The adoption of green practices within and outside organizational boundaries is imperative to ascertain environmental and economic performance goals. This article examined whether internal and external green supply chain management (GSCM) practices have the same or different kinds of regulatory, market, or competitive pressures. We employed institutional theory to identify different kinds of pressures, and resource dependence theory to explore the impact of internal and external GSCM practices on performance. An empirical study was conducted by collecting data through a structured questionnaire administered in Pakistan to the executives in the manufacturing industry. A total of 207 responses were used for data analysis by employing the partial least squares structural equation modeling (PLS-SEM) method. Normative pressures were found to be the most significant in both internal and external GSCM practices, while coercive and mimetic pressures positively affected internal and external GSCM practices, respectively. Internal GSCM practices proved to be more significant in improving environmental performance, and also had a substantial impact on external GSCM practices. In contrast, External GSCM practices had a significant positive effect on economic performance, while environmental performance also contributed to improving economic performance. The theoretical and managerial implications are discussed for academics, policymakers, and industry practitioners.

Abstract:Organizational citizenship behaviour for environment of employees is indispensable in realizing environmental sustainability goals of organizations. However, in the growing literature of employee green behaviour at work, scant attention has been paid on the impact of leader's specific support for environment, and the mechanisms through which it impacts organizational citizenship behaviour for environment. Drawing upon social exchange theory, self-determination theory and theory of normative conduct, we tested the impact of leader's support for environment, autonomous motivation for environment and perceived group's green climate on organizational citizenship behaviour for environment in an integrated model. The sample included 313 executive level employees of green implemented textile and apparel manufacturing factories in Sri Lanka. The results of structural equation modelling showed a direct positive impact of leader's support for environment on organizational citizenship behaviour for environment. Further, autonomous motivation for environment and perceived group's green climate were found to be partial mediators between leader's support for environment and organizational citizenship behaviour for environment. We discussed the theoretical implications for sustainability literature and the managerial implications for organizational practitioners in promoting organizational citizenship behaviour for environment.

Since independence, there have been copious generalizations and general outcry among Ghanaians especially social commentators and policy analysts about the under-development of Ghana.