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The purpose of this paper is to investigate whether the type of theoretical lens and strategic purpose impacts the relationships among firm environmental strategy, financial performance, and environmental performance.

This is a theoretical paper which first investigates three constructs: firm environmental strategy, environmental performance, and economic performance. Scholars have argued for different relationships among the three constructs. The paper then discusses two theoretical lenses (strategic choice and the resource‐based view) and two strategic purposes (stakeholder and shareholder) used in the literature. The paper argues that the type of theoretical lens and strategic purpose will impact the way the three constructs (firm environmental strategy, financial performance, and environmental performance) are arranged.

The paper provides a two‐by‐two matrix distinguishing between theoretical lens and strategic purpose. The paper argues that the specific choice of theoretical lens and strategic purpose helps define the way firm environmental strategy, financial performance, and environmental performance are arranged.

As different scholars have argued for different relationships among the three constructs, this paper provides a framework that could help justify the seemingly paradoxical relationships. The paper concludes with ideas for future research on these issues.

The purpose of this research is to understand factors related to increased customer purchases from suppliers during different stages of the customer‐supplier relationship.

A survey of 372 professionals in the paper industry was conducted to investigate how customer performance outcomes, supplier quality and delivery performance, the presence of relational norms and customer perspectives of environmental uncertainty vary in their influence on increasing customer purchases over time.

The results indicate the variables influencing increased customer purchases vary over the duration of the customer‐supplier relationship. It is also shown how the variables influencing increased customer purchases from suppliers are different from the variables leading to increased customer commitment to suppliers over time.

Data were collected from the customer perspective only and involved the exchange of one type of product. Similar studies need to be conducted in other industries involving other types of product exchanges that capture both customer and supplier perspectives to verify these findings.

Supplier sales and marketing managers need to understand the factors related to increased customer purchases and how they change over time to create appropriate sales and marketing strategies for different stages of their customer relationships.

One of the most important sales and marketing objectives is to increase customer purchases; however, it has received limited attention in prior research. This paper adds value by focusing on both the variables related to increased customer purchases and how these factors change in their influence over the duration of the customer‐supplier relationship.

This paper aims to investigate how dynamic capabilities enabled survival in a select group of brewers, during one of the lengthiest and most severe industry consolidations in history. In doing so, we advance Abell’s (1978) theory of strategic windows through integration with the resource-based view of the firm.

Using a mixed method approach, we first apply case study methods to develop hypotheses around the timing and level of operational capability required for survival. In the second phase, we test these hypothesized estimations on the USA Brewing population.

Indicate that brewers which had advanced distribution and manufacturing operational capabilities before the strategic window of opportunity closed had higher survival rates.

This study reinforces the importance of making timely strategic investments in capabilities.

The integration of strategic window and capability theories advances our understanding of the roles that capabilities and time play in determining firm survival.

The purpose of this study is to examine how early-entry and process-based capability development affected firm survival during shakeout in the US brewing industry between 1938 and 1980.

Hazard analysis was conducted on US brewing industry data spanning 42 years from 1938 to 1980.

Both early-entry and later capability developments enhance the probability of survival. In addition, firms which entered early were also more likely to be the firms who continually developed capabilities across the decades.

This study contributes to our understanding of shakeout in traditional, non-high-technology businesses. However, because it is a single industry study, the ability to the generalize findings to other industry contexts is limited.

Early entry can determine survival in industries with stable products and low levels of technological change.

Policy-makers interested in competitive dynamics should take note of the historical conditions that lead to industry consolidation in traditional industries, which, while not as glamorous as the technology sector, provide the core of US industry.

Historical firm characteristics can impact industry structure and firm survival for over a century.