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(Ziegler and Rennings 2004). Wagner (2008) pointed out that, when by following the neo-institutional organizational theory of DiMaggio and Powell (1983 in Wagner 2008, 394), which stresses that “certification is a symbolic gesture with little influence on environmental innovations but rather motivated out of institutional isomorphism and mimicry behav- ior,” it is not appropriate to include standards as a drivers of eco-inno- vation. Therefore, single measures such as product design with lifecycle analysis and take back systems for products have turned out to be impor- tant drivers of environmental product and process innovations (Ziegler and Rennings 2004). Ziegler and Rennings (2004) argue that certified environmental management systems seem to be statistically less reliable (while the ISO 14001 standard has shown a significantly weak positive impact, the EMAS standard has shown no significant impact on envi- ronmental innovations at all). Meanwhile, the findings of the study un- dertaken by Cuerva et al. (2013) revealed a strong impact of organization- al capabilities on green innovation. The results indicate that implemented Quality Management Systems (QMS) seem to be the strongest driver of environmental innovation strategy (pertaining to the ISO 9000 family of standards) (Cuerva et al. 2013). In conclusion, a positive impact of en- vironmental management systems (EMS) on environmental innovation has been found by several researchers (Rehfeld et al. 2007; Wagner 2008;
Kammerer 2009; Demirel and Kesidou 2011; Weng and Lin 2011; Kes- idou and Demirel 2012).
Managerial environmental concern
To the entrepreneur is entrusted an important task, which also involves adoption of eco-innovations and concern about the environment, em- ployees, final consumers and society. Banerjee et al. (2003) argued that top management plays a key role in influencing corporate environmen- talism directly and helps to modify the influence of other stakeholders.
Moreover, Martinsons et al. (1996 in Ndubisi and Nair 2009) suggest- ed that the so-called entrepreneurial spirit is more important in making green business than regulations. Environmentally concerned and trained human resources (or managers or employees) increase environmental process innovations (Triguero et al. 2013). Ndubisi and Nair (2009) ar- gue that green entrepreneurial orientation is vital for the development of green value added. Somewhat similar findings are derived from a case study conducted by Hillestad et al. (2010), who argue that a founder or a leader of a company plays the role of “cultural architect” and thus posi- tively affects assessment of the company’s image by external constituents,
