Six cases of corporate strategic responses to environmental regulation

We analyse the green strategies of six multinational enterprises subject to environmental regulations. In this framework we add government regulations as an explicit 'sixth force' to Porter's basic 'five forces' model. First, we distinguish between shifts in corporate strategy towards market forces and regulators. Second, we examine the advantage of being a first mover. Third, we develop a resource-based perspective on 'green' strategies in an international context where firms can develop either 'localised' or 'internationally transferable' 'green' capabilities. We find that four multinational enterprises have developed internationally transferable green capabilities (DuPont, Honeywell, McDonald's and Xerox). One (Laidlaw) has a localised capability and one has none (Allied Signal).