Ahmadi-Gh, Zah a; Bello-Pin ado, Alejand o
A icle
The e ec o sus ainabili y on new p oduc de elopmen in
manu ac u ing-in e nal and ex e nal p ac ices
Adminis a i e Sciences
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Sugges ed Ci a ion: Ahmadi-Gh, Zah a; Bello-Pin ado, Alejand o (2021) : The e ec o sus ainabili y
on new p oduc de elopmen in manu ac u ing-in e nal and ex e nal p ac ices, Adminis a i e
Sciences, ISSN 2076-3387, MDPI, Basel, Vol. 11, Iss. 4, pp. 1-20,
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adminis a i e
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A icle
The E ec o Sus ainabili y on New P oduc De elopmen in
Manu ac u ing—In e nal and Ex e nal P ac ices
Zah a Ahmadi-Gh * and Alejand o Bello-Pin ado

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Ci a ion: Ahmadi-Gh, Zah a, and
Alejand o Bello-Pin ado. 2021. The
E ec o Sus ainabili y on New
P oduc De elopmen in
Manu ac u ing—In e nal and
Ex e nal P ac ices. Adminis a i e
Sciences 11: 115. h ps://doi.o g/
10.3390/admsci11040115
Recei ed: 4 Sep embe 2021
Accep ed: 9 Oc obe 2021
Published: 15 Oc obe 2021
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Copy igh : © 2021 by he au ho s.
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Ins i u e o Ad anced Resea ch in Business and Economics (INARBE), A osadia Campus, Public Uni e si y o
Na a e (UPNA), 31006 Pamplona, Spain; alejand [email p o ec ed]
*Co espondence: [email p o ec ed]
Abs ac :
The pu pose o his pape is o analyse he link be ween he adop ion o sus ainabili y
p ac ices and new p oduc de elopmen (NPD) in manu ac u ing companies. F om a iple bo om
line (TBL) pe spec i e and conside ing di e en heo e ical app oaches, his s udy hypo hesises on
he e ec o bo h in e nal and ex e nal sus ainabili y p ac ices, dis inguishing be ween collabo a i e
and con olling ini ia i es, on he success o new p oduc s. Using a unique da abase o 281 companies
ac oss h ee indus ies aken om he ou h ound o he High-Pe o mance Manu ac u ing p ojec ,
he indings shows ha bo h moni o ing and collabo a i e ac ions wi h supplie s demons a e
posi i e impac s on NPD success. In e nal sus ainabili y p ac ices do no ha e a di ec e ec on NPD
success bu a e de e minan in suppo ing ex e nal sus ainabili y p ac ices.
Keywo ds:
in e nal sus ainabili y p ac ices; ex e nal sus ainabili y p ac ices; new p oduc de elop-
men success; moni o ing; collabo a ion
1. In oduc ion
Sus ainabili y has been conside ed as being signi ican in c ea ion o compe i i e
ad an age and as a d i e o inno a ion o manu ac u ing i ms (Claudy e al. 2016;
Nidumolu e al. 2009). Companies a e becoming mo e awa e o he impo ance o sus ain-
abili y and a e inc easingly inco po a ing he ea u es o sus ainable businesses in o hei
co po a e and ope a ion s a egies (Paul aj e al. 2017). D i en om popula no ion o iple
bo om line pe spec i e (people, plane and p o i ) o Elking on (1998), sus ainabili y is
conside ed as aking simul aneously esponsible app oaches owa ds socie y, en i onmen ,
and economy (Adams e al. 2016).
Li e a u e in he ield ha e iden i ied ha inno a ion p ac ices among he supply
chain helps companies o achie e sus ainabili y (Lin ukangas e al. 2019). Fi ms wi h
a highe le el o sus ainabili y o ien a ion a e mo e likely o implemen sus ainabili y-
o ien ed inno a ion (Adams e al. 2016;Claudy e al. 2016). In his con ex , new p oduc
de elopmen (NPD) is a de e minan o a company’s success and in eg a ing hei supplie -
ela ed sus ainabili y p ac ices in o he ea ly s ages o NPD is key o imp o ing bo h
sus ainabili y and ope a ional pe o mance o new p oduc s (Gmelin and Seu ing 2014;
Jabbou e al. 2015).
Ne e heless, p io e idence b idging be ween inno a ion and NPD wi h sus ain-
abili y in ope a ions managemen , has analysed he associa ion o sus ainably-o ien ed
inno a ions and inno a ion ou comes, conside ing he ole o media ing ac o s such as
o ganisa ional leade ship, cul u e, ma ke knowledge compe ences, and cus ome ocus
ega ding his associa ion (Claudy e al. 2016;Jin e al. 2019;Obal e al. 2020). In his con ex ,
many o he s udies sough o de elop a sys ema ic app oach o sus ainable new p oduc s
(Ahmad e al. 2018;Tuli and Shanka 2015), sugges ing ools and mechanism o link sus-
ainabili y wi h NPD, such as en i onmen al o eco-design, eco-inno a ion, ecyclabili y,
and lean hinking (Nepal e al. 2011;Oli ei a e al. 2018;Rossi e al. 2016). Howe e , o ou
knowledge, e y ew empi ical s udies ha e a emp ed o explo e any links be ween he
Adm. Sci. 2021,11, 115. h ps://doi.o g/10.3390/admsci11040115 h ps://www.mdpi.com/jou nal/admsci
Adm. Sci. 2021,11, 115 2 o 20
adop ion o sus ainabili y p ac ices om a b oad pe spec i e, conside ing bo h in e nal
and ex e nal and he associa ion be ween hem, o explain NPD success. This con i ms ha
sus ainabili y o ien a ion and NPD is s ill one o he leas unde s ood a eas in sus ainabili y
managemen (Cheng 2020;Claudy e al. 2016), wi h e y limi ed empi ical e idences
(Adams e al. 2016;Neu zling e al. 2018). Sus ainabili y and NPD a e in he co e o success
o manu ac u ing companies nowadays and he e o e, ad ancing in he knowledge on
how bo h hings in e ac is on g ea impo ance (Halls ed e al. 2013;Lin ukangas e al. 2019).
This s udy aims o shed new ligh on he abo emen ioned issue by analysing how
and o wha ex en a i m’s sus ainabili y p ac ices a ec he success o i s NPD. Fo his
pu pose, sus ainabili y p ac ices a e g ouped in o in e nal sus ainabili y p ac ices and
ex e nal sus ainabili y p ac ices. In e nal p ac ices a e hose sus ainabili y p ac ices ha
a e applied o he i m’s in e nal ope a ions, while ex e nal p ac ices a e hose ha a e
implemen ed beyond he bounda ies o he i m, pa icula ly wi h supplie s (Laa i e al.
2016;Sancha e al. 2019). These p ac ices ypically equi e a ce ain le el o coope a ion
wi h, and moni o ing o , close supply chain ac o s (Danese e al. 2019). In addi ion, NPD
success is classi ied o ex e nal and in e nal measu es. In e nal measu e e e s o he
de elopmen p ocess including ime, quali y, and o he echnical aspec s o he p oduc
while he ex e nal success measu e e e s mos ly o he non- echnical dimensions including
cus ome sa is ac ion and inancial issues (Ga cía e al. 2008). As such, he expec ed e ec s
o adop ing hese p ac ices on NPD success a e nei he immedia e no in ui i e.
The objec i e is o ad ance he unde s anding on he opic conside ing he exis ence
o ade-o s be ween di e en s a egies (e.g., moni o ing s. collabo a ion) and he
di icul ies ha NPD manage s ace in balancing sus ainabili y a ge s wi h he demands o
supply chain ac o s and ex e nal p essu es (Claudy e al. 2016). Hence, he heo e ical pa
o he pape de elops h ee se s o hypo heses ha ake ad an age o s a emen s o na u al
esou ce-based iew (NRBV) heo y, social capi al heo y, and ansac ion cos heo y which
help o unde s and he link be ween sus ainabili y and NPD. The Sma PLS app oach is
used o es he hypo hesised ela ionships. The da a used comes om he ou h ound o
he High-Pe o mance Manu ac u ing p ojec and includes a o al o 281 in e iews ac oss
h ee indus ies in 16 coun ies.
This s udy con ibu es o he li e a u e in se e al ways. Fi s , i con ibu es o he
deba e on how manu ac u ing i ms can imp o e he success o hei new p oduc s. Ou
s udy ad ances hese esea ch s eams by p oposing how a buying i m could enhance NPD
success h ough in es ing on sus ainabili y issues in hei ope a ional p ocess unde NRBV
heo e ical pe spec i e as well as ex ending he equi emen s o hei supply chain h ough
sus ainabili y- ela ed p ac ices wi h supplie s unde social capi al and ansac ional cos
heo e ical amewo ks. We seek o acili a e he exchange be ween hese h ee pe spec i es
by highligh ing how hey complemen and suppo each o he .
Second, unlike he p e ious s udies on supplie s’ in eg a ion in NPD conside ing only
he impo ance o g een supplie s’ collabo a ion o NPD success (Kähkönen e al. 2017;
Neu zling e al. 2018;Wang e al. 2021), his s udy con ibu es o he ield by di e en ia ing
a ious sus ainabili y p ac ices and dis inguishing be ween di e en measu es o NPD
success.
Thi d, de eloping wo sepa a ed cons uc s o ex e nal sus ainabili y p ac ices o
ocal i ms (i.e., supplie moni o ing and supplie collabo a ion p ac ices) p o ides some
addi ional insigh s on he ade-o s be ween hese wo ways o manage sus ainabili y wi h
supplie s and hei e ec s on NPD success. The e o e, his s udy h ows ligh on he unique
impac o di e en sus ainabili y p ac ices on di e en measu es o NPD success. The
esul s highligh he bene i s o adop ing bo h con olling and collabo a i e amewo ks
o sus ainabili y o he success o new p oduc s. Fu he mo e, he esul s o his s udy
p o ide use ul insigh s o bo h manage s seeking o adop sus ainable p ac ices and
policymake s seeking o u he p omo e a sus ainable supply chain.
Fou h, while many o he s udies a e limi ed o he sample da a om a speci ic indus-
y o only one coun y, his s udy ga he s he empi ical e idence using a unique da abase
Adm. Sci. 2021,11, 115 3 o 20
ha in eg a ed 281 manu ac u ing i ms om ac oss 3 indus ies and 16 coun ies loca ed in
Asia, Eu ope, and Ame ica. Using such a mul i-coun y, mul i-indus y sample con ibu es
signi ican ly o he empi ical in es iga ions ela ed o he impac o sus ainabili y on he
success o NPD.
The es o his pape is o ganised as ollows: Sec ion 2p esen s a li e a u e e iew.
In Sec ion 3, de elopmen o hypo heses is explained. The empi ical me hodology, he
s a is ic ea men , and empi ical esul s a e p esen ed in Sec ion 4. Sec ion 5closes he
pape wi h conclusions, implica ions, and u u e esea ch oppo uni ies.
2. Theo e ical F amewo k
P e ious esea ch on sus ainabili y as well as in NPD has demons a ed ha a ocal
i m’s ac ions owa ds he en i onmen and inno a ion a e no only limi ed o i s own
pe o mance bu also o he ac ions o close supply chain membe s (Chen and Chen 2019).
Fi ms, he e o e, ha e no op ion o he han in eg a ing sus ainabili y ea u es in o hei
ope a ion and ex ending i o hei key pa ne s, bu also should simul aneously ake
up some ac i i ies o beha iou al/ ela ional issues ela ed o in e ac ion wi h hem. I
equi es o explain his phenomenon h ough di e en heo e ical lenses while conside ing
hei po en ial ade-o s. In his con ex , he na u al esou ce-based iew (NRBV) heo y
p o ides a amewo k ha emphasises he impo ance o en i onmen al ac o s in e ms o
a i m’s g een compe ences (Ha 1995). A sus ainabili y s a egy includes he adop ion o
in a–in e o ganisa ional en i onmen al p ac ices ha may pe mi he building o causally
ambiguous esou ces h ough con inuous lea ning and epea ed p ac ices, o example,
om pollu ion p e en ion s a egies as well as he c ea ion o complex esou ces h ough
en i onmen al collabo a ion in p oduc s ewa dship o sus ainable de elopmen p ojec s
(Shi e al. 2012).
By inco po a ing en i onmen al equi emen s in NPD, a ocal i m is able o imp o e
en i onmen al pe o mance o new p oduc s in e ms o ene gy e iciency and en i onmen-
al oo p in (Ge s lbe ge e al. 2014;Wang e al. 2021), esul ing in enhanced pe o mance
o new p oduc s in e ms o ime o ma ke , quali y, and cos o R&D (Wang e al. 2021).
Collabo a i e eams in eg a ed by sus ainabili y-o ien ed i ms a e mo e likely o ind
en i onmen ally- iendly inno a ions in new p oduc s and p ocesses, achie ing mo e e i-
cien ly he use o esou ces and p oducing less was e and en i onmen al bu dens, which
ul ima ely d i e enhanced pe o mance and NPD success (Claudy e al. 2016).
Close o his iew, social ela ionships wi hin supply chains can be o mula ed h ough
di e en o ms o in e -o ganisa ional ac i i ies (Pu nam 1995), which a e pa icula ly
ele an o NPD and o sus ainabili y (Woo e al. 2016). Fo ins ance, h ough supplie
in ol emen in NPD, he le el o in o ma ion p ocessing and in o ma ion ans e om
one pa y o ano he is imp o ed (Wlazlak e al. 2018), acili a ing he olun a y sha ing o
inno a i e ideas, access o echnology, knowledge, R&D se ices, and esou ces equi ed
o NPD (Du e al. 2016;Mazzola e al. 2015). Fu he , he i m
´
s social capi al ob ained
om buye -supplie in e ac ion enhances he inno a ion sea ch span o he i m causing
educ ion in he sea ch cos (Du e al. 2016). To con e such ela ional social capi al o he
en o supe io pe o mance o NPD, a speci ic capabili y is needed (Zhang and Wu 2013).
NRBV p o ides such capabili y in he sus ainabili y-o ien ed buye -supplie ela ionship o
in eg a e such join e o s in he o m o NPD p ac ices wi h sus ainabili y en i onmen al
objec i es. The e o e, he communica ion, in o ma ion sha ing, knowledge exchange, and
he us unde he long- e m buye -supplie collabo a i e ela ionship p omo es he join
inno a i e e o s and acili a es join solu ion de elopmen o sus ainabili y issues du ing
NPD (Lee 2015).
Howe e , based on he ansac ion cos heo y, di e en go e ning mechanisms,
including supplie assessmen and collabo a ion, ha e been p oposed o ocal i ms in
o de o manage he ela ionship wi h hei supplie s which can a ec bo h sus ainabili y
and NPD (Gimenez and Sie a 2013). Only sus ainabili y-commi ed supplie s can design
and de elop new sus ainable p oduc s and in es in new sus ainabili y p ocesses (Chen
Adm. Sci. 2021,11, 115 4 o 20
and Chen 2019;Jansson e al. 2017). Fu he , he selec ion o a supplie wi h a high le el
o sus ainabili y o ien a ion, ei he as a sou ce o sus ainabili y- ela ed knowledge o as
a sou ce o echnological and R&D se ices, s eng hens he NPD ou come (Cheng 2020).
Acco dingly, moni o ing-o ien ed s a egies a e usually conduc ed by ocal i ms o selec ,
con ol, e alua e, and e i y supplie s wi h espec o hei compliance wi h sus ainabili y
equi emen s (Gualand is e al. 2015).
3. Hypo hesis De elopmen
3.1. Ex e nal Sus ainabili y P ac ices (Collabo a ion) and NPD Success
Supplie s can posi i ely in luence bo h en i onmen al and ope a ional pe o mance
o supply chains (e.g., C oom e al. 2018;Geng e al. 2017). I has been s a ed ha i ms in e-
g a e sus ainabili y concep s in o hei supply chains o achie e sus ainabili y de elopmen
h ough di e en s a egies (Neu zling e al. 2018). Collabo a i e p ac ices in sus ainabili y
ha include he in ol emen o supplie s in join p ojec s on p oduc co-de elopmen is
sugges ed o imp o e sus ainabili y pe o mance (Danese e al. 2019), inno a ion pe o -
mance (Kähkönen e al. 2017), as well as he en i onmen al pe o mance o R&D p ojec s
(De S e ano and Mon es-Sancho 2018) o manu ac u ing companies.
Unde collabo a i e ela ionships, he ocal i m p o ides supplie s wi h he equi ed
communica ion, aining, and echnological knowledge o imp o e supplie capabili ies
and he pe o mance o new p oduc s in acco dance wi h sus ainabili y equi emen s
(Busse e al. 2016;Lawson e al. 2015). In addi ion o enhancemen o knowledge, hese
in e ac ions lead o inc eased sa is ac ion among he pa ne s’ employees and encou ages
hem o pa icipa e p oac i ely in NPD (Gmelin and Seu ing 2018a). Building ela ional
collabo a ion also dec eases con lic , in o ma ion asymme y, and likely oppo unis ic
beha iou among supply chain ac o s, and also pe mi s i ms o p ac ice sus ainabili y
s a egies ac oss hei o ganisa ions (Neu zling e al. 2018). Finally, h ough boos ing
in o ma ion p ocessing capaci y, a collabo a i e amewo k on NPD can diminish “s a egic
unce ain ies” in he buye and supplie ela ionship (Wong e al. 2020).
Mo eo e , ocal i ms wi h highe sus ainabili y o ien a ion a e be e able o boos
o ganisa ional lea ning by in ol ing hei supply chain membe s, pa icula ly he NPD
eam o hei supplie s o hink inno a i ely abou how o in eg a e hose sus ainabil-
i y equi emen s in o he NPD p ocesses (Cheng 2020;Claudy e al. 2016). This ype o
sus ainabili y-o ien ed buye -supplie ela ional collabo a ion ul ils join lea ning p o-
cesses, skills and esou ce sha ing, and inno a ion capabili y de elopmen s necessa y o
he implemen a ion o sus ainabili y s a egies ha may bene i he de elopmen o new
p oduc s (Chia ini 2012;Neu zling e al. 2018). Consequen ly, while in e i m p oblem
sol ing is acili a ed, i ms in ol ed in such in e o ganisa ional ela ionships eap he
bene i s o in e i m knowledge exchanges h ough a lea ning p ocess and idea gene a ion
o en i onmen ally- iendly design solu ions ha boos new p oduc inno a ions (Law-
son e al. 2015). This enhances a i m’s en i onmen al compe ences and knowledge, and
con ibu es o he building o epu a ion and b and image (Age on e al. 2012) and cos
educ ion (Neu zling e al. 2018;Wong e al. 2020;Woo e al. 2016).
Addi ionally, p io esea ch con i ms he posi i e link be ween sus ainabili y- ela ed
buye -supplie s’ collabo a ion in NPD wi h inno a ion (NPD) pe o mance (Cheng 2020;
Kähkönen e al. 2017). Wang e al. (2021) based on a da ase o 212 Ame ican manu ac u e s
ound ha sus ainabili y-o ien ed collabo a i e p ac ices wi h supplie s enhance NPD
pe o mance, no only h ough signi ican educ ion in en i onmen al bu dens o he new
p oduc , bu also by os e ing economic sus ainabili y o NPD in e ms o lowe cos o
R&D, highe lexibili y o R&D, and educed ene gy- esou ces consump ion. Fu he ,
by p o iding addi ional esou ces and capabili ies unde such collabo a i e app oaches
con ibu es o en i onmen al and social solu ions du ing NPD wi hou ans e ing he
ex a cos s o high-p iced ex e nal expe s and ex a in es men o esou ces o buye s
(Cousins and Lawson 2007;Gmelin and Seu ing 2018b). In he backg ound, enhanced
knowledge o sus ainabili y in NPD may acili a e join decision-making on NPD- ela ed

Adm. Sci. 2021,11, 115 5 o 20
issues, imp o ing ou comes o new p oduc s (Pe e sen e al. 2003), and enhancing a i m’s
co po a e epu a ion and image wi h ega d o socie y and he en i onmen (Neu zling
e al. 2018).
In acco dance wi h hese a gumen s, he ollowing hypo hesis is p oposed:
Hypo hesis 1 (H1).
The adop ion o ex e nal collabo a i e p ac ices in sus ainabili y has a posi i e
e ec on bo h in e nal and ex e nal NPD success.
3.2. Ex e nal Sus ainabili y P ac ices (Moni o ing) and NPD Success
Ex e nal sus ainabili y p ac ices can also be de eloped h ough moni o ing. End cus-
ome s inc easingly demand sus ainabili y-o ien ed p oduc s (Gmelin and Seu ing 2014)
which lead manu ac u ing companies ha a e looking o en i onmen al bene i s o impose
sus ainabili y equi emen s on hei supplie s, o example, by minimising he consump-
ion a e o esou ces o by p o iding heal h, sa e y, and wo k wel a e o socie y (Ma shall
e al. 2015;Pagell and Wu 2009). A moni o ing app oach in a sus ainabili y-o ien ed buye -
supplie ela ionship seeking o ensu e compliance pe o mance o supplie s h ough
di e en p ac ices includes supplie selec ion p ac ices, company isi s o an audi , he
assessmen o supplie s h ough hei conduc , a eques o supplie s o sign a code o en i-
onmen al conduc , an audi h ough ce i ica ion o supplie s’ en i onmen al managemen
sys ems, o a eques o supplie s o pay a minimum ‘li ing’ wage (Danese e al. 2019).
In ol ing supplie s in he NPD p ocess while eques ing hem o ollow sus ainabili y
p incipals has some isks o buye companies, pa icula ly due o he isk o supplie
incompe ence in p ojec execu ion (Goldbe g and Schiele 2018). Fu he , supplie s migh
ollow une hical beha iou in pe o ming sus ainabili y p ac ices i he unce ain y ele an
o he adop ion o hose sus ainabili y ini ia i es is high o he adop ion o hose ac i i ies
equi e conside able in es men in hei speci ic asse s (Wang and Dai 2018). In addi ion,
he e is a po en iali y o oppo unis ic beha iou and sus ainabili y- ela ed in o ma ion
asymme ic in he ela ionship (Ca ey e al. 2011;Lee 2015). As a esul , o educe he isk
o incompliance o sus ainabili y equi emen s o he isk o ansac ional- ela ed cos ,
companies unde ake moni o ing p ac ices esul ing in highe cos s, mo e ime, and g ea e
e o s (Gimenez and Tachizawa 2012;Gualand is e al. 2015)
Howe e , sus ainabili y equi emen s in NPD dic a ed ha by buying i ms implies
supplie s o s ic ly ollow eco-e iciency p oduc ion so as o be mo e esponsible owa ds
hei en i onmen , socie y, and economics (Gimenez and Tachizawa 2012). P io esea ch
has iden i ied a s ong co ela ion be ween en i onmen al compliance and g een pe o -
mance o NPD, since p oac i e sus ainabili y-o ien ed buying i ms p e e o selec i ely
wo k o NPD wi h only key supplie s wi h a highe le el o sus ainabili y o ien a ion (Lee
and Kim 2011). Th ough conduc ing supplie s’ moni o ing p ac ices, he ad e se en i on-
men al a ibu es o NPD can be elimina ed (Puja i 2006). Fu he , he implemen a ion o
en i onmen al managemen sys em by supplie s has a posi i e impac on he associa ion o
supplie in ol emen in sus ainable design p ac ices and pe o mance h ough mo e possi-
bili ies o o e ing en i onmen al ideas and enhancemen o en i onmen al bene i s (Wang
e al. 2021). Among o he hings, moni o ing p ac ices look o ensu e ha eams wo king
in NPD a e su icien ly knowledgeable and awa e o he sus ainabili y equi emen s, ha e
su icien knowledge abou en i onmen ally- iendly echniques in manu ac u ing (Fish
2015), and a oid po en ial oppo unis ic beha iou and in o ma ion asymme y (Chen and
Chen 2019;Gualand is e al. 2015). Thus, we can hypo hesise ha :
Hypo hesis 1 (H2a).
The adop ion o ex e nal moni o ing p ac ices in sus ainabili y has a posi i e
e ec on in e nal NPD success.
On he o he hand, adop ing moni o ing p ac ices o sus ainabili y may ha e posi-
i e e ec s on sus ainabili y pe o mance o new p oduc s h ough enhanced co po a e
social esponsibili y and epu a ion (Gimenez and Sie a 2013) since buying i ms only
in e ac wi h sus ainabili y-commi ed supplie s (Wang and Dai 2018). Moni o ing enables
Adm. Sci. 2021,11, 115 6 o 20
companies o con ol o abusi e wo king condi ions and child labou , ensu ing employee
wellbeing and sa is ac ion (Gualand is e al. 2015). Mo eo e , he e is e idence ha ela ing
sus ainabili y issues o NPD can enhance he en i onmen al pe o mance o new p oduc s
by applying p oduc li e cycle echnologies and imp o ing ma ke pe o mance h ough
be e alignmen wi h cus ome expec a ions (Jabbou e al. 2015). Fu he , supplie s’ adop-
ion and implemen a ion o en i onmen al sus ainabili y p og ams (e.g., acqui ing ISO
14000 ce i ica es) can imp o e he en i onmen al and economic pe o mance o NPD
(Wang e al. 2021). In summa y, ensu ing ha he supply ne wo k wo ks in acco dance
wi h bo h social and sus ainabili y esponsibili ies may imp o e he image, epu a ion, and
ma ke pe o mance o new p oduc s.
Hypo hesis 1 (H2b).
The adop ion o ex e nal moni o ing p ac ices in sus ainabili y has a posi i e
e ec on ex e nal NPD success.
3.3. In e nal Sus ainabili y P ac ices and NPD Success
Fi ms inc easingly encoun e p essu es o sus ainabili y om a ious in e nal and
ex e nal s akeholde s (Paul aj e al. 2017). Resea ch has a i med ha he alues behind
sus ainabili y issues d i e a i m’s sus ainabili y cul u e and o ien a ion o mo e beyond
me e economic conce ns o align i s co po a e philosophy, s a egies and cul u e wi h
TBL pe spec i es, and ex end i o hei supply chain (Pagell and Wu 2009). Fi ms wi h
a highe sus ainabili y o ien a ion a e mo e likely o adop sus ainabili y p ac ices and
compliance s a egies, including en i onmen al managemen sys ems such as ISO 14001
ha impose p essu e on hei supply chains o also adop an en i onmen al managemen
sys em (Cheng 2020;Claudy e al. 2016;Ma shall e al. 2015). Fu he mo e, i ms wi h high
le els o sus ainabili y o ien a ion a e p obably be e wo kplaces o sus ainabili y-minded
employees (Du e al. 2016) whose mo al mo i es and commi men o sus ainabili y b ings
o bea in e nal p essu e on i ms o adop sus ainabili y p inciples and p ac ices along he
supply chain (Chen and Chen 2019).
In line wi h NRBV, ocal i ms ha ackle en i onmen al p oblems by implemen ing
a ious eac i e and p oac i e en i onmen al s a egies wi hin hei ope a ions c ea e alue
by add essing s akeholde expec a ions and by con o ming o en i onmen al egula ions
(Buysse and Ve beke 2003). G ea e in ol emen in p oac i e en i onmen al s a egies
(i.e., a g ea e sus ainabili y cul u e) is mo e likely o lead o he p obable adop ion o
g een supply chain p ac ices, especially supplie moni o ing and assessmen by ocal i ms
(Ma shall e al. 2015;Wu e al. 2012). Addi ionally, supply chain managemen is conside ed
as a c oss-o ganisa ional ac i i y. In he con ex o social capi al heo y, he es ablishmen
o social ela ionships be ween ocal i ms and supplie s based on us , alues, and
communica ion can esul in he de elopmen o he same goals and isions among he
pa ne s, pa icula ly ega ding sus ainabili y (Wu e al. 2012). Acco dingly, ocal i ms
wi h high le els o sus ainabili y o ien a ion due o he p ac ise o a ious en i onmen ally-
and socially-o ien ed s a egies a e mo e likely o wo k wi h only sus ainabili y-o ien ed
supplie s (Wang and Dai 2018), he e o e, hey may egula ly apply moni o ing p ac ices
o ensu e hei supplie s
´
compliance o sus ainabili y and s anda ds (Laa i e al. 2016).
Fu he mo e, hose sus ainabili y-o ien ed ocal i ms a e mo e p obably sha ing hei
knowledge and collabo a ing wi h hei supplie s on sus ainabili y issues (Claudy e al.
2016;Wu e al. 2012). Thus, we p opose he ollowing hypo hesis:
Hypo hesis 1 (H3a).
The adop ion o in e nal sus ainabili y p ac ices is posi i ely associa ed wi h
he adop ion o ex e nal sus ainabili y p ac ices.
In e nal sus ainabili y p ac ices emb ace a ious en i onmen al- and social- ela ed
ac i i ies adop ed and implemen ed by a ocal i m in i s in-house p ocesses such as
applying in e nal en i onmen al managemen sys em, de eloping en i onmen al policies,
and adop ing in e nal social, esponsible managemen p ac ices (Laa i e al. 2016;Wang and
Dai 2018). In he con ex o manu ac u ing, a ocal i m
´
s in e nal sus ainabili y p ac ices
Adm. Sci. 2021,11, 115 7 o 20
link he en i onmen al- and social- ela ed ac i i ies wi h manu ac u ing p ac ices in o de
o enhance he bene i s and e u ns, o ins ance, alue, quali y o p oduc , e iciency in
he use o esou ces, wo king condi ions, heal h sys em, and sa e y, as well as o educe
he en i onmen al bu dens such as ai and soil pollu ion, cos , was e, and esou ces
consump ion (Molda ska and Welo 2017). Acco dingly, a sus ainabili y-o ien ed ocal
i m du ing NPD may inco po a e TBL conside a ions in NPD looking o iden i ying and
aking ad an age o he oppo uni ies o inno a ion (Du e al. 2016).
In he NRBV con ex , add essing sus ainabili y issues du ing NPD p ocesses, such as
h ough pollu ion p e en ion, eco-design p ac ices, o p oduc li e cycle analysis me hod,
enables i ms o ackle en i onmen al issues and inc ease hei eco-e iciency, o example,
h ough design ocused on educ ion o was e gene a ion o design o eusabili y and ecy-
clabili y (González-Beni o and González-Beni o 2006;Shi e al. 2012). Mo eo e , adop ing
in e nal sus ainabili y p ac ices by sus ainabili y-o ien ed i ms helps o imp o e hei op-
e a ional e iciency in e ms o quali y and cos , and e ec i ely use hei esou ces because
o he NPD eam being mo e encou aged o ind inno a i e solu ions o en i onmen al
and social issues (Claudy e al. 2016). The con en ional compe ence es ablished by hese
sus ainabili y-o ien ed inno a ion ac i i ies boos s he sus ainable compe i i e ad an age
h ough cos -sa ing and be e sus ainabili y pe o mance (B ulha e al. 2017;Buysse and
Ve beke 2003). Jabbou e al. (2015), in hei empi ical s udy, con i med he di ec in luence
o g een p oduc de elopmen no only on ma ke pe o mance as indica ed by company
epu a ion and image and he mee ing o cus ome expec a ions, bu also on ope a ional
pe o mance in e ms o lexibili y, p ocess imp o emen s, quali y con o mi y, and sho
lead imes. In sum, we posi he ollowing hypo hesis:
Hypo hesis 1 (H3b).
The adop ion o in e nal sus ainabili y p ac ices is posi i ely associa ed wi h
NPD success.
Acco ding o he p e ious hypo heses, he concep ual model was de eloped as shown
in Figu e 1.
Adm. Sci. 2021, 11, x FOR PEER REVIEW 7 o 20
In e nal sus ainabili y p ac ices emb ace a ious en i onmen al- and social- ela ed
ac i i ies adop ed and implemen ed by a ocal i m in i s in-house p ocesses such as ap-
plying in e nal en i onmen al managemen sys em, de eloping en i onmen al policies,
and adop ing in e nal social, esponsible managemen p ac ices (Laa i e al. 2016; Wang
and Dai 2018). In he con ex o manu ac u ing, a ocal i m´s in e nal sus ainabili y p ac-
ices link he en i onmen al- and social- ela ed ac i i ies wi h manu ac u ing p ac ices in
o de o enhance he bene i s and e u ns, o ins ance, alue, quali y o p oduc , e iciency
in he use o esou ces, wo king condi ions, heal h sys em, and sa e y, as well as o educe
he en i onmen al bu dens such as ai and soil pollu ion, cos , was e, and esou ces con-
sump ion (Molda ska and Welo 2017). Acco dingly, a sus ainabili y-o ien ed ocal i m
du ing NPD may inco po a e TBL conside a ions in NPD looking o iden i ying and ak-
ing ad an age o he oppo uni ies o inno a ion (Du e al. 2016).
In he NRBV con ex , add essing sus ainabili y issues du ing NPD p ocesses, such as
h ough pollu ion p e en ion, eco-design p ac ices, o p oduc li e cycle analysis me hod,
enables i ms o ackle en i onmen al issues and inc ease hei eco-e iciency, o example,
h ough design ocused on educ ion o was e gene a ion o design o eusabili y and
ecyclabili y (González-Beni o and González-Beni o 2006; Shi e al. 2012). Mo eo e ,
adop ing in e nal sus ainabili y p ac ices by sus ainabili y-o ien ed i ms helps o im-
p o e hei ope a ional e iciency in e ms o quali y and cos , and e ec i ely use hei
esou ces because o he NPD eam being mo e encou aged o ind inno a i e solu ions
o en i onmen al and social issues (Claudy e al. 2016). The con en ional compe ence es-
ablished by hese sus ainabili y-o ien ed inno a ion ac i i ies boos s he sus ainable com-
pe i i e ad an age h ough cos -sa ing and be e sus ainabili y pe o mance (B ulha e
al. 2017; Buysse and Ve beke 2003). Jabbou e al. (2015), in hei empi ical s udy, con-
i med he di ec in luence o g een p oduc de elopmen no only on ma ke pe o -
mance as indica ed by company epu a ion and image and he mee ing o cus ome ex-
pec a ions, bu also on ope a ional pe o mance in e ms o lexibili y, p ocess imp o e-
men s, quali y con o mi y, and sho lead imes. In sum, we posi he ollowing hypo he-
sis:
Hypo hesis 1 (H3b). The adop ion o in e nal sus ainabili y p ac ices is posi i ely associa ed wi h
NPD success.
Acco ding o he p e ious hypo heses, he concep ual model was de eloped as
shown in Figu e 1.
Figu e 1. S uc u al model p oposed: Hypo hesis s a emen s.
4. Me hodology
4.1. Sample and Da a Collec ion
The da a used o empi ical analysis was composed o 281 manu ac u ing plan s om
h ee majo indus ies (mechanical, elec onics, and anspo a ion equipmen ) ha pa -
icipa ed in he ou h ound o he High-Pe o mance Manu ac u ing (HPM) p ojec .
Figu e 1. S uc u al model p oposed: Hypo hesis s a emen s.
4. Me hodology
4.1. Sample and Da a Collec ion
The da a used o empi ical analysis was composed o 281 manu ac u ing plan s
om h ee majo indus ies (mechanical, elec onics, and anspo a ion equipmen ) ha
pa icipa ed in he ou h ound o he High-Pe o mance Manu ac u ing (HPM) p ojec .
Mo e han 25 esea ch g oups om 16 coun ies ac oss Eu ope, Ame ica, and Asia a e
in ol ed in he p ojec . The local esea ch eam in each coun y was esponsible o con ac
he sample plan and conduc he esea ch. The sample was selec ed andomly om
he mas e lis o plan s in each coun y (Danese e al. 2019). Table 1 epo s he da a
dis ibu ion acco ding o he sec o and coun y.
Adm. Sci. 2021,11, 115 8 o 20
Table 1. Indus y o coun y dis ibu ion.
Coun y
Indus y
To al
Elec onics Mechanical T anspo a ion
Equipmen
China 8 15 3 26
Ge many 5 11 8 24
Sweden 1 4 0 5
Swi ze land 2 0 1 3
Japan 6 6 9 21
Ko ea 8 5 12 25
Spain 7 6 8 21
I aly 7 17 5 29
Is ael 13 2 0 15
B azil 2 7 6 15
Finland 6 6 5 17
Taiwan 19 10 1 30
UK 4 5 4 13
Vie nam 8 7 6 21
USA 3 3 2 8
Aus ia 1 6 1 8
The su ey me hod was used o collec da a. The uni o analysis was he plan and
no he company since di e en p ac ices and pe o mance a e obse ed in di e en loca-
ions. A se o 12 ques ionnai es speci ic o di e en ope a ional managemen a eas was
adminis e ed h ough in e iews wi h a numbe o plan manage s. One o hese se s o
ques ionnai es was speci ic o sus ainabili y issues and he o he o NPD p ocesses. Scales
and i ems in eg a ing all o he ques ionnai es had p e iously been used and alida ed by
ela ed li e a u e. The ques ionnai es in each unc ional a ea we e comple ed by wo in o -
man s who we e knowledgeable abou ha a ea (e.g., he sec ion ela ed o en i onmen al
a ai s was illed by wo en i onmen al a ai s manage s). As a esul , each plan submi ed
23 ques ionnai es om di e en in o man s. The esponse a e was app oxima ely 65% in
each coun y.
In addi ion o some coun e measu e p ac ices, such as using a mix o i em ypes (i.e.,
pe cep ual scales and objec i e da a) in each sec ion o he ques ionnai e, o mixing i ems
o he same scale om di e en pa s o he ques ionnai e sec ions, he esea ch eams
asked mo e han one esponden in each plan o ill in a ques ionnai e wi h he goal o
iangula ion o in o ma ion and o a oid common me hod bias p oblems (Danese e al.
2019). The adequacy o he sample was es ed h ough he Keise –Meye –Olkin (KMO)
es . Fu he , Ha man’s single ac o es indica es ha he o al a iance explained by a
single ac o was 0.3687, indica ing ha he e is no clea e idence o common me hod bias
(Podsako e al. 2003).
4.2. Measu es
Fo his s udy, only hose ques ionnai e sec ions ha included ques ions ela ed o
sus ainabili y a ai s and he success o NPD we e conside ed. Rega ding sus ainabili y
p ac ices, esponden s we e eques ed o “indica e he deg ee o which hei plan is
engaged in he ini ia i e/p ac ices” by lis ing se e al examples (see Appendix A). As
o NPD success, he esponden s we e asked o conside he success o he p oduc s
ecen ly launched by he i m in e ms o eaching i m ope a ional and ma ke NPD goals.
Acco dingly, he mul iple i em cons uc s we e de eloped as ollows:
•
In line wi h he concep behind NRBV, he In e nal Sus ainabili y P ac ices (ISP) o
his s udy e e s o a i m
´
s e alua ion o he e iciency o i s own p ocesses, no only
h ough p e en ion and con olling p ac ices bu also en i onmen al imp o emen
h ough he educ ion o en i onmen al acciden s and disposal o excess ma e ials o
equipmen (Mon abon e al. 2007).
Adm. Sci. 2021,11, 115 15 o 20
bo h in e - i m moni o ing and collabo a ion wi h supplie s ha e posi i e e ec s on new
p oduc s, no only imp o ing aspec s ela ed o he p oduc ion p ocess bu also in e ms
o comme cial success in he long e m. These esul s a e an in i a ion o manage s o
in es in sus ainabili y, adop ing a p oac i e app oach using sus ainabili y in a b oade
way. Mo eo e , when i ms e alua e hei supplie s o make hei supply chains mo e
en i onmen ally and socially esponsible, hey enable hei supplie s o de elop new
p oduc s wi h en i onmen al appeal, and eap he ad an ages ha s em om be e
o ganiza ional (en i onmen al, social, and ope a ional) pe o mance. Fi ms willing o
enhance hei new p oduc s
´
ope a ional ea u es may enjoy bene i s in es ing in he
adop ion o sus ainable app oaches in hei ela ional social ne wo ks while in ending o
imp o e hei image, epu a ion, and o e all comme cial success can ind bene i s om
complimen a y in e nal and ex e nal sus ainabili y s a egies. Con a y o he p e ious
s udies which only conside he signi icance o g een supplie s’ collabo a ion o NPD
success (Kähkönen e al. 2017;Neu zling e al. 2018;Wang e al. 2021), in his s udy, we
obse ed ha bo h moni o ing and collabo a i e sus ainabili y p ac ices independen ly
s eng hen NPD success. Fu he mo e, his pape deba es he na u e o he sus ainabili y-
o ien ed ela ionship by illumina ing he unique impac o di e en collabo a i e and
moni o ing p ac ices on di e en measu es o NPD success, and hus could b ing o h
use ul insigh s o manage s. Fo example, as o ocal i ms
´
manage s, echnically and
inancially, i migh be impo an o know which ype o sus ainabili y p ac ices in luence
he success o NPD (and how), and which aspec s o success will be a ec ed. Ha ing a
be e image o he associa ion o sus ainabili y and NPD helps hese manage s o de elop
hei co po a e s a egies mo e app op ia ely.
The challenge is, he e o e, wo old. Fi s , o ca y ou he necessa y in e nal in es -
men s in sus ainabili y aligned wi h he en i onmen , people, and pe o mance (TBL),
which do no always allow i ms o obse e sho - e m bene i s. By doing so, he objec i es
o he o ganisa ion would be aligned no only wi h ob aining bene i s bu also wi h ein o c-
ing he commi men o he en i onmen and o people (Neu zling e al. 2018). The posi i e
signi ican e ec o R&D_size con ol a iables indica e ha i manage s de elop and chee
up he spi i o commi men o sus ainabili y in hei employees hen sus ainable-o ien ed
employees wo king in R&D can ac as a mo i a ion o sus ainabili y- ela ed knowledge
sha ing wi h ex e nal pa ne s (supplie s) du ing a new p oduc de elopmen p ocess. In
addi ion, his pape demons a es he posi i e e ec s o adop ing a mo e ad anced ap-
p oaches o sus ainabili y, because as obse ed, in es ing in in e nal sus ainabili y p ac ices
enhance he de elopmen o supply chain ela ionships, which a e a de e minan o he
success o new p oduc s.
Second, manage s ace he challenge o managing he ade-o s be ween hei inhouse
sus ainabili y ela ed ope a ions and collabo a ion and con ol wi h supplie s. This esul
suppo s he idea o complemen a i y o di e en sus ainabili y p ac ices adop ed and
implemen ed by ocal i ms. Wi hin he p e iew o NRBV and social capi al heo ies, such
sus ainabili y- ocused ela ional in e ac ions acili a e knowledge exchange, echnological
and esou ces sha ing unde espec and us which a e ambien o join p ac ices (NPD).
The s ong signi ican e ec on he ma ke dimension (ex e nal) o new p oduc success
is a ained when he in e nal p ac ices and collabo a i e app oaches wi h supplie s a e
implemen ed (ISP->ESPc->INPD->ENPD wi h coe icien o 0.164 and p= 0.011). In o he
wo ds, manu ac u ing i ms in join e o s wi h hei supplie s by in eg a ing en i onmen-
al conside a ion in de elopmen o new p oduc s can imp o e he ope a ional ea u es o
new p oduc s which, in u n, enhances he alue o cus ome s and s eng hens he ma ke
a ibu es o he success.
Fo academia, his s udy shows he exis ence o posi i e ex e nali ies h ough adop ing
sus ainabili y p ac ices ega ding he success o a new p oduc . Unde s anding hese
e ec s equi es an in es iga ion o he in e sec ion o di e en bu ela ed amewo ks.
Fo ins ance, linking social capi al wi h NRBV pe spec i es, he de elopmen o new
p oduc s h ough sus ainabili y-o ien ed collabo a i e ela ionships be ween a ocal i m

Adm. Sci. 2021,11, 115 16 o 20
and i s supplie s de elops a equi ed capabili y o con e such in e ac ion o mo e alue
o cus ome s h ough os e ing us , mu ual espec , and knowledge and capabili ies
sha ing possibili ies be ween pa ies which e en ually p omo es NPD success. Howe e ,
while a sus ainabili y-o ien ed ela ionship equi es a ce ain le el o commi men and
beha iou owa ds sus ainabili y by supplie s, he ansac ion cos heo y p e en s he
exis ence o a cos - ela ed moni o ing mechanism implemen ed by a ocal i m o moni o
compliance pe o mance o supplie s. This highligh s ha unde s anding he e ec s o
sus ainabili y on pe o mance needs o conside a b oad pe spec i e which looks a he
in e linking o di e en heo e ical app oaches which may complemen each o he and
help o imp o e he unde s anding o a complex phenomenon. Acco dingly, his pape
sugges s he in e connec ion o he NRBV, social capi al, and ansac ion cos heo ies as
use ul heo e ical lenses o di e en ia ing he impac o sus ainabili y-o ien ed supply
chain managemen on NPD success.
Mo eo e , he empi ical e idence also sugges s new lines o u u e esea ch on
he sus ainabili y–NPD link. Howe e , a i s limi a ion o he pape is ha e ec i e
in ol emen o supply chain membe s (in e nal and ex e nal) is supposed o be a ec ed
by sus ainabili y p ac ices bu is no di ec ly measu ed. In ol emen o supply chain
membe s has been indica ed as a de e minan o NPD success, howe e , he link be ween
in ol emen and sus ainabili y o ien a ion was no . Fu u e esea ch should conside he
media ing/mode a ing e ec o sus ainabili y on supply in ol emen o explain NPD
success. Ano he limi a ion is ha he sus ainabili y o ien a ion was conside ed as he
d i e o he link be ween sus ainabili y p ac ices and NPD success, howe e , he e ec o
his ac o was no examined. Fu u e esea ch may ake in o accoun he media ing e ec
o sus ainabili y o ien a ion in his associa ion. Fu he , while his esea ch has ad anced
ou unde s anding abou he ela ionship be ween sus ainabili y and NPD success, he
s udy is condi ioned by he c oss-sec ional na u e o he da a; u u e esea ch should look
o conclusi e esul s using longi udinal analysis. Finally, he link be ween sus ainabili y
and NPD success could be a ec ed by con ex ual ac o s. Hence, u he esea ch in u u e
s udies should conside small e sus la ge i ms, de eloped e sus de eloping coun ies,
o manu ac u ing e sus se ice companies.
Au ho Con ibu ions:
We would like o decla e ha all au ho s ha e he same con ibu ion lis ed as
ollows: Z.A.-G. and A.B.-P.: Concep ualiza ion; me hodology; so wa e; alida ion; o mal analysis;
in es iga ion; esou ces; da a cu a ion; w i ing—o iginal d a p epa a ion; w i ing— e iew and
edi ing; isualiza ion; supe ision; p ojec adminis a ion; unding acquisi ion. All au ho s ha e ead
and ag eed o he published e sion o he manusc ip .
Funding:
This esea ch was unded and conduc ed wi hin he amewo ks o he ollowing p ojec s:
PID2020-115018RB-C31 (AEI/FEDER, UE) esea ch p ojec inanced by he Spanish Minis y o
Science, Inno a ion and Uni e si ies and he Eu opean Regional De elopmen Funds; PID2019-
105001GB-I00 (Minis e io de Ciencia e Inno ación-Spain), ECO 2017–86305-C4-4-R (Minis e io de
Economía, Indus ia y Compe i i idad).
Ins i u ional Re iew Boa d S a emen : No applicable.
In o med Consen S a emen : No applicable.
Da a A ailabili y S a emen : No applicable.
Acknowledgmen s:
1. This esea ch ob ained he ewa d o he bes pape in he PhD wo kshop in
Business and Managemen which was held by Uni e si a In e nacional de Ca alunya (UIC) on 15–16
June 2021; 2. The au ho s would like o d aw he eade s’ a en ion o he ac ha a p ima y e sion
o he s udy was p esen ed in some con e ences be o e his a icle was published; 3. The au ho s
would like o acknowledge he commen s and sugges ions done by wo anonymous e iewe s du ing
he e iew p ocess in Jou nal o MDPI Adminis a i e Sciences.
Con lic s o In e es :
We would like o decla e ha he au ho s decla e no con lic o in e es . Fu he ,
he unde s had no ole in he design o he s udy; in he collec ion, analyses, o in e p e a ion o
da a; in he w i ing o he manusc ip , o in he decision o publish he esul s.
Adm. Sci. 2021,11, 115 17 o 20
Appendix A
Va iables I ems Desc ip ion Mean S d. De . Mean A e.
ISP 3.924
S-In 01 Wa e e iciency 3.651 0.901
S-In 02 Reducing was e in in e nal p ocesses (e.g., imp o ing
yield o e iciency) 3.990 0.730
S-In 03
Imp o ing he wo k o ce en i onmen (e.g., indoo ai
quali y) 4.033 0.733
S-In 04
Pollu ion p e en ion (elimina ing emissions o was e)
4.044 0.773
S-In 05 Pollu ion con ol (sc ubbing, was e ea men ) 4.113 0.917
S-In 06 Dec easing he likelihood o impac o an
en i onmen al acciden 3.904 0.811
S-In 07 Complying wi h an indus y-wide code o conduc 3.901 0.890
S-In 08
En i onmen al imp o emen s in he disposi ion o
you o ganiza ion’s sc ap o excess ma e ial ( e-use,
ecycling, e c.)
4.025 0.757
S-In 09 En i onmen al imp o emen s in he disposi ion o
you o ganiza ion’s equipmen 3.657 0.863
ESPc 3.102
S-Ex C01 Encou aging supplie s o imp o e he en i onmen al
pe o mance o hei p ocesses 3.179 1.035
S-Ex C02
P o iding design speci ica ion o supplie s in line
wi h en i onmen al equi emen s (e.g., g een
pu chasing, blacklis o aw ma e ials)
3.273 1.117
S-Ex C03
Co-de elopmen wi h supplie s o educe he
en i onmen al impac o he p oduc (e.g., eco-design,
g een packaging, ecyclabili y)
3.064 0.982
S-Ex C04
In ol emen o supplie s in he e-design o in e nal
p ocesses (e.g., emanu ac u ing, educ ion o
by-p oduc s)
2.893 1.000
ESPm 3.144
S-Ex M01 Reques ing ha you supplie s sign a code o
en i onmen al conduc 2.984 1.258
S-Ex M02
Visi ing supplie s’ plan s o ensu ing ha hey a e no
using swea shop labou 3.016 1.122
S-Ex M03
Ensu ing ha supplie s comply wi h child labou laws
3.256 1.352
S-Ex M04 Inco po a ing en i onmen al conside a ions in
e alua ing and selec ing supplie s 3.321 0.989
ENPD 3.715
NPDS_Ex 01 Cus ome sa is ac ion 3.780 0.699
NPDS_Ex 02 O e all comme cial success 3.650 0.723
INPD 3.262
NPDS_In 01 Time o ma ke 3.224 0.850
NPDS_In 02 Ease o manu ac u ing 3.388 0.755
NPDS_In 03 Uni manu ac u ing cos 3.175 0.803
No es
1
The associa ion only conside s he indi idual e ec o sus ainabili y p ac ices on NPD success. The e a e many o he ac o s
a ec ing NPD success, he e ec s o which ha e no been included in he model. These include lean p ac ices (e.g., Oli ei a e al.
2018); employee in ol emen (e.g., Rangus and Sla ec 2017); employees
´
collec i e mo i a ion (e.g., Zhao and Chadwick 2014),
and ea ly supplie in eg a ion (e.g., Goldbe g and Schiele 2018).
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