How Green Transformational Leadership Influences Sustainability? Mediating Effects of Green Creativity and Green Procurement

Shah, Ashok Kumar; Yu, Jintian; Sukamani, Dinesh; Kusi, Manita

doi:10.23925/2179-3565.2020v11i4p69-87

Cited by 12 publications

(9 citation statements)

References 51 publications

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“…First, our results show that top management's GTL improves a firm's GOLC (GAC and GTC). This evidence is completely consistent with scientists arguing that there is a significant positive relationship between GTL and green creativity (Chen andChang, 2013a, 2013b;Mittal and Dhar, 2016;Jia et al, 2018;Bahzar, 2019;Zhang et al, 2020a;Shah et al, 2020;Mansoor et al, 2021;Jiang et al, 2021) and followers' green self-efficacy (Chen et al, 2014;Zafar et al, 2017;Zhang et al, 2020b;Farooq et al, 2021) and green mindfulness (Chen et al, 2015a(Chen et al, , 2015b. These findings also confirm the current literature claiming that TL improves AC (Ferreras M endez et al, 2017) and OL processes (Shin and Zhou, 2003).…”

Section: Research Findingssupporting

confidence: 89%

Top management’s green transformational leadership and competitive advantage: the mediating role of green organizational learning capability

Özgül

Zehir²

2022

JBIM

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Purpose This study aims to develop an original green organizational learning capability (GOLC) framework to examine the effects of green transformational leadership (GTL) on competitive advantage (CA) through GOLC by making use of the natural resource-based view (NRBV). Design/methodology/approach The current research proposes GOLC as a novel construct that simultaneously integrates green absorptive capability (GAC) and green transformative capability (GTC). Furthermore, this study presents a theoretical model that investigates GOLC as an intermediate mechanism in the relationship between GTL and CA based on the NRBV. The partial least squares method is used to test the data collected from 265 firms included in the list of Turkey’s Top 500 Industrial Enterprises in 2019 and having ISO 14001 certificate. Findings Top management’s GTL positively affects the firm’s GOLC. Moreover, GOLC positively affects the firm’s CA. This study further shows that GTL has a significant indirect effect on CA through GOLC. Practical implications This study demonstrates how firm managers can be persuasive in adopting GOLC with a critical role in developing and promoting green products and services to improve the firm’s environmental sustainability and CA by exhibiting GTL. Originality/value This research applies the NRBV theory to propose a novel concept, GOLC and develops an integral conceptual model to discover its managerial impacts, antecedent and consequence. No prior literature has examined the impact of top management’s GTL on GOLC and CA.

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Section: Research Findingssupporting

confidence: 89%

Top management’s green transformational leadership and competitive advantage: the mediating role of green organizational learning capability

Özgül

Zehir²

2022

JBIM

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“…In the reviewed literature (Table 1) in the domain of green innovation, it is found that majority of researchers have indicated green product, green process and green service as main element of green innovation (Tang et al, 2018; Wang, Li, et al, 2020; Zhang, Zhao, et al, 2020) which is directly related to the operational activities of the organisation. Moreover, the other angle in the green innovation literature is support activities such as culture (Wang, Xue, et al, 2020; Yang et al, 2017), Institutional quality (Sun et al, 2019) Ambidextrous green innovation, Green Learning orientation and Green Knowledge acquisition (Wang, Xue, et al, 2020), Green Mindfulness (Shah et al, 2020), Green Self‐Efficacy (Zhang, Sun, et al, 2020) and governance such as green transformational leadership (Chen et al, 2014; Çop et al, 2021; Shah et al, 2020; Singh et al, 2020). Another author, Singh and El‐Kassar (2019) pointed out in his research that in this digitalisation world transformation process, the role of big‐data and green human resource management has a vital role in helping to achieve green innovation in the organisation for sustainable performance and organisational performance (El‐Kassar & Singh, 2019).…”

Section: Prior Literature and Framework Developmentmentioning

confidence: 99%

Does adoption of ISO 56002‐2019 and green innovation reporting enhance the firm sustainable development goal performance? An emerging paradigm

2021

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Reporting is a means of communication for companies to their respective stakeholders. The literature on non‐financial reporting has mostly focused on operational, Carbon Discloser Project (CDP), and environmental disclosure to firm performance. This reporting and disclosure approach adopted by companies in their sustainability practices appears to be a normative approach. However, there has been a growing demand by stakeholders to incorporate proactive approach in business activities. To meet that, green innovation practices (GIPs) has been integrated as a new element in environmental reporting, thereby reflecting the proactiveness of companies in their adoption of green innovation reporting (GIR). The objective of this study is to advocate for greater disclosure on sustainability reporting by incorporating the GIPs of companies and substantial, sustainable development goal contribution, along with the moderation of the newly upgraded ISO 56002‐2019 innovation management system. Adoption of green innovation reporting and ISO 56002‐2019 will enhance the level of transparency of business activities and create greater stakeholder confidence along with enhancing the firm's sustainable development of goal performance. Furthermore, an extensive literature review was undertaken to create a GIR framework (i.e., product, process, service and technology) for firms to integrate GIPs into sustainability reporting. The conceptual model proposed the adoption of green innovation reporting and ISO 56002‐2019 innovation management system to firm sustainable development goal. This needs to be injected into the sustainable reporting of companies to reflect their innovativeness, actual sustainable business practices and sustainable development goal performance for the firm.

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“…Team Performance Turkey; Poland (Shah, Jintian, Sukamani, & Kusi, 2022) To study the effect of agile leadership on career success.…”

Section: Operational Outcomementioning

confidence: 99%

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2024

JEMI

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is an interdisciplinary, double-blind peer-reviewed journal, emphasizing theoretical and empirical articles on entrepreneurship, management, and innovation. The journal is published in ELECTRONIC (online first) and PRINT (occasionally) formats. See our website: http://www.jemi.edu.pl.JEMI is an interdisciplinary, focused on economics, business, and management journal that uniquely combines three thematic areas: i) entrepreneurship, including entrepreneurial process, entrepreneurial finance, and SME and entrepreneurship policy; ii) all types of management; iii) innovation, comprising innovation economics, policy, and management. In this vein, the JEMI contributes to economics, business, and management research, as well as business practice and policy in the closely related areas of new venture creation and growth, knowledge generation, retention, appropriation, transfer, and governance, as well as innovation processes and their economic impacts. In a nutshell, our journal addresses the interrelated research fields of entrepreneurial venturing and growth, management, and innovation economics and management. We also acknowledge the context of business venturing, knowledge and innovation, by linking these areas with such background topics as social context of entrepreneurship, environmental and energy issues, human resource migration, or entrepreneurial finance. THE ENTREPRENEURSHIP AREA OF THE JOURNALThe entrepreneurship area of the journal covers the three major topics: 1) venture creation and small business, 2) the impact of entrepreneurship on economic growth including local and regional development, and 3) entrepreneurial attitudes and motives. We invite original papers of theoretical and empirical nature, rooted in the disciplines of economics, management, sociology, political science, and psychology. The interdisciplinary research is encouraged to assure a comprehensive approach to the topics discussed and to advance both theory and practice. THE MANAGEMENT AREA OF THE JOURNALWe welcome articles interpreting contemporary management problems, new methods and management tools, new forms of organization and management, new threats in management, or new challenges in the organization's environment. Management, as a thematic scope of the journal, focuses on theoretical and empirical considerations of various areas (but not limited to): such as strategic management, business process management, operation or production management, human resource management, information management, and network management. THE INNOVATION AREA OF THE JOURNALThe innovation area of the Journal's focus emphasizes a broad range of topics and approaches, including (but not limited to): comparative analyses of national and regional policy or sector issues, such as R&D trends, patents, citations, etc., empirical studies on within-organization innovation management, viewed from various perspectives (organizational behavior, psychology of creativity, organizational structures, styles of leadership and team-building strategies, promoting creativi...

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How Green Transformational Leadership Influences Sustainability? Mediating Effects of Green Creativity and Green Procurement

Cited by 12 publications

References 51 publications

Top management’s green transformational leadership and competitive advantage: the mediating role of green organizational learning capability

Top management’s green transformational leadership and competitive advantage: the mediating role of green organizational learning capability

Does adoption of ISO 56002‐2019 and green innovation reporting enhance the firm sustainable development goal performance? An emerging paradigm

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