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The corporate sector has paid attention to the concept of sustainable development since the emergence of this concept in the late 1980s and the adoption of Environmental Management Systems (EMS) by many organizations is the initiative of these organizations’ exact dimensions. The focus of this research is to compare the status of EMS adopter and EMS non-adopter organizations in terms of Environmental Performance, Occupational health and safety performance, Employee Satisfaction, Operational Improvement and competitive advantage. The overall environmental performance of EMS adopter companies was approximately two times higher than non-EMS adopter companies. EMS adopter organizations’ performance was almost two times better than non-EMS adopter organizations regarding occupational health and safety. The overall Employee Satisfaction level at non-EMS adopter organizations was about three times better than at EMS adopter organizations. The EMS adopter organizations were found to have about three times performance regarding operational improvement. Regarding the competitive advantage gained by the EMS adopter companies compared to the non-EMS adopter organizations, no significant difference was observed between these two categories of organizations. However, The EMS adopter organizations seem to have a slight competitive advantage over non-adopter companies.

The ability to turn a vision into reality is what leadership is all about. In the transformational leadership framework, this research looks at innovative behavior as a decisive variable in Pakistan's IT industry. People are influenced by transformational leadership because it creates a vision, builds morale, and motivates them. Employee turnover is reduced when leaders use the transformational leadership style; such leaders inspire people, listen to them, and find solutions to their problems; as a result, employee satisfaction is increased. The study also examines knowledge sharing as a mediator and the two moderators' organizational identification and learning goal orientation. Both moderators can enhance the effectiveness of knowledge-sharing on innovative behavior. The convenience sample technique was used in this cross-sectional study. Overall, 679 questionnaires were distributed for data collection, with 391 being selected for analysis since these questionnaires contained the most appropriate and complete information necessary for the study's analysis. After gathering data from the 391 respondents, the data was evaluated using the most up-to-date tools for determining model fitness. The findings of this study show that transformational leadership polishes innovative behavior with knowledge sharing serving as a mediator. But when employee organizational identification and learning goal orientation are strong, the results show that knowledge sharing bridges the gap between transformational leadership and employee innovative behavior. Theoretical and managerial implications are discussed in this manuscript.

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