Achieving environmental sustainability through green transformational leadership policy: Can green team resilience help?

The race to gain competitive advantage through the formulation of a sustainable business strategy is key for the survival in the global business sphere. Even more importantly is the quest to deploy an effective green strategy to combat the numerous negative impact industrialization has on the environment. Researches pointed out the role of leaders and stakeholder's engagement in bringing about reform. This research focuses on how to build a robust psychological capital within an organization through the leader's transformative ability in combating environmental issues. This is necessary because research related to green transformational leadership and the effect on green team resilience has not been considered in literature. Drawing from the combination of three theories; broaden-and-build theory, job demand–resource theory, and conservation of resource theory, this study contributes to the extant literature by testing the effect of green transformational leadership via the mediating role of green work engagement to green team resilience. Using Amos 20 version to analyze 351 questionnaires that were collected from employees in four and five star hotels in Turkey, the result reviews that green transformational leadership has a positive effect on green work engagement and green team resilience, and green work engagement fully mediates the relationship between the variables. The theoretical and practical implications are discussed.     

Exploring the linkages of green transformational leadership,organizational green learning,and radical green innovation

Radical green innovation is the necessary way for countries and firms to achieve sustainable development. Although the influencing factors of green innovation have attracted extensive attention, there is little research on the antecedents of radical green innovation. Drawing on organizational learning theory and attention-based view, this study proposes R-I ratio to measure the configuration of exploratory green learning and exploitative green learning, then analyzes the relationships among green transformational leadership, R-I ratio and radical green innovation, and examines the moderating effects of green R&D investment and environmental regulatory pressure. Based on a sample of 243 manufacturing firms in China's strategic emerging industries, the empirical results reveal that green transformational leadership promotes R-I ratio, and R-I ratio has inverted U-shaped relationship with radical green innovation. The results also find that green R&D investment plays U-shaped moderating role in the relationship between green transformational leadership and R-I ratio, and environmental regulatory pressure positively moderates the relationship between green transformational leadership and R-I ratio. The study not only reveals the relationships of green transformational leadership, organizational green learning and radical green innovation, but also provides theoretical guidance and management practice for manufacturing firms and government to promote radical green innovation.     

How to respond to competitors' green success for improving performance: The moderating role of organizational ambidexterity

With increasing environmental competitions between companies, there is a pressing need to explore how the environmental pressures from rivals influence focal firms' actions and the subsequent performance consequences. On the basis of social contagion theory and upper echelons theory, we examine whether firms respond to competitors' green success through green supplier integration, which further improves firm performance, and the moderating effect of organizational ambidexterity. The research explores hypothesized relationships adopting hierarchical regression analysis and bootstrapping method by collecting survey data from 206 Chinese manufacturers. Our findings suggest that competitors' green success positively influences green supplier integration. Green supplier integration mediates the impacts of competitors' green success on financial and environmental performance. In addition, the combined dimension of organizational ambidexterity plays a positive moderating role in the impacts of green supplier integration on financial and environmental performance. This study expands previous literature and managers' practices on green supply chain management.     

Leveraging STARA competencies and green creativity to boost green organisational innovative evidence: A praxis for sustainable development

Radical technological advancements and the relentless progression of climate change compel organisations to ensure their workforce consistently exercise their creativity toward innovative green initiatives. These endeavours are essential to achieve the United Nations' (UN) sustainable development goals (SDGs). To do so, organisations require competencies fundamental to smart technologies, artificial intelligence, robotics and algorithms (STARA). STARA competencies are relevant for leaders to bolster green organisational innovative evidence (GOIE). GOIE can help to attract potential investors keen on advancing the UN's SDG agenda on environmental sustainability. However, eclipsed by a volatile environment, and despite the green innovation potential of several manufacturing organisations, investors are reluctant to invest and commit funds without evidence of green innovation. We therefore, investigate how leader STARA competence (LSC), green creativity components (task motivation, creativity skills and expertise) and environmental dynamism can aid organisations to boost their GOIE. Our key findings are as follows: (a) though green task motivation shows a stronger association with green creativity skills, LSC has a large influence on green creativity skills; (b) green creativity skills exert a strong influence on GOIE while also playing a competitive and complimentary mediating role in our model and (c) environmental dynamism is negatively associated with green creativity skills and GOIE. Furthermore, to validate indirect (v) effects size in mediation analysis, we propose a new and more approachable benchmark for v effect size estimations. Organisational and environmental policy implications are discussed.     

Sustaining the sustainable development: How do firms turn government green subsidies into financial performance through green innovation?

The impact of government green subsidies on firms' green innovation behaviors and sustainable development has been recognized in the existing literature, but the deep relationship remains poorly understood. This study aims to examine the mechanism of how government green subsidies influence firms' financial performance via green innovation and how the mediating effect varies under different contingent conditions. Empirical results based on data of Chinese listed companies between 2006 and 2018 reveal that green subsidies have positive effects on green process and product innovation, but only green product innovation can rise higher financial performance, which further verifies that green subsidies positively influence financial performance through green product innovation rather than green process innovation. In addition, both higher absorptive capacity and higher market turbulence strengthen the indirect effect of green subsidies on firms' financial performance via green product innovation. Our study provides useful implications for enterprises by revealing the influence mechanism of green subsidies on financial performance through green innovation under different leveraging levels of internal and external conditions. It also provides basis for the government to formulate relevant environmental policies.     

How do green knowledge management and green technology innovation impact corporate environmental performance? Understanding the role of green knowledge acquisition

Increasing regulatory obligations to adapt and execute environmentally friendly operations make it critical for businesses to pursue strategies that can strengthen their competitive edge in the market. Academics and practitioners alike have recently gravitated toward exploring how knowledge acquisition activities might improve business outcomes. To address this growing research interest, this study investigates the critical roles of green knowledge acquisition in enhancing green knowledge management and green technology innovation activities in improving corporate environmental performance, positioning resource commitment as a moderator. The research model has been assessed using structural equation modeling with survey data from 283 Indian manufacturers, demonstrating that green knowledge acquisition significantly impacts green knowledge management and green technology innovation. The statistical findings also show that green technology innovation acts catalyzes the translation of green knowledge management into improved corporate environmental performance. The results demonstrate that resource commitment moderates green knowledge acquisition's interaction with green knowledge management and green technology innovation, providing practical insights enabling managers to focus on planning, allocating, and budgeting resources for effective green practices that can contribute to improving corporate environmental performance.     

Enhancing green product and process innovation: Towards an integrative framework of knowledge acquisition and environmental investment

Despite the increasing interest in green innovation literature, little is known on how and under what conditions firms' knowledge transfer activities affect green innovation. There is lack of research that on how particular organizational capabilities are seen more useful and how it influences on green innovation performance. To address this research gap, we examine a mediation model in which we explore whether a firm's knowledge acquisition capability and investment in environmental management mediate the impact of buyer-driven knowledge transfer activities on green product innovation and green process innovation. On the basis of an analysis of a sample of 239 manufacturing firms, we find that buyer-driven knowledge activities have a greater positive impact on green product innovation than green process innovation. Investment in environmental management fully mediates the relationship between buyer-driven knowledge transfer activities and green process innovation, and knowledge acquisition capability partially mediates the relationship between buyer-driven knowledge transfer activities and green product innovation. The current study provides evidence that internal competencies and the role of buyers in knowledge transfer are critical for explaining the green product innovation and green process innovation. Our results suggest that buyer involvement pushes firms to develop resource acquisition capability to enhance green product innovation. Our results also highlight the importance of investment in environmental management for overcoming the environmental challenges in the manufacturing firms.     

Green intellectual capital and ambidextrous green innovation: The impact on environmental performance

This study relies on a unique synthesis of ambidexterity theory and the natural resource orchestration approach to investigate how green intellectual capital elements, namely green human, structural, and relational capital, along with ambidextrous green innovation, trigger a synergy in favor of environmental performance. In particular, this paper primarily aims to test the mediating role of ambidextrous green innovation in the relationship between green intellectual capital and environmental performance. Based on a survey of 105 Iranian public listed companies, the results indicate that green intellectual capital elements are not directly associated with environmental performance. Instead, they influence environmental performance only through the channel of ambidextrous green innovation as a mediating variable. This is the first study to simultaneously embed the resource orchestration theory in the green intellectual capital and ambidexterity literature. The findings of the current study offer new insights into the issue of how organizations gain maximum benefit from the orchestration of their various green assets and capabilities, including green intellectual capital and ambidextrous green innovation.     

Middle Manager Leadership and Frontline Employee Performance: Bypass,Cascading, and Moderating Effects

We investigated the relationship between middle managers' transformational leadership and the performance of frontline employees who are two levels below the middle managers. We identified two pathways through which this cross‐level influence occurs and tested two moderators operating on these two pathways. The first pathway is a direct effect from middle managers to employees, bypassing the influence of employees' immediate supervisor (the bypass effect). We further hypothesized that the bypass effect is moderated by the employees' collectivistic value. The second pathway is a cascading of leadership behaviours from middle managers to first‐line supervisors, whose transformational leadership then enhances employees' performance (the cascading effect). We further hypothesized that this cascading effect is moderated by the supervisors' power distance value. These hypotheses were tested with a sample of 491 frontline employees, 98 frontline supervisors, and 30 middle managers in three organizations in China. The three‐level hierarchical linear modelling results supported the four hypotheses.     

Leveraging green HRM for firm performance: The joint effects of CEO environmental belief and external pollution severity and the mediating role of employee environmental commitment

The topic of green human resource management (HRM) has drawn increasing attention of HRM scholars in the past decade. Recent research has called for more studies to identify the antecedents of green HRM used in organizations and explore the mediating mechanisms through which green HRM is related to performance outcomes. This study represents an effort to address these research needs by examining the joint effects of chief executive officer (CEO) environmental belief and external pollution severity on the use of green HRM and testing the mediating role of employee environmental commitment in the relationship between green HRM and firm performance. Drawing upon data collected from multiple sources (i.e., survey data from chief executive officer (CEOs), chief financial officers (CFOs), HR managers and employees, and archival data from government statistics), we found that CEO's environmental belief is significantly related to the use of green HRM, especially for companies operating in locations with severer pollution. Green HRM in turn has a positive relationship with the firm's environmental and financial performances via employee commitment to the environment. The findings highlight the often-overlooked role of in the strategic HRM literature pertinent to environmental management and clarify the antecedents and influential mechanisms of green HRM at the firm level of analysis. We also discuss theoretical and practical implications in this study.     

What drives the adoption and consumption of green hotel products and services? A systematic literature review of past achievement and future promises

The current study utilises the time-tested systematic literature review (SLR) method to identify and analyse 76 studies addressing the consumer adoption of green hotels. The results of the research profile analysis show that the literature on consumers' adoption and consumption of green hotel products and services is expanding and gaining more recognition from researchers working in Asian contexts, particularly China, Taiwan and India. Moreover, the qualitative thematic analysis yields four key themes, (a) consumer behaviour variables addressed, (b) antecedents and mediators of green hotel adoption, (c) moderators of the relationship and (d) methodological considerations, for which limitations and future research directions are identified accordingly. The main novelty of the study lies in the development of a unified framework of consumer adoption and consumption of green hotel products and services that calls for a multitheoretic examination of the issue. This review is among the first to consolidate the growing literature on consumer adoption and consumption of green hotel products and services.     

When and why does transformational leadership influence employee creativity? The roles of personal control and creative personality

This study develops and tests a model of the underlying mechanisms linking transformational leadership and employee creativity using a sample of 240 matched middle‐level manager and front‐line supervisor dyads from a large foreign joint‐venture company in China. We propose that personal control and employee creative personality serve as a unique psychological mechanism and an important boundary condition to simultaneously influence the relationship between transformational leadership and employee creativity. Results of moderated‐mediation analyses provided support for our conceptual model, showing that transformational leadership was positively related to personal control, which also had a positive impact on employee creativity. Furthermore, creative personality was found to moderate the relationship between transformational leadership and personal control, which in turn, mediated the joint effect on employee creativity. Findings of this study provide insights into the research on leadership development and work design in HRM, which can inform human resource managers to design effective strategies and systems that can increase employees' creativity.     

Subordinates' perception of managers' transformational leadership style and satisfaction: a comparison of electronic manufacturing companies in Mainland China and Taiwan

Rapid economic growth has made leadership studies a significant subject in Asia. The present research compared subordinates' different perceptions of managers' transformational leadership style in Mainland China and Taiwan. Quantitative methodology was used in collecting 250 random samples from Shanghai and Taipei. Subordinates in Taiwan perceived that more managers had a transformational leadership style and also employees had higher satisfaction with managers' leadership style than those in Mainland China. The results of the present research would provide suggestions and directions for industrial managers seeking to display appropriate management behavior for an effective business environment.     

Green innovation to respond to environmental regulation: How external knowledge adoption and green absorptive capacity matter?

Although environmental regulations have been considered as important forces of conducting green innovation, how and under what conditions they affect green innovation are still unclear. Drawing from institutional theory, this study used survey data from 237 manufacturing firms in China to investigate how two dimensions of environmental regulations (i.e., command and control regulation and market‐based regulation) affect green product innovation and green process innovation. Further, this article examined the mediating role of external knowledge adoption and the moderating role of green absorptive capacity. Our results indicate that both command and control regulation and market‐based regulation have positive influences on external knowledge adoption. External knowledge adoption fully mediates these positive relationships. In addition, green absorptive capacity only strengthens the positive impact of market‐based regulation on external knowledge adoption. Our study contributes to institutional theory and green innovation literature.     

Encouraging green product purchase: Green value and environmental knowledge as moderators of attitude and behavior relationship

Green purchase behavior is evolving and is of growing interest to academic and business circles. To encourage the adoption of green products, it is important to identify moderators that can enhance the consistency between attitude and behavior in the consumption of green products. Within this scope, the moderating effect of psychological factors, that is, green value and environmental knowledge on the link between green purchase attitude and behavior, is investigated. More specifically, this study proposed that green value and environmental knowledge simultaneously moderated the effect of attitude on behavior in relation to green purchase. A data set of 447 samples in Thailand collected through a personal survey method was analyzed. The results from Hayes' PROCESS technique shows that attitude toward green purchase is a weak predictor of green purchasing behavior. However, with low degree of green value and high degree environmental knowledge, green purchase attitude elicited the strongest effect on behavior.     

Employee positive moods as a mediator linking transformational leadership and employee work outcomes

Past leadership research has demonstrated that transformational leadership has a positive effect on employee task performance and helping coworker behavior. However, among the research on the mediating mechanisms linking transformational leadership and employee work outcomes, little has been done empirically to examine the mediating effect of employee positive moods. This study extends previous research by examining the mediating role played by employee positive moods. Data were collected longitudinally from 282 employees and their immediate supervisors in 10 insurance companies in Taiwan. Results showed that transformational leadership both directly influenced employee task performance and helping coworker behavior and had an indirect effect through employee positive moods.     

Fostering green product innovation through green entrepreneurial orientation: The roles of employee green creativity,green role identity,and organizational transactive memory system

Developing new green products is critical to an organization's achievement of sustainable goals as well as competitive advantage. This study aims to unravel the mechanisms through which organizations with green entrepreneurial orientation (green EO) can foster green product innovation. The dataset for testing these mechanisms was garnered from employees and managers who worked in manufacturing firms based in an Asia-Pacific market. Through a multilevel analysis of the data, the study revealed the positive nexus between organizational green EO and green product innovation. The results of the study further lent credence to employee green creativity as a mediation path for such a relationship. Furthermore, employee green role identity and organizational transactive memory system were found to fortify the linkage between green EO and employee green creativity. These results suggest to organizations how to optimally translate their green entrepreneurial strategy into new green products that met customer preferences and societal expectations.     

How do firms achieve sustainability through green innovation under external pressures of environmental regulation and market turbulence?

Analyses in the fields of environmental and innovation research have hindered our understanding of the real effects of external drivers of firms' green innovation and sustainability behaviors on financial performance. This study compares the ways in which two different external factors drive firms to be green innovative: environmental regulation and market turbulence. By dividing green innovation into green process innovation and green product innovation, we propose that environmental regulation increases financial performance mainly through green process innovation rather than through green product innovation, and market turbulence affects financial performance mainly through green product innovation rather than through green process innovation. The results of an empirical analysis based on a mediation model and panel data on 472 Chinese listed firms for 2006–2017 lend support to our hypotheses. Our study contributes to the green innovation management and sustainability literature by offering a holistic framework for examining how firms pursue green innovation and sustainability in response to two different forms of external pressure.     

An environmental policy of green intellectual capital: Green innovation strategy for performance sustainability

This study examines how green intellectual capital (GIC) affects economic and green performance through green innovation. We show ways in which a firm's performance is influenced by three dimensions of GIC, that is, green human capital (GHC), green relational capital (GRC), and green structural capital (GSC), and use the mediating role of green innovation to explain the relationships. The results of a survey conducted on 138 high-tech firms indicate that the three GIC constructs positively affect economic performance, green performance, and green innovation, respectively. Further analysis finds that green innovation fully mediates the linkage of GHC–economic performance and GSC–green performance and partially mediates the linkage of GRC–economic performance and GRC–green performance. We find that green innovation does not mediate the linkage of GSC–economic performance and GHC–green performance, and this contributes towards business strategy and implementation of green innovation practices.     

The role of green innovation and hope in employee retention

Green innovation is increasingly receiving attention in organisational behaviour and strategic management literature. However, understanding employee's preferences for organisations that have adopted innovative environmental practices have received little attention. This study tests a framework that examines the relationship between employees' preferences for innovative green organisations, hope, and intentions to stay. Data were collected from 403 employees in Australia. Results show that employees' preferences for green innovation drive the emotional state of employee hope, which has a positive effect on employees' intentions to stay with the organisation. This study offers implications for academics and managers, advancing the literature on green innovation, recruitment, retention, and organisational behaviour.