Purpose While there has been a great deal of research to distinguish the factors that promote the adoption of sustainable consumption, however there has been a very little attention given to the contribution of justice, coping appraisal, and psychological distance. The purpose of this paper is to explore the potential role of deontic justice, protection motivation, and construal level theories to elucidate the green purchase intention. Design/methodology/approach Data were collected from 471 participants in a laboratory experiment. Then, structural equation modeling was carried out to analyze the data. Findings Protection motivation theory is valuable to apply specifically since it introduces the concept of coping appraisal. The findings demonstrate that deontic justice theory (DJT) is a suitable framework that can be employed to shed more light on sustainable consumption. The study shows that consumer can conceptualize a green product at different levels of concreteness or abstraction. Originality/value This study is a pioneering effort to look at sustainable consumption within the context of DJT. It departs from the more traditional research by repositioning moral obligation as the primary driver of green purchase intention and by elucidating when green purchase intention is elevated in investigating the moderating role of mindset.

GHRM practices and green intellectual capital have become major elements of sustainable businesses. On the basis of the Resource-based view and Intellectual Capital-based view, the present study identified the relationship between GHRM practices and organizational performance in a case study focused on the Northern Boarder University employees in Saudi Arabia. The study sample comprised of 100 employees, to which questionnaire copies were distributed to for primary data collection. The study adopted a descriptive and quantitative study approach and based on the results, there is statistically significant relationship between GHRM practices and the performance of organization.

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This study aims to test the impact of digital marketing strategy as an antecedent on customer outcomes (customer satisfaction, customer engagement, and customer loyalty) and the impact of these three outcomes on organizational outcomes. Twenty-five items are used to measure research variables. These items are developed referring to previous related works: digital marketing strategy, customer satisfaction, customer engagement, customer loyalty, and organizational outcomes. According to the research budget and time constraints, a convenience sampling method was implemented in the data collection process. This study applied structural equation modeling (SEM) to test the research hypotheses through AMOS software.The authors conducted a questionnaire to collect data from a sample of marketing practitioners selected from 10 organizations with a total number of 200 respondents. The total number of returned questionnaires is 187 responses. Eleven questionnaires are excluded due to invalid responses. Thus, 176 questionnaires are used to carry out data analysis. The results underline the significant effects of customer satisfaction, engagement, and loyalty on organizational outcomes. The authors noted that customer satisfaction is the most affected outcome by digital marketing strategy, followed by customer engagement and customer loyalty. Additionally, customer loyalty has the greatest effect on organizational outcomes, followed by customer satisfaction and customer loyalty. The findings showed that enhancing organizational outcomes requires marketing managers consider customer outcomes such as customer satisfaction, customer engagement, and customer loyalty, which are affected by marketing strategies. Marketing managers are requested to pay great attention to their marketing strategy, considering its effects on customer satisfaction and other customer outcomes, like customer engagement and loyalty. Likewise, scholars are required to re-test the current model to identify the mediating role of the outcomes mentioned above in the effect of marketing strategy on organizational outcomes.