from informal institutes are external driving factors, while an internaldriver is the expectation of competitive advantage.Second, the mechanism of ETI is analyzed based on multi-agents and conditions of information asymmetry, prioritystruggle and regulation cost optimization.(1)Consideringtwo players including the enterprise and the public, under condition of asymmetric information, through the establishment of a signal game model, the existence of separating equilibrium is proved, in which costs of the enterprise publishing real information of ETI are lower than costs paid by the enterprise no ETI providing false environmental information when pressures of the public are increasing. ETI can be actuated and break in information asymmetry.(2)Under the circumstance of action priorities competition between the enterprise and public, high transparency channels for public participation should be established by introducing the government as the third party supervisionstrengthening environmental regulation to increase corporate‘ public relation(PR) speculation costs and reduce the public‘ PR cost so thepublic get priorities to enforce the enterprise developing proactive ETI for friendly environment for support from the public.(3)Using principal-agent theory inneo-regulation economics, it proves that introducingNPOs, representing the stakeholders to participate in environmental governingcan greatly optimize the social cost of regulation, and drive the corporate develop proavtive ETI more efficiently.Third, using OLS regression analysisbased on 477 sample data on ETI development in the corporate, the driving mechanism of ETI is tested empirically from internal and external integratedperspectives. The results of empirical test demonstrate:(1) Stakeholders‘ pressures, traits of organizational legitimacy and expectation of competitive advantage have significantly positive effects on the reactive and proactive ETI. Thus it is difficult to compare the driving mechanism between reactive ETI and proactive ETI so that it is not known to whether the initiative plays an role in ETI and how to play.(2) In order to compare the driving mechanism between reactive ETI and proactive ETI, internal and external interactive variable and managerial interpretations as mediate variable are introduced in the model. The results show that interactive effects and mediate effects have no impact on the reactive ETI. However, the interactive effects between the expectationofcompetitive advantageand traits of organizational legitimacy positively affect the proactive ETIsignificantly. Managerial interpretations have mediate effects partly between stakeholders‘ pressures or the expectationofcompetitive advantage and proactive ETI, which have mediate effects completely between traits of organizational legitimacy and proactive ETI. In conclusion, the initiative plays an important role in developing proactive ETI in the corporate. Moreover the driving mechanism models of ETI considering interactive effects and mediate effects explain how the three driving factors affect ETI more comprehensively.In conclusion, this thesis is that the only way to promote enterprises to carry out ETI strategies actively is to combine pressure and power from both internal and external aspects. From the perspective of enterprise, executives recognize the environmentalproblems as opportunities, and the more ambitions to make the environmental perception transforming into management behaviors, the more to develop the proactive ETI. Meanwhile, all efforts to improve the competition advantages can promote the enterprise to carry out ETI strategies actively. From external perspective, in addition to strengthen governmental regulations, NPOs such as environmental conservation organizations, can also play an important role in strengtheningcommunication between stakeholders and enterprise and driving enterprise to carry out ETI.