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Journal of the Academy of Marketing Science
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Environmental Marketing Strategy and Firm Performance: Effects on New Product Performance and Market Share

William E. Baker

San Diego State University, william.baker{at}sdsu.edu

James M. Sinkula

University of Vermont, james.sinkula{at}uvm.edu

Recent studies on marketing and the natural environment have called for research that links environmental marketing strategies to the performance of the firm. This research operationalizes the enviropreneurial marketing (EM) construct and examines its relationship with firm performance. It is the first empirical research to operationalize the EM construct. The new scale, albeit a first attempt, demonstrates encouraging psychometric properties. According to the resource-based view of the firm, a resource such as EM should directly influence firms’ capabilities (e.g., new product development success) but not competitive advantage (e.g., change in market share). A nationwide study of top-level marketing managers supports this perspective. In addition, although market turbulence also affects new product development success, it does not have an impact on EM. This suggests that EM formation is driven by internal rather than external forces.

Key Words: environmental marketing strategy • enviropreneurial marketing • corporate environmentalism • new product success • organizational performance

Journal of the Academy of Marketing Science, Vol. 33, No. 4, 461-475 (2005)
DOI: 10.1177/0092070305276119
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