This study fills the research gap in the exploration of the relationships between both proactive and reactive green innovations and green product development performance, and examines the mediating effect of green creativity. Structural equation modeling (SEM) is utilized to test the hypotheses. From the sample of 146 valid respondents, the results show that proactive green innovation positively affects green creativity and green product development performance, and green creativity positively affects green product development performance. In addition, our findings also indicate that the relationship between proactive green innovation and green product development performance is partially mediated by green creativity. Accordingly, green creativity plays a critical role for companies to achieve a great green product development performance. However, reactive green innovation does not significantly influence green creativity and green product development performance. Companies should develop proactive green innovation rather than reactive green innovation in order to enhance their green creativity and increase their product development performance.

PurposeIn the face of a changing and turbulent environment, an organizational learning culture (OLC) is crucial for the long-term operation of an organization. A learning culture provides the capacity to effectively integrate employees, and it also provides structure so that an organization can move forward via continuous learning and change. Few empirical results are available from Chinese companies enduring an organizational change. To bridge this research gap, this study investigated the relationships among an OLC, job satisfaction, turnover intentions and job performance during organizational change.Design/methodology/approachA quantitative approach with structural equation modeling (SEM) and bootstrapping estimation was used to test hypotheses developed from a sample of 434 employees in a restructured telecommunications company in Taiwan.FindingsEmployees who experienced a higher learning culture had lower levels of turnover intentions and exhibited better job performance. Job satisfaction had a negative impact on employee turnover intentions but a positive impact on job performance. Moreover, job satisfaction fully mediated the relationships between an OLC and employee turnover intentions and job performance. When encountering organizational planned changes, a vibrant learning culture gave employees a higher level of satisfaction in their jobs and workplace. Although unexpected challenges often appeared during the organizational changes, employees with a higher level of job satisfaction tended to fulfill their own job duties and showed fewer turnover intentions.Originality/valueIn investigating issues related to organizational change, this study provides managerial insights and addresses strategies for facilitating the adoption of an OLC into the design and implementation of a better workplace environment.

The main purpose of this study is to how to enhance the green product development performance from the perspectives of green vision and organizational culture. This study explores the influences of a green shared vision and the environmental organizational culture on the green product development performance in Taiwan's manufacturing industry. It also examines the mediation effect of the green absorptive capacity. The empirical results indicate that both the green shared vision and environmental organizational culture have positive effects on the green absorptive capacity, which in turn positively affects the green product development performance. In particular, the green absorptive capacity completely mediates the relationship between the green shared vision and green product development performance, whereas it partially mediates the relationship between the environmental organizational culture and green product development performance.

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