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This study investigates the relationships between emission reduction, long-term orientation, green strategy, and green innovation among maritime vessel-owning firms of various sizes in the Norwegian maritime sector. A change from the utilization of fossil fuels and move toward more sustainable sources of energy demand substantial financial investments and behavioral changes but are fundamental to preventing further climate change. This study examines the greening of the Norwegian fleet through a structural equation model based upon 246 survey responses. Although our model does not show a significant direct relationship between long-term orientation and emission reductions, we do find that long-term orientation is indirectly related to emission reductions because of its relationships with green strategy and green innovation. Moreover, as mediators, green innovation and green strategy share direct associations with firms' reductions of greenhouse gases and environmentally harmful emissions. Implications for practitioners and policy makers are proposed.

PurposeThe main purpose of this study is to increase the scholarly understanding of managerial growth aspirations in small firms. Research has shown that managers' aspirations are important to ensure firms' growth, but researchers know less of where their aspirations come from and how variation in these aspirations shapes organizational outcomes. By focusing on two growth strategies of particular importance for small firms – innovation and internationalization – the authors map out how managers' ambitious aspirations may create negative organizational effects and also how they may counteract such effects.Design/methodology/approachThe study employs structural equation modeling (SEM) on a sample of 249 Norwegian small- and medium-sized enterprises (SMEs).FindingsThe findings of this study suggest that managerial experience is associated with high aspirations as well as high change effectiveness on the managerial team. The authors find that ambitious growth aspirations are associated with exploration in the form of radical innovation but also lead to reduced employee well-being. Managers' level of perceived change effectiveness, on the other hand, is positively associated with radical innovation and also raises employee well-being.Research limitations/implicationsThis study highlights the positive and negative effects of managerial aspirations on different organizational outcomes. Further, it shows that managerial teams working effectively together in the face of change is important for the well-being of employees. Results confirm the positive relationship between aspirations for growth and applied growth strategies in organizations. The data sample is, however, extracted from one country only, and the authors cannot exclude the possibility that findings will be different elsewhere.Practical implicationsTo ensure successful growth, managers should combine ambitious aspirations with attention to the top management team's (TMT) experience levels and change effectiveness. Assessment of possible needs for development and adjustments could ensure growth processes with limited negative effects for employee well-being.Originality/valueBy distinguishing between growth through international sales (exploitation) and growth through a more change-intensive strategy of radical innovation (exploration), the authors investigate how variations in managerial aspirations and perceptions influence organizational growth processes. This paper paints a unique picture of how managers can be both the cause and cure of employee well-being in change-demanding situations.

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Purpose Agile organisations do not arise from a single characteristic but comprise a combination of various aspects. Thus, this study aims to examine the combined effects on organisational agility regarding firms’ utilisation of digital technology to create value during the COVID-19 pandemic, how firms perceive uncertainty related to their own organisational response and the degree to which they have an entrepreneurial mindset. Design/methodology/approach Using a fuzzy-set qualitative comparative analysis, this study investigates 355 established firms and start-ups in Norway. Findings This study finds digitalisation is required for agility to develop, but that it needs to be combined with having an entrepreneurial mindset or being a start-up and lower levels of perceived uncertainty. Hence, entrepreneurial mindset and low uncertainty are important factors for digitalisation, and in turn, for agility to be developed. Originality/value Agility is recognised as being pivotal for firms’ competitiveness and innovation and argued to be significant in overcoming sudden economic shocks. However, lacking empirical scrutiny are investigations into the relationship between digitalisation and agility, and how digitalisation might act as a driver for building agility, which the authors tackle herein.