Green teams: A collaborative training model

Kay, Mark J.; Kay, Sophie A.; Tuininga, Amy R.

doi:10.1016/j.jclepro.2017.12.032

Cited by 18 publications

(12 citation statements)

References 37 publications

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“…Surprisingly, the quantity and quality of green logistics talents (F1), at the third level of the ISM hierarchy, have higher prioritization than other economic factors, which is quite contrary to expectations. This result is different from that of the earlier studies indicating green human resources affect environmental performance [17]. This result implies that professional green talents are more important for business firms to develop green logistics.…”

Section: A Discussioncontrasting

confidence: 93%

“…Then, this process is repeated iteratively until the respective hierarchical levels for all the factors are identified. The reachability set and the antecedent set are determined with (16) and (17) in the following = { |ℎ ≠ 0, = 1,2, … . , }…”

Section: The Ism Methodsmentioning

confidence: 99%

“…In addition, a range of articles has explored the different facets of green human resources that affect environmental performance. Furthermore, the shortage of professional talents has become a bottleneck restricting the development of green logistics [17]. Many managers of green logistics at present do not have comprehensive knowledge background, and many employees have not acquired the necessary knowledge of green logistics.…”

Section: ) Economic Factorsmentioning

confidence: 99%

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Green Logistics Development Decision-Making: Factor Identification and Hierarchical Framework Construction

Zhang

Sun

et al. 2020

IEEE Access

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The influential factors of green logistics development have been an important research topic for academics. However, little attention has been devoted to studying the issue of the prioritization and the hierarchical structure of these factors. The purpose of this study is to identify the key factors influencing the development of green logistics, and to explore the prioritization and the hierarchical structure of the influential factors. An indicator system for influential factors of green logistics development is first developed based on the theory of triple bottom line, including sixteen indicators or factors. The comprehensive influences and the prioritization of these sixteen factors are then analyzed using the DEMATEL method and the multi-level hierarchical structure of these factors is constructed by applying the ISM method. The results indicate that government policies, public supports, laws and regulations, green education, green technology innovations, consumer green demands, quantity and quality of green logistics talents are more influential than the other factors. Social factors including laws and regulations and government policies, public supports and green education are the underlying factors affecting the development of green logistics. Economic factors are at the middle levels and environmental factors are at the surface-level of the hierarchical structure. Recommendations are finally given to governmental agencies and business firms. These findings will be beneficial to promoting the sustainable development of green logistics.

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Section: A Discussioncontrasting

confidence: 93%

Section: The Ism Methodsmentioning

confidence: 99%

Section: ) Economic Factorsmentioning

confidence: 99%

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Green Logistics Development Decision-Making: Factor Identification and Hierarchical Framework Construction

Zhang

Sun

et al. 2020

IEEE Access

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“…Moreover, competences in sustainable development require a combination of different learning activities [36]. An important aspect of teaching programs is the collaboration between higher education and firms to promote concrete actions on sustainability [37].…”

Section: Lean Energymentioning

confidence: 99%

“…To reach this level, the organization must ensure that a number of individuals receive the same education, arrange for a series of improvement projects in different processes and/or at different locations, and arrange for a follow-up and sharing of experiences. Teamwork is seen as necessary to promote actions on sustainability [37], and both quality management and lean do inherently lend principles to such efforts. Here, practices are not local but shared, and built upon a learning organization, synergies across locations, continuity, and integration of energy efficiency improvement with other efforts.…”

Section: Institutionalizingmentioning

confidence: 99%

Lean Energy: Turning Sustainable Development into Organizational Renewal

et al. 2018

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The potential for integrating principles of lean management and sustainability initiatives has been recognized in earlier research. The present study argues for the need to focus on how this should be implemented and to acknowledge the criticality of developing individuals’ competencies to support such integration. The purpose of this paper is to explore the integration of lean and energy efficiency practices and provide practical examples of such integration. This study is explorative in nature and based on a qualitative research approach. Primary evidence was collected through an interview study of 19 participants in a lean energy course, and through a participant observation at a company workshop following up the program results. Secondary evidence was collected on the development and evaluation of this course. By operationalizing sustainability through energy efficiency and combining with lean principles, organizations can exploit continuous improvement efforts for sustainable development. This paper focuses on professional education as a component for integrating improvement initiatives and sustainable development. Whilst professional education enables individual learning, organization-wide efforts are needed to follow up on the educational program and support a scaling-up of lean energy. The scaling-up means that the organization itself encourages the use of principles and tools to identify and remove energy waste and support a move from local practices to shared experience.

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The role of green innovation and hope in employee retention

et al. 2022

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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.

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Green teams: A collaborative training model

Cited by 18 publications

References 37 publications

Green Logistics Development Decision-Making: Factor Identification and Hierarchical Framework Construction

Green Logistics Development Decision-Making: Factor Identification and Hierarchical Framework Construction

Lean Energy: Turning Sustainable Development into Organizational Renewal

The role of green innovation and hope in employee retention

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