Green Production Management and Innovation Nexus: Evidence from Technology-Based SMEs of China

Abstract

This paper aims to study the relationship between green production management and enterprise innovation through empirical analysis of China’s technology-based small and medium-sized enterprises (SMEs). It can promote the improvement of the production management efficiency of enterprises. The rapid development of information technology and the change in social productivity has changed lifestyles in ways that trigger certain challenges in production management, especially in technology-based SMEs. The main issue is the role of leaders and organizational practices. Therefore, this paper designs and improves the structural and operating mechanisms of technology-based SMEs by employing the person fit and evolutionary game models. This paper gathers data from technology-based SMEs of Zhejiang Province, China, by conducting a questionnaire-based survey. The principle of person-environment fit revealed the positive leadership skills of enterprise managers. In addition, the evolutionary game model revealed the re-optimization of SMEs to improve management efficiency through reforming enterprises’ organization, management, and supervision mechanisms. Finally, strengthening collaborative innovation, improving innovation support services, grasping the balanced scale of the system, and boosting the innovation habitat for the healthy and innovative ecosystem of technology-based SMEs are proposed. This paper provides suggestions for policymakers to expand and upgrade management, especially in technology-based enterprises.

The Role of Transformational Leadership, Organizational Culture and Organizational Commitment on SMEs Performance in the Digital Era

“…This demonstrates how performance will rise in an environment where employees have a set of values, beliefs, behaviors, habits, and attitudes that support them in doing their jobs and help them comprehend the principles upheld by SMEs when the values are consistent with When workers follow the agency's principles, they will take their work more seriously, which will improve worker performance. The findings of this study are consistent with those of other studies by Zhao et al [32]; Zhu et al [33], which found that employee performance is influenced by organizational culture. Organizational culture academics have positively regarded study by Tipu et al [30] and Tsai et al [34] about the relationship between organizational culture and performance.…”

“…These findings support the findings of Tipu et al [30]; Tung et al [31]. Additional studies by Zhao et al [32] and Zhu et al [33] demonstrate the favorable and substantial association between organizational culture and performance. This study hypothesis was developed in the following manner, taking into account the findings of earlier research: H3: Organizational commitment has a positive and significant relationship with performance…”

“…It is important to note that organizational culture affects employee performance and that culture and organization may support and mold the attitudes and behaviors of all employees. Each employee has unique personal needs, and the organizational culture that is instilled in them causes those needs to be either unmet or inconsistent, according to Zhao et al [32]; Zhu et al [33]. According to Zahra et al (2020) [35], scholars concur that there is a relationship between employee performance and corporate culture.…”

“…Every employee has different demands, and the corporate culture that is in place causes those needs to be either unmet or inconsistent, according to Zhao et al [32]. Tsai et al [34] and Zhu et al [33] contend that by comprehending the relationship between organizational culture and employee performance, a key research topic-specifically, employee performance-is crucial for an organization's success.…”

Transformational Leadership in Public Sector Innovation: A Bibliometric Analysis

“…A transformational leadership approach motivates team members to exceed expectations, continually evolve, increase confidence, and prioritise the unit's or organisation's interests over personal interests by combining charisma, intellectual stimulation, and attention to individual needs. Transformational leaders have a strong sense of intrinsic value and conceptual systems, where the leader provides a clear vision for subordinates, stimulates awareness of the importance of the task performed, builds a climate of mutual trust, motivates to put forward the interests of the organisation which ultimately achieves performance beyond expectations (Zhu & Huang, 2023). Public sector transformational leadership is a model with advantages in restoring, maintaining, and building public trust in government (Yusuf et al, 2023).…”