當今企業綠化越受到學術與實務上關注，一個迫切且關鍵的問題是：跨國企業如何型塑具競爭力的綠色人力資本，進而提升組織的綠色競爭優勢?本研究整合資源基礎理論和體制理論，系統性分析跨國企業建立綠色人力資本的前因和後果，並提出概念性研究架構。第一，根據資源基礎理論，我們主張綠色創業領導、環境策略與綠色人力資本管理可為組織帶來綠色競爭優勢。第二，根據體制理論，基於外在體制壓力與不同的體制回應作為，跨國企業會擁有不同的綠色領導與策略執行，並需重組子公司的綠色人力資本管理。
本研究執行兩階段的質性與量化分析，結合12家跨國企業在中國之質性深度訪談，以及問卷抽樣212間企業研究樣本。首先提出三種不同體制回應下所形塑不同的綠色人力資本管理模型。接著透過階層迴歸分析與結構方程模型的量化分析方法，驗證干擾效果並提出最終理論模型。研究發現，「綠色創業領導」會透過「綠色人力資本管理」及「綠色競爭力人才」的中介效果，正向影響「環境競爭優勢」。再者，「體制回應」越積極的公司，在領導與競爭優勢、策略與競爭優勢、及人力資本管理與競爭力人才等三個關係間均呈現更顯著的正向效果。本研究於相關理論發展和企業綠化實務作法上，提供有意義的見解與貢獻。

The increased attention to multinational companies’ (MNCs’) corporate greening in both academic and practitioner realms has raised an important question of how companies build green competitive human capital, and finally enhance environmental competitive advantage. Integrating resource-based view (RBV) and institutional theory, this study offers a systematic analysis on antecedents and consequences of MNCs’ green human capital, and proposes a conceptual research framework. Firstly, RBV asserts that green leadership and greening human capital management (HCM) can result in an environmental competitive advantage. Secondly, according to institutional theory, MNCs have different institutional response to realign subsidiary’s green leadership, environmental strategy, and greening HCM responding to host country’s institutional context.
Combining the results of preliminary qualitative (12 MNCs’ deep interview) and empirical quantitative (212 MNCs’ sampling) methods, this study firstly proposes three different models of institution response and green human capital. Then we use Hierarchical Regression and Structural Equation Modeling to test the moderating effect and conceptual framework, and propose final model. The results show that “greening HCM” and “green competitive human capital” have mediating effects on the relationship between “green entrepreneurial leadership” and “environmental competitive advantage”. Furthermore, Institutional response positively moderates the relationship between “leadership and competitive advantage”, “strategy and competitive advantage” and “HCM and competitive human capital”. These relationships are more positive for firms with higher (more active) institutional response. This research gives some implications and suggestions for theoretical development and corporate greening.

Contents
Acknowledgements i
摘要 ii
Abstract iii
Contents iv
List of Table vii
List of Figure ix
1. Introduction 1
1.1 Research Background 1
1.2 Research Objectives 4
1.3 Research Procedure 5
2. Literature Review 8
2.1 Nature-RBV and Human Capital Management 8
2.2 Green Competitive Human Capital 11
2.3 Green Entrepreneurial Leadership 12
2.4 Institutional theory and institutional response 15
2.5 Environmental strategy 18
2.6 Environmental competitive advantage 23
2.7 Green leadership and environmental competitive advantage 25
2.8 Green entrepreneurial leadership and greening HCM 26
2.9 Greening HCM and green competitive human capital 27
2.10 Green competitive human capital and environmental competitive advantage 28
2.11 Environmental strategy and greening HCM 28
2.12 Environmental strategy and environmental competitive advantage 29
2.13 Mediating effect (1): Green entrepreneurial leadership, greening HCM, and green competitive human capital 30
2.14 Mediating effect (2): Environmental strategy, greening HCM, and green competitive human capital 31
2.15 Mediating effect (3): Greening HCM, green competitive human capital, and environmental competitive advantage 31
2.16 Moderating effect (1): Institutional response on the relationship between green entrepreneurial leadership and environmental competitive advantage 32
2.17 Moderating effect (2): Institutional response on the relationship between environmental strategy and environmental competitive advantage 33
2.18 Moderating effect (3): Institutional response on the relationship between greening HCM and green competitive human capital 34
3. Research Methodology 36
3.1 Conceptual research framework and hypotheses (Natural-RBV) 37
3.2 The moderating effect models and hypotheses (Institutional
Theory) 38
3.3 Measurement and Instrument 40
3.4 Quantitative sampling and procedures 47
3.5 Sample Description 48
3.6 Data analysis method 49
3.7 Control variable 50
3.8 Confirmatory factor analysis, reliability, and validity analysis 51
3.9 Discrimination validity and composite reliability 59
3.10 Common method variance 60
4. Analysis and Findings 62
4.1. Descriptive statistics, skewness, and kurtosis 62
4.2. Compare means_ one-way ANOVA 64
4.3. Estimation of structural equation modeling 68
4.4. Mediating effect (Sobel-test) 71
4.5. Moderating effect (Multiple Regression Analysis) 72
4.6. Summaries of interviews 80
5. Conclusion and Implication 108
5.1 Conclusion 108
5.2 Managerial practice 113
5.3 Limitation and Further research suggestion 115
Reference 117
Appendix 133

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