抄録
The purpose of this article is to give theoretical explanations to the occurrence of environmental
innovations on the basis of the strategic management literature. Some firms are able to elicit competitive
advantages from environmental consideration activities in the form of product differentiation or operation
efficiency increase, but others are not. These sources of advantages are dependent on the possibility of
environmental innovation occurrence, therefore the efficiency and (or) effectiveness of
innovation-producing activities determine the degree of advantage that firms gain. Despite of the above
fact, the existing business strategic theories did not show us how firms generate environmental
innovations in the actual scenes of corporate environmental management.
This study connects the daily operation of their systematic environmental management activities to
organizational learning, and the outcomes of organizational learning to two emergent strategies (process
and umbrella). Even though the occurrence of environmental innovations could not be anticipated before,
firms are still able to construct strategy to reinforce the creativity of organizations that environmental
innovations arise from. To achieve the conditions, top and middle management members should take each
role that separately eliminates stasis and tacitness from organizational capabilities, and avoid changing
their capabilities to rigid ones.
https://ror.org/00ntfnx83 
