Green ambidexterity and environmental performance: The role of green human resources

Úbeda‐García, Mercedes; Marco‐Lajara, Bartolomé; Zaragoza‐Sáez, Patrocinio; Manresa‐Marhuenda, Encarnación; Poveda‐Pareja, Esther

doi:10.1002/csr.2171

Cited by 63 publications

(69 citation statements)

References 116 publications

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“…ROI and sales growth and profitability evaluate financial performance; operational performance can be measured by market share, product launches, and market success rates; and organizational effectiveness can be measured by employee satisfaction and business enthusiasm. Because focusing especially on the financial index leads to an overemphasis on an organization's interior performance while neglecting external environmental performance (Úbeda-García et al, 2021). At the same time, Kaplan and Norton (1996) suggested the balanced scorecard process to increase conventional organizational performance measurements (Warahiu, 2014).…”

Section: Introductionmentioning

confidence: 99%

Green Organizational Culture and Organizational Performance: The Mediating Role of Green Innovation and Environmental Performance

Imran

Arshad

Ismail

2021

JPII

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This study aims to develop and test a theoretical model that empirically examines how green organizational culture affects organizational performance. Additionally, investigated and statistically explored the study model's and their mediating role of environmental performance and green innovation, which had previously received little attention. For the sample size of 170 respondents, a quantitative approach was used. In addition, convenient random sampling was utilized to get data from the respondents. Data was gathered from a field survey utilizing a closed-ended questionnaire from Malaysia's industrial and service organizations from Malacca, Johor, Selangor, and Kedah states. The structural equation modelling approach was used to achieve the research purpose. Green organizational culture was a significant predictor of green performance in this research. Furthermore, the findings reveal that environmental performance and green innovation fully mediate the relationship between green organizational culture and organizational performance. However, this study has several limitations that lead to future research directions. The study's most significant drawback is that the data is collected merely from Malaysian industries, making generalization difficult. In addition, the cross-sectional data adds further restrictions to it. Nevertheless, by addressing organizational performance, which has not been empirically examined, this research adds to the current literature on green organizational culture, environmental performance, and green innovation. Furthermore, this research also presents a novel theoretical explanation for the relationships by understanding the mediating role of environmental performance and green innovation.

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Section: Introductionmentioning

confidence: 99%

Green Organizational Culture and Organizational Performance: The Mediating Role of Green Innovation and Environmental Performance

Imran

Arshad

Ismail

2021

JPII

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“…GHRM has also been regarded as a proactive HRM response leading to better environmental outcomes (Gilal et al, 2019;Úbeda-García et al, 2022). Daily and Huang (2001) indicated that GHRM is a vital factor for successful environmental strategies and plays a unique role in dynamic organization behavior (Ansari et al, 2021;Saeed et al, 2019).…”

Section: Green Human Resource Management Green Transformational Leade...mentioning

confidence: 99%

“…Jackson and Seo (2010) considered GHRM as HRM practices in order to achieve the ultimate goal of environmental protection of companies by meeting environmental demands and organizing environmental resources (Paulet et al, 2021). GHRM has also been regarded as a proactive HRM response leading to better environmental outcomes (Gilal et al, 2019; Úbeda‐García et al, 2022). Daily and Huang (2001) indicated that GHRM is a vital factor for successful environmental strategies and plays a unique role in dynamic organization behavior (Ansari et al, 2021; Saeed et al, 2019).…”

Section: Theoretical Foundation and Research Hypothesesmentioning

confidence: 99%

The small and medium enterprises' green human resource management and green transformational leadership: A sustainable moderated‐mediation practice

Chen

Yan

2022

Corp Soc Responsibility Env

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This study explores how green human resource management (GHRM) and green transformational leadership (GTL) affect green organizational pride (GOP). We conduct a survey study of moderated-mediation sustainable practice in small and medium enterprises (SMEs) in "Hokkien Golden Triangle" of China based on the combination of resource-based view, social exchange theory, positive psychology, and social cognitive theory. Especially, we develop two new concepts, "green organizational pride" and "green psychological capital" (GPC) to verify that the positive relationships between GHRM/GTL and GOP are mediated by GPC. Besides, we expand the research of environmental culture (EC) by further predicting that it could amplify the indirect effects of GHRM/GTL on GOP via GPC. The findings contribute to sustainability literature by highlighting the importance of GHRM and GTL in Chinese sustainable practice. Moreover, the results can advance the prior literature in the area of sustainability and create a new green path for developing countries.

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“…GI is vital to enhance environmental performance (Úbeda García et al, 2022) and boost economic performance (Chen et al, 2006). To achieve win-win outcomes for sustainable environmental management and economic development, it is imperative to examine the determinants of GI.…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

Towards Green Innovation by China’s Industrial Policy: Evidence From Made in China 2025

2022

Front. Environ. Sci.

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Government policy is an effective strategy to encourage green innovation, but the effect of industrial policy on enterprise green innovation remains under-explored. Using China’s listed manufacturing enterprises data from 2010 to 2020, this study employs Made in China 2025 as a quasi-natural experiment as well as the DID method to explore the effect and mechanism of industrial policies on GI. The following key insights are obtained. 1) The Made in China 2025 has the potential to substantially improve the green innovation of manufacturing enterprises. This result shows that industrial policy can promote green innovation to boost the green transformation and upgrading of China’s manufacturing industry. 2) The policy effect is largely dependent on enterprise governance and regions. 3) Further mechanism considerations find that Made in China 2025 promotes green innovation through tax, environmental subsidies, and corporate social responsibility. In addition to enriching the literature on industrial policy and green innovation, this study offers valuable implications for government green governance and enterprise’s green transformation. Several suggestions for the implementation of Made in China 2025 are proposed.

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Green ambidexterity and environmental performance: The role of green human resources

Cited by 63 publications

References 116 publications

Green Organizational Culture and Organizational Performance: The Mediating Role of Green Innovation and Environmental Performance

Green Organizational Culture and Organizational Performance: The Mediating Role of Green Innovation and Environmental Performance

The small and medium enterprises' green human resource management and green transformational leadership: A sustainable moderated‐mediation practice

Towards Green Innovation by China’s Industrial Policy: Evidence From Made in China 2025

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