How external stakeholders drive the green public procurement practice? An organizational learning perspective

Abstract

Purpose This study aims to uncover the black box of the influence mechanism between external stakeholder drivers and green public procurement practice, and meanwhile to explore the moderating role of administrative level in this process. Green public procurement (GPP) has been widely implemented. Existing literature has found that external stakeholder drivers can affect public sectors' GPP practice, however, the definition of its connotation is still unclear, and how external stakeholders affect GPP practice has remained a black box. Design/methodology/approach After defining the major external stakeholders, this study develops a multiple mediation theoretical model using survey data from 142 Chinese local public sectors. It aims to uncover the black box of the influence mechanism between external stakeholder drivers and GPP practice and meanwhile explore the moderating effect of administrative levels in this process. Findings The results show that external stakeholder drivers have a positive relationship with GPP practices. The knowledge of GPP implementation policies and the knowledge of GPP benefits can both mediate this relationship. This study also finds that the administrative level of public sectors can positively moderate the mediating effect produced by the knowledge of GPP implementation policies and negatively moderate the mediation effect produced by the knowledge of GPP benefits. Social implications Local governments need to better encourage public sectors to implement GPP. Managers of public sectors need to pay attention to organizational learning to acquire relevant knowledge on GPP. Originality/value This study makes a theoretical contribution to a better understanding of the influence mechanism for GPP practice. This study also provides comparisons of GPP implementation policies between China and European Union.

A natural resource and institutional theory‐based view of green‐lean‐six sigma drivers for environmental management

“…Government regulations including current and future legislation pressure organizations to adopt environmental practices (Gandhi et al, 2018; Sajjad et al, 2015; Zhang et al, 2019). Social pressure also drives firms to consider environmental initiatives (Fargani et al, 2016; Mittal & Sangwan, 2014) driven by the public, NGOs, and the media (Liu et al, 2021; Oelze et al, 2016). Tiwari et al (2020) have determined external drivers as customer satisfaction, environmental regulation compliance, and employee satisfaction.…”

Identifying Key Influential Factors of Bid Evaluation in Government Public Project Green Procurement in China Using BP-DEMATEL Model

“…In terms of theoretical research, most scholars mainly discuss the theoretical basis of government green procurement from the aspects of new institutional economics, environmental economics, environmental management, and sustainable development theory [5]. Specifically, government green procurement activities are mainly guided by externality theory, green supply chain management theory, sustainable development theory, and stakeholder theory [6][7][8]. At present, the theoretical research on green procurement in China is mainly for government procurement and manufacturing procurement; the research content mainly focuses on green supplier selection [9][10][11][12][13][14][15], green procurement management mode [16], restriction factor analysis [17][18][19], legal system [20][21][22], policy recommendations [23][24][25][26], etc., while the research on green supplier selection mainly focuses on goods [27], and research focuses on projects of government green procurement is rare.…”

Stewardship and administrative capacity in green public procurement in the Czech Republic: evidence from a large-N survey

“…The impact of the resource provisioning of public authorities on GPP performance has been the subject of extensive scholarship that has emphasized the importance of capacity, training, and moral commitment of public procurers [14,40,57]. In view of the importance of resource provisioning, Rosell [57] hypothesizes that richer countries are more likely to exhibit superior GPP performance, interestingly, within these countries, better GPP performance was observed within larger and richer municipalities [37,41]. One option of fulfilling the considerable resource requirements of high GPP performance is promoting the collaboration of stakeholders, such as policy-makers, users, buyers, vendors [75], p. 292).…”