Adopting relationship trust and influence strategy to enhance green customer integration: a social exchange theory perspective

Abstract

Purpose This study aims to explore how relationship trust and different types of influence strategy (i.e., non-coercive and coercive influence strategy) impact green customer integration (GCI), while investigating the moderating mechanisms of big data development and social capital. Design/methodology/approach Following hierarchical linear regression analysis, the authors examine hypothesized relationships by combining survey data from 206 Chinese manufacturers with secondary data. Findings The results show that relationship trust positively affects non-coercive influence strategy, while its impact on coercive influence strategy is insignificant. Non-coercive influence strategy has an inverted U-shaped impact on GCI. Furthermore, big data development flattens the inverted U-shaped relationship between non-coercive influence strategy and GCI. Conversely, social capital steepens the inverted U-shaped relationship between non-coercive influence strategy and GCI. Practical implications This study sheds light on managers on how to involve customers in GCI through friendly strategies that favor the involvement of customers and the willingness to develop environmentally friendly initiatives. Originality/value Although GCI has received widespread attention, how it can be enhanced remains unclear. These findings provide novel insights into the emerging GCI literature and complement social exchange theory.

Green intellectual capital and employee environmental citizenship behavior: the mediating role of organizational agility and green creativity

“…These exchanges are interdependent and create obligations for both the parties involved. Social exchange relationships are characterized by cooperative actions that foster trusting relationships (Cropanzano et al, 2017;Zhou et al, 2024). These relationships do not entail explicit negotiation or pre-determined agreements.…”

“…Organizations striving to achieve agility must adapt to external and internal changes, meet customer demands and expectations quickly, embrace changes to improve culture, practices, and outcomes, and maintain competitive advantage continuously. Employees who enhance their perceived green creativity contribute to an environmental resource that provides a resource caravan passageway to influence green intellectual capital on environmental citizenship behavior, which in turn enables employee green creativity (Hoang, 2021;Zhou et al, 2024). Green intellectual capital serves as a catalyst that fuels the engine of organizational agility.…”

“…Social exchange relationships are characterized by cooperative actions that foster trusting relationships (Cropanzano et al. , 2017; Zhou et al. , 2024).…”