The simultaneous effect of green ability-motivation-opportunity and transformational leadership in environment management: the mediating role of green culture

Abstract

PurposeManagers and management studies have for long assumed the separation of humans and nature that led to criticisms due to overexploitation of resources. This prompted organizations to adopt effective environmental management strategies. In this context, the specialized literature states that green human resource management (GHRM) and green transformational leadership (GTFL) coupled with Green Culture (GC) is considered a central aspect in improving the organization's environmental performance (EP). Based on this argument, this study has shown how GHRM strategies as studied under the heading – green ability, motivation and opportunity (GAMO) and GTFL can help in improving the EP of organizations. Studies have highlighted culture as an important mediator, we have therefore explored the mediating effect of green culture between GAMO and EP and between GTFL and EP.Design/methodology/approachUsing ability, motivation, opportunity theory and resource-based view, we have developed a model with GAMO and GTFL as independent variables, GC as a mediator and EP as the dependent variable. Data was collected from 150 top and middle-level managers working in Indian oil and gas companies, which is 50% of the target sample size and has been analysed using structural equation modelling.FindingsThe research identifies that GAMO and GTFL, in fact, positively influence the EP of organizations. Moreover, GC was found to have a partial mediating effect between both GAMO and EP and GTFL and EP.Research limitations/implicationsDue to several constraints, this study is designed to be cross-sectional. Longitudinal study is encouraged in this area. Further, the study is based on oil and gas industry operating in India, going forward the study can be extended to other sectors, to increase the generalizability of the findings.Practical implicationsThis study clearly shows that by investing in GHRM strategies, organizations will ultimately improve in green activities to improve see improvement in the firm's EP. The findings of this study that clarifies the importance of GTFL in building suitable culture give evidence to the leaders on why they should play a proactive role in leading employees towards environmental sustainability.Originality/valueThe originality of this study lies in studying the simultaneous effect of GTFL and GAMO for improving the EP. Also, studies on green management literature have mostly missed out on the important role of GC in improving EP which is addressed in this study. The data has been collected from oil and gas industry operating in India, which to the best of our knowledge is the first attempt. Overall this study has contributed to the literature on environmental sustainability by underpinning the empirical relationship between GC, GAMO, GTFL and EP which until now has been mostly limited to the conceptual level.

Internal environmental management and green human resource management: significant catalysts for improved corporate reputation and performance

“…GHRM has a positive effect on FP 2.6.2 GHRM and EP. Although a promising area of research interest, the perceived link between GHRM and EP is being slowly pursued by researchers (Jabbour et al, 2013;Roscoe et al, 2019;Rizvi and Garg, 2020). By resorting to a mixed approach in gathering data from firms in the Palestinian context, Masri and Jaaron (2017) established that the relationship between GHRM and EP was positive and significant.…”

The effect of employee's mindfulness on voluntary pro-environment behaviour at the workplace: the mediating role of connectedness to nature

“…Additionally, the items related to each variable were placed on a different sheet of the survey and an "attention check" question was also included. These were specifically done to avoid participants from speculating the linkage between independent and dependents constructs (Newman et al, 2016;Podsakoff et al, 2003;Rizvi and Garg, 2020).…”

“…Moreover, by utilizing both convenient and snowball sampling (participants were requested to share the link with their colleagues and a similar sampling strategy was used in a recent organization sustainability-related studies. For details, please see, Gupta and Gupta, 2020;Rizvi and Garg, 2020) procedure, around 900 employees working at various levels, executive to top management, were contacted directly through LinkedIn. Social media platform like LinkedIn was chosen as it assures data reliability (King et al, 2014), and also an existing study researching green aspects of organizations in the Indian context has deployed LinkedIn to collect data from the employees (Rizvi and Garg, 2020).…”

“…For details, please see, Gupta and Gupta, 2020;Rizvi and Garg, 2020) procedure, around 900 employees working at various levels, executive to top management, were contacted directly through LinkedIn. Social media platform like LinkedIn was chosen as it assures data reliability (King et al, 2014), and also an existing study researching green aspects of organizations in the Indian context has deployed LinkedIn to collect data from the employees (Rizvi and Garg, 2020).…”

The mediating role of green innovation and green culture in the relationship between green human resource management and environmental performance

“…As a result of decreasing and reshaping raw materials, reprocessing performance is improved, resource utilization is reduced, and expenses are reduced [ 8 ]. Additionally, credible pro-environmental messaging from top management motivates environmentally concerned personnel to behave responsibly [ 86 ]. More precisely, messaging that aligns with an staff member aim to mitigate environmental damage might influence how employees convey pro-environmental performance to collaborator [ 87 – 89 ].…”