Abstract

     Green innovation is an essential and burning topic for environmental and organizational performance. Therefore, this research aims to examine the effect of green innovation on environmental performance, which leads to organizational performance. Another objective is to measure the impact of two dimensions of green innovation, such as green process & green product measures, on green innovation. The second prime aim of this research is to evaluate the moderation of management commitment & human resource practices in an association between green innovation and organizational & environmental performance. A total of 320 employees provided their perspectives on a self-administrated questionnaire from the textile industry of Pakistan. We have employed SEM-based multivariate modeling to examine the data. This research has measured the reflective indicators measurement model through confirmatory factor analysis, an obvious choice of structural equation modeling to examine observed and unobserved variables and indicators using PLS-SEM (partial least square-structural equation modeling). The research findings reveal a positive & significant effect of product & process innovation on green innovation. Further, green innovation significantly impacts environmental and organizational performance. A two-way interaction (moderation) of human resource practices & green innovation does not have a cogent moderating effect on organizational & environmental performance. However, management commitment has a significant moderation between green innovation & organizational performance. A three-way interaction (moderated moderation) model finds a substantial effect on organizational attainment but an insignificant impact on environmental performance. The research outcomes significantly contribute and suggest that practitioners and policymakers must institutionalize green innovation practices in their organizations to enhance their organizational and environmental performance. HR practitioners play a vibrant role in creating green norms and organizational culture. The study findings also suggest that management commitment to green innovation advocates organization-level transformations toward adopting green practices.

Introduction

     With the advent of technology and scientific advancements, the world has provided immense exposure to artificial resources, making life leisurely. However, artificial resource opulence has come at the cost of sustainability and the environment. The world has thus been facing issues with balance acquisition between sustainable usage of resources and economic development [1,2]. Managing both have been a great concern for the economies as one comes at an expense and tradeoff. Researchers have observed that economic growth and sustainability cannot go together [3,4]. Green growth and general innovation are well recognized for their interrelationship [5]. It is essential to observe that national economic development is established through soaring industrial activities [6]. In this essence, Segerstrom [7] validated through his proposed model that firm-level innovations immensely support economic growth. Green innovation is beneficial to prevent the environment from pollution, help in recycling waste, and could also save non-biodegradable energy [8,9]. Moreover, green technologies could achieve sustainable development [10,11]. In order to implement and achieve the target of green innovativeness, firms need to adopt teamwork within their organizational ecosystems (Muisyo et al., 2022). The said process can be run by key parameters such as the organizations’ access to large-scale data, the commitment of the management, and proper usage of human reserves [12,13], among other considerations. The outcomes demonstrated that firms are enticed to accept green innovation practices when internally and externally motivated organizations. Internal motives combine management’s commitment and supplier’s partnership, whereas external motives are regulations and demand pressures from customers. Thus, there is a direct relationship between the two [14]; (Parmar et al., 2022). Organizations can enhance their performance through green innovation as green practices guide them to devise strategies that can help them use fewer resources, reduce the chances of harm, and create a carbon footprint in the organization [15]. The green revolution is a unique strategy that permits organizations to create new techniques and systems that help organizations enhance their performance [16,17].

Conclusion 

     This study evaluated the connotation between green product & process innovations and green innovation. Moreover, the study examined the impact of green innovation in affiliation with organizational & environmental attainment. The study’s findings explored all the hypotheses devised to meet study objectives. Moderation effects of management commitment towards greening and green human resource practices were also examined between the primary relationship. Primary responses were obtained from the mid-career and upper management of the textile sector of Pakistan. This research revealed that product & process innovations have a cogent and affirmative effect on green innovation. The findings further demonstrated that green innovation exerted an affirmative and cogent effect on organizational & environmental performance. Thus, the senior management should seriously consider green innovation projects to increase the firm’s environmental performance and the long run, sustainable competitive growth. While evaluating the moderating effect of HR practices on environmental attainment, the findings are not supported.

Abstract

This literature review aims to examine the relationship between Green Human Resource Management (G-HRM) practices and various outcomes, including employee green attitudes, employee green satisfaction, client green satisfaction, employee green behavior, and organizational green performance. We reviewed existing literature on G-HRM practices and their impact on the selected outcomes. The review process involved the identification of articles through a systematic search in Scopus and Web of Science databases from January 2013 to December 2023. The search retrieved 2142 citations; of them, a total of 17 articles were deemed eligible for this review. The reviewed literature provides good evidence supporting a positive predictive relationship between G-HRM practices and employee green attitudes, employee green satisfaction, client green satisfaction, employee green behavior, and organizational green performance. However, there is a notable gap in studies exploring the influence of G-HRM practices on employee and client satisfaction. Overall, G-HRM practices emerge as a crucial tool for fostering environmentally conscious attitudes and behaviors among employees, ultimately contributing to enhanced employee satisfaction and improved organizational ecological performance. Future research should pay attention to the mechanisms underlying these relationships and explore potential moderating factors to enrich our understanding of the interrelated dynamics between G-HRM practices and sustainable outcomes.

Introduction

The growing concern for environmental sustainability and corporate social responsibility has prompted organizations to adopt alternative avenues to meet these responsibilities (Martin et al. 2014). As emphasized by the United Nations General 17 Sustainable Development Goals (SDGs), organizations need to operationalize and integrate sustainability in their strategy, plans, and actions. Therefore, they can address the current and forthcoming stakeholder needs and ensure a better and sustainable future for all, balancing economic, social, and environmental development (Fonseca et al. 2020). Moreover, academic research (Leal Filho et al. 2023) highlights the need for stronger action to avoid major challenges such as climate catastrophe. One way to foster sustainable practices can be the application of Green Human Resource Management (G-HRM) (Pham et al. 2020). G-HRM, as a general term, refers to the integration of environmentally friendly practices into HRM strategies and policies (Ren and Hussain 2022). It is increasingly recognized as a means to enhance an organization’s environmental performance and overall effectiveness (Munawar et al. 2022).

The adoption of G-HRM policies represents a proactive approach by agencies to enhance their environmental and overall performance. By integrating G-HRM practices into HRM strategies, organizations aim to foster positive attitudes, behaviors, and overall performance (Farrukh et al. 2022). Previous studies of the impact of G-HRM policies on employee and organizational performance in terms of green attitudes, satisfaction, behaviors, environmental performance, and client satisfaction provided promising results. The body of literature examining the impact of G-HRM practices on organizational and employee performance underscores the pivotal role that environmentally conscious human resource practices play in shaping both individual and organizational outcomes (Faisal 2023). Scholars such as Ren et al. (2018) assert that G-HRM practices significantly influence employee attitudes and behaviors toward environmental sustainability, fostering a sense of ecological responsibility among employees (Ren et al. 2018). Additionally, research by Albloush et al. (2022) suggests a significant relationship exists between G-HRM and organizational performance, as well as between G-HRM and human capital development, demonstrating that integrating sustainability into human resource strategies can enhance an organization’s environmental standing (Albloush et al. 2022). These findings align with insights from other works, such as those by (Baykal et al. 2023) and (Shafaei et al. 2020), which highlight the positive impact of G-HRM on employee job satisfaction and commitment to green initiatives. However, the literature also reveals nuanced outcomes, as observed in the research by (Aggarwal and Agarwala 2023), which identifies the mediating role of organizational culture in the effectiveness of G-HRM practices.

Conclusions

In conclusion, the reviewed literature provides good evidence supporting the positive predictive relationship between G-HRM practices and employee green attitudes, employee green satisfaction, client green satisfaction, employee green behavior, and organizational green performance. However, limited studies have examined the influence of G-HRM practices on employee and client satisfaction, and there is a need to include these outcomes in future studies. As organizations prioritize sustainability, G-HRM practices emerge as a critical tool for fostering environmentally conscious attitudes and behaviors, thereby contributing to both employee satisfaction and organizational ecological performance. Future research should focus more on the mechanisms underlying these relationships and explore potential moderating factors to further enhance our understanding of the dynamics between G-HRM practices and sustainable outcomes.

Abstract

This study aims to analyze the role of green transformational leadership and human resource management in organizational performance with the mediating effect of green innovation. The study also proposes the moderating role of commitment to management change. The study used a quantitative research method with a random sampling technique and surveyed 235 managers from the Cement industry across Pakistan. The statistical techniques used to assess the study’s hypotheses were partial least squares structural equation modeling (PLS-SEM) and SPSS. The findings show that green transformational leadership and HRM positively impact organizational performance, with green innovation partially mediating effect. Furthermore, affective commitment to management change strongly moderates the relationship between green innovation and organizational performance. In addition, the proposed relationship is based on the resource-based view (RBV) theory. Therefore, Managers and executives should adopt green principles and practices and build an environmentally friendly culture that encourages employees to engage in green behaviors and activities to improve organizational performance. To successfully implement green practices in a developing country like Pakistan, the Cement sector must understand how the cement industry improves its performance and whether employees demonstrate green innovation.

Introduction

In recent decades, scholars have recognized the significance of Green HRM and green leadership in shaping the operational practices in modern firms [1]. In this regard, and for the efficient and effective management of operations, technology advancements, and rising stakeholder pressure have motivated firms to discover and implement cost-effective and long-term methods to improve organizational performance [2,3]. Enhancing performance has emerged as a primary problem for businesses, requiring the effective utilization of organizational resources and adopting environmentally sustainable practices in Green HRM and eco-friendly activities [4]. The significant rise in globalization and social responsibilities demands justifications for adopting optimal Green HRM practices and integrating data analytics to enhance decision-making [5,6]. To ensure the sustainability and advancement of green business activities, dominant policies encompassing Green HRM, innovation, leadership, environmental quality, and social well-being are essential. Businesses can mitigate their adverse environmental and societal impacts by implementing GHRM, green leadership, and innovative practices [7]. Green HRM comprises three crucial components: motivating employees to enhance their engagement, providing them with green opportunities, and assisting in developing their green skills, which are essential abilities [8]. The underlined components of Green HRM address staff recruitment, selection, development, and training with an environmentally conscious focus; the potential for adopting green practices encompasses employee involvement and green leadership [9].

Discussion

Our empirical work has examined the interactions among variables such as green transformational leadership, HRM, innovation, affective commitment to management change, and organizational performance of the cement industry in Pakistan using theoretical insights from RBV theory. Our study has thoroughly explained all three hypotheses and their sub-hypotheses, showing that the performance of an organization can be improved through green transformational leadership and HRM. This improvement is achieved through the mediating role of green innovation and the moderating role of affective commitment to management change. There is a strong and positive association between all three hypotheses.

Our study found that green transformational leadership influences firm performance by establishing a clear environmental vision, motivating individuals to adopt green practices, increasing employee commitment to achieving environmental goals, and encouraging staff to create and disseminate new green practices; these results are similar to past findings [41]. The results demonstrate that transformational leaders who foster their employees’ green practices to motivate them have excellent potential to execute green prospects effectively.

Abstract

The project selection criteria are required for an effective project lifecycle, and the selected projects should correspond with organizational aims and objectives; yet, the organization lacks severely in its ability to act decisively on the problem. Hence, this study aims to highlight the best project selection criteria that are related to organizational success. In this manner, a quantitative survey approach was used, with closed-ended questions distributed to employees in Pakistan’s construction industry. The relationship between project selection criteria and organizational performance was evaluated using structural equation modelling in SmartPLS through measurement and structural models. The findings reveal that a significant positive correlation was found for all the project selection criteria, except for the financial criteria. Furthermore, the results demonstrate that project selection criteria are critical for organizational success; hence, the findings will assist organizations in making better project selection decisions.

Introduction

Organizations choose projects based on the many potential prospects that is why it is regarded as one of the most difficult decisions to make [1] . There are various aspects associated with project selection, such as cost, financial, and time-based criteria [2] and any mistreatment may result in an outbreak of an obstacle [3] , [4] . An organization’s project selection problems develop when there are inadequate resources to take advantage of; hence, project selection criteria are devised to select the cost-effective projects [5] , [6] . A significant part of project management-related research revolves around organizational performance [7] which is critical for the success and survival of today’s numerous commercial and economic operations due to market rivalry for cash, consumers and inputs [8] . Organizational performance is central to today’s industrial activity [7] , [9] and is considered a collection of all the businesses accomplishments which are then committed towards a structural goal for organizations in a given period. The notion of organizational performance is linked with the persistence and achievements of a firm [8] , [10] where several constructs have been linked and studied afterwards [11] . Organizational performance measures comprise several financial measures including budgeting, cash flow cash flow, cost-cutting, and profitability [12] .

The criteria used to select projects can vary depending on the organization’s goals, industry, and available resources. The relationship between project selection criteria and organizational performance is complex and multidimensional [13] , [14] . The influence of project selection on organizational performance has been studied in various fields, including information technology, engineering, and construction. A few studies suggest that selecting projects based on strategic alignment and financial feasibility can improve project outcomes and overall organizational performance [15] , while other studies have found that selecting projects based on risk and organizational capability can lead to better project outcomes and performance [16] . Hsu [17] investigated the relationship between project selection and organizational performance in the construction industry and found that project selection criteria, such as financial viability, strategic fit, and technical feasibility, had a significant impact on project success. Similarly, Lind and Culler [18] investigated that the effect of project selection on the performance of information technology projects and found that effective project selection was positively associated with project success and organizational performance. Beldek, et al. [19] studied the financial, social, technical, and risk criteria in the context of Turkish industries, however, the study was limited to the number of selection factors. Hence, adding upon on their outcomes, the current research has added two more criteria namely environmental and management support criteria in the context of Pakistani industries as supported by Bhatti, et al. [11] .

Conclusion

The relationship between project selection criteria and organizational performance is complex and multidimensional. Few studies have investigated this relationship in service industries and identified institutional, financial, risk and technical criteria as key criteria for project selection, however, still, there is a gap in the body of knowledge that has been covered by this work. Hence, this research aimed to investigate the impact of project selection criteria on organizational performance through a quantitative analysis. Based on the assessment, the general significant finding is the positive relationship between project selection criteria and organizational performance, which confirms previous studies’ findings emphasizing the crucial role of project selection criteria for individual and organizational performance. Overall, the results support the constructs and validate the positive relationships between the five project selection criteria mentioned above and organizational performance. Only the relationship between financial criteria and organizational performance was insignificant in this study. The findings of this research can aid higher-ups in construction organizations in better project selection for their organizations. This research contributes to previous literature by adding two more criteria namely environmental and management support criteria in the context of the construction industry.

Abstract

     The deployment of Artificial Intelligence (AI) has been accelerating in several fields over the past few years, with much focus placed on its potential in Business-to-Business (B2B) marketing. Early reports highlight promising benefits of AI in B2B marketing such as offering important insights into customer behaviors, identifying critical market insight, and streamlining operational inefficiencies. Nevertheless, there is a lack of understanding concerning how organizations should structure their AI competencies for B2B marketing, and how these ultimately influence organizational performance. Drawing on AI competencies and B2B marketing literature, this study develops a conceptual research model that explores the effect that AI competencies have on B2B marketing capabilities, and in turn on organizational performance. The proposed research model is tested using 155 survey responses from European companies and analyzed using partial least squares structural equation modeling. The results highlight the mechanisms through which AI competencies influence B2B marketing capabilities, as well as how the later impact organizational performance.

Introduction

     The deluge of data combine with the availability of processing power and storage on digital devices has created a renewed interest in artificial intelligence (AI) in multiple fields over the past years (Enholm et al., 2021). Intense competition among organizations all over the world has also accelerated the need to deploy AI in order to gain an edge over rivals (Ransbotham et al., 2018). AI is not perceived by most C-level executives as a core competence that organizations must foster to remain competitive in the long-run (Kietzmann & Pitt, 2020). One key area of AI use within organizational operations has been B2B marketing (Mikalef et al., 2021). Intelligent solutions to augment B2B marketing capabilities are necessary in a complex business environment, as B2B operations often deal with massive informational complexity and the requirement to make quick decisions. In this regard, AI has the potential to revolutionize how conventional activities are performed due to the ability to process ever-increasing volumes of data, and provide rich insights on key business partners and customers (Bag et al., 2021). Furthermore, AI applications have been suggested to enable automation of many manual processes which can help alleviate bottlenecks and increase operational efficiency in B2B operations (Paschen et al., 2020). In fact, a recent survey on business executives conducted by Garner indicated that the majority believe that AI is likely to be a key development in their business within the next years (Shin & Kang, 2022).

Analysis

     To examine the validity and reliability of our proposed research model, we built on a partial least square based structural equation modeling (PLS-SEM) analysis. We used SmartPLS 4 as the software to run analyses (Ringle et al., 2015). For the type of analysis we conduct PLS-SEM is deemed as an appropriate technique as it allows the examination of the relationships between dependent, independent, and mediating variables (Hair et al., 2011). As PLS-SEM is a variance-based approach, it allows for (i) flexibility concerning normality, (ii) use of reflective and formative constructs, (iii) analysis of models with smaller samples, and (iv) the potential of theory building (Nair et al., 2017). Over the past years, PLS-SEM has widely been used for the analysis of models with complex relationships between constructs in several subject areas (Ahammad et al., 2017, West et al., 2016). Furthermore, PLS-SEM enables the identification of indirect and total effects, which makes it making it possible to not only simultaneously assess the relationships between multi-item constructs, but also to reduce the overall error associated with the model (Astrachan et al., 2014). The sample of 155 responses of this study surpasses both the requirements of: (1) ten times the largest number of formative indicators used to measure one construct, and (2) ten times the largest number of structural paths directed at a particular latent construct in the structural model (Hair et al., 2011). Furthermore, as the research model we examine builds on exploratory theory building instead of confirming, we consider that PLS-SEM is the best alternative.

Abstract

Competing effectively in the contemporary marketing landscape is becoming increasing challenging. Equally increasing therefore is the pertinence for organisations to be customer oriented. Academic discourse emphasises the need for more customer-oriented approach. Inspired by gaps in the literature, this study explores the contingency factors and performance implications of customer accounting in the Kuwaiti financial services industry. A questionnaire was used to collect data, and data analysis was based on 115 responses from management accountants of participating firms. This study reports critical insights that enhance the no one-size fits all notion of contingency foundation. For organisations in the industrial and geographical setting covered in this study, the insights from this study offer relevant cues for optimising customer accounting operationalisation and maximising the organisational performance impact. The limitations of this study have been acknowledged and critical directions for further knowledge development flagged.

Introduction

For many decades, scholars have emphasised the importance of management accounting in organisational dynamics (e.g. [1,2,3,4]. Theoretically, it is contended that if organisations endorse and effectively implement management accounting practices, they would achieve improved performance. A plausible rationale for that argument is that management accounting plays the critical enabling role of providing management with relevant information to enhance managerial decision-making for overall organisational performance (e.g. [5,6,7]. Given this importance, there is increasing research interest on management accounting practices (e.g.[4, 6, 8,9,10].

Despite that increase, there is still much room for empirical research towards enhancing the understanding of this topic. (e.g. [6, 11,12,13,14]). Bearing in mind that successful managerial decisions improve overall organisational profitability [15, 16] and also that the extent to which the overall organisational profitability is improved hinges on strategic alignment (e.g. [17,18,19]), the focus on management accounting has evolved much for over 25-years now, with scholars emphasising more the strategic component (strategic management accounting) (SMA). Within this focus, scholars advocate for a management accounting approach that gives due attention to the need for accounting for strategic positioning [19,20,21]. Elaborated by Langfield-Smith [9], SMA advocates contend that accounting should be strategically tailored towards achieving a more market-oriented focus.

Discussion and conclusion

Theoretical implications
This study contributes to the understanding of customer accounting practices usage, contingency factors, and organisational performance impact (e.g. [6, 24, 25, 51]). With regard to customer accounting practices usage, this study contributes in the way of reinforcing prior research that underlines the importance for a customer-oriented accounting approach in management accounting (e.g. [6, 10, 24, 25]). The results from this study show that Kuwaiti FSOs are embracing customer accounting practices as a way of staying customer oriented.

Secondly, this current study contributes to the literature on the contingency factors of customer accounting practices usage (e.g. [6, 24, 25, 48, 51]). The evidence from this study offers supports and contrasts to past literature, an outcome that thus add support to the contextual intricacies that surround contingency features. This study argues that competition intensity would aid the adoption of customer accounting practices, evidence that reinforces Foster and Gupta [48] but contrasts Ojra [6] who found no support in the Palestinian context. Furthermore, this current study supports and contrasts Guilding and McManus [51] who suggest a support as well as contrast for the notion that high competition intensity would lead to high customer accounting practices usage.

Abstract

Although the importance of fostering organizational creativity and open innovation is becoming more widely acknowledged, there are still few empirical evidence on the impact of creativity and innovation on enhancing SMEs performance. Moreover, previous study argued that the effect of creativity and innovation is still inconclusive, especially in SMEs. SMEs sometimes perceive that research and development is a costly activity and it doesn’t view as the activity that can directly improve performance. This study aims to examine the effect of organizational creativity and open innovation on SMEs performance. Data used in this study was collected from 206 SMEs located in several regions of Indonesia. The collected data then being analysed using PLS-SEM and this study found that all the hypotheses constructed were accepted. The findings indicate that organizational creativity and open innovation are significantly and positively influence SMEs performance. On the other hand, this study also treats organizational creativity as a second order variable that is formed from a combination of individual creativity, group creativity, internal environment, and knowledge creation where most study only consider individual and group creativity as aspect that formed organizational creativity. The result of this study provide evidence that organizational creativity that is formed by those four aspects has the ability to directly improve SME performance. Theoretically, this study contribute to the debate on how organizational creativity and open innovation can directly improve SMEs performance. Practically, this study provides insight to SMEs manager regarding how organizational creativity and open innovation can contribute to SMEs performance.

Introduction

Every organization will try to obtain optimal performance to achieve organizational goals while being superior to its competitors (Pap et al., 2022). However. the performance of an organization is determined by its ability to innovate both in producing a product or service (Rumanti et al., 2021). Organizational performance is a concept that includes all activities within an organization or company, both those that produce products and services. Organizational performance refers to the implementation of the organization’s vision, mission, goals, and activities (Pap et al., 2022) which are supported by the concept of innovation, one of which is open innovation (Lopes et al., 2022). Innovation is one of the drivers in the organization in an effort to accelerate optimal organizational performance while at the same time reflecting the main goals of the organization (Rumanti et al., 2021). Organizational performance is a key construct in management research and has received a lot of attention from interested parties in an organization (Scaliza et al., 2022, Rumanti et al., 2022, Singh et al., 2021). Organizational performance is also supported by the existence of an innovation related to the creation of new services and products, especially innovation that is open, namely open innovation. Organizational performance can be influenced by the organization’s ability to innovate, especially from external parties (open innovation) (Rumanti et al., 2022).

Conclusion

6.1. Main result
This study was able to identify organizational performance through organizational creativity and open innovation. Each plays a role in achieving more optimal organizational performance and supporting organizational goals. Through the research model produced in this study, the relationship and influence of organizational creativity and open innovation will be identified on organizational performance as well as the analysis and implications of both implications for relevant theory or science as well as implications for managerial activities within the organization. The magnitude of the influence of organizational creativity and open innovation on organizational performance will become a reference in evaluating organizational creativity and open innovation processes that will support the performance of Indonesian SMEs. Where construction is studied in the context of SMEs, a sample of 206 SMEs is obtained using a purposive sampling technique. The results of this study provide empirical evidence showing a positive effect of organizational creativity and open innovation on organizational performance. Organizations that prioritize and actively cultivate a creative and innovative culture will likely see increased overall performance. These two main variables have been proven to improve the performance of an organization to reach optimal points in a more challenging business environment. This can be achieved through various means, such as encouraging employee participation in the innovation process, enhancing the individual creativity of employees, and promoting a learning-oriented culture.

Abstract

     Scholars have emphasised the importance of green settings in today’s business paradigms. Studies on green behaviour have produced a plethora of noteworthy discoveries, whether focused on financial success, individual capabilities, or development. However, despite significant growth in interest in green business practices, the relationship between individuals’ willingness and green competencies has received little attention. This article used the customised green competencies conceptual model to investigate how green skills influence organisational performance and their relationship with the willingness moment. This article developed an innovative human resource management approach to address these difficulties. A questionnaire was used to perform empirical statistical research with 516 respondents from Serbian universities. Different mathematical and statistical methodologies were used to analyse the results. The findings corroborate the suggested theoretical model, and they suggest that green competencies will influence people’s willingness to participate in green activities. This article gives new information on human behaviour and organisational effectiveness in a green atmosphere. It includes managerial and practical consequences and recommendations for businesses looking to improve their social responsibility and environmental sustainability

Introduction

     Rapid development as a result of technology and scientific developments and many social, health, and financial crises in recent decades and worldwide trends have had a significant impact on business and the environment [1,2]. In today’s global business climate, the only certainty is uncertainty. Many ongoing modern concerns have prompted changes in how organisations think about their objectives. Due to the ever-changing business environment in the age of globalisation, businesses face numerous challenges [3]. Recent difficulties and globalisation have a catalytic effect in all aspects of contemporary life and business [4], driving organisations to grow resiliently and sustainably. To preserve and acquire a competitive edge, organisations must adapt their business models to be more inclusive, pro-environmental, and innovative. Innovation for more significant influence entails developing innovative products or procedures to assist the organisations’ beneficiaries and effectively address critical challenges [5]. The growing need for sustainable techniques can be seen in all industries [6], and there has recently been a slew of studies on sustainability and financial performance [7].

Conclusions

     According to the findings, the aim of the paper was fulfilled. Natural green competencies, acquired green competencies, and attitudes toward green behaviour of an individual affect the willingness of the same individual. Furthermore, university students are involved in environmental protection, although their attitudes and understanding about environmental preservation vary. However, much more can be done to raise student understanding of this critical issue. In this regard, both students and universities should work harder to promote environmentally friendly behaviour and green competencies, leading to improved green performance.

      Green settings have become an essential part of the contemporary business environments, and it forces organisations to shift business paradigms to be more inclusive, proenvironmental, and innovative to maintain and gain a competitive edge. Furthermore, every forward-thinking organisation should consider incorporating sustainability into its processes to build future growth strategies. Green competencies of individuals are an essential part of this process. This paper endeavoured to examine how organisational performance is influenced by green competencies and willingness of individuals, and their interdependence and mutual relations. As a result, it can be concluded that a more inclusive and pro-environmental approach will have direct and indirect impacts on organisational growth, financial performance, and the environment. Accordingly, it means that embracing modern pro-environmental trends and nurturing green competencies benefit organisations in many ways.

Abstract

     The mission of the Institute of Industrial and Systems Engineers (IISE) is to serve those who solve complex and critical problems of the world. Notably, the research–practice gap in Operations Management (OM) marginalizes the value and relevance of the IISE. To maintain and enhance the impact of the IISE, we identify major bottlenecks that limit the industrial installation of OM research outcomes. Ranked by the relative importance, the three bottlenecks are verifying the performance improvement, building trust with practitioners, and balancing model accuracy and simplicity, respectively, in the stages of value verification, implementation and development. We propose potential research opportunities and illustrate the challenges and opportunities using real case studies from three Fortune Global 500 companies. In particular, we emphasize the role of data-driven decision methods in dealing with the three bottlenecks.

Introduction

     It is crucial for the Institute of Industrial and Systems Engineers (IISE) to guide Operations Management (OM) practitioners toward achieving OM practice excellence. The mission of the IISE is to serve OM practitioners who solve complex and critical problems encountered in the world, and often need to deal with complicated and integrated systems that suffer from customer dissatisfaction, excess inventory costs, and low product quality. Therefore, it is imperative for the IISE to capture the full potential of successful OM practice.

     However, the academia that studies OM has generally been following, rather than leading, business practices (Simchi-Levi, 2014). The inability to lead OM practices is often due to numerous failed implementations of OM models. After many years of OM projects with industry collaborators, we cannot emphasize enough how important a successful implementation is for a research project. Further, we are astonished by the difficulties associated with ensuring an OM implementation with precise and unified standards across different departments. Companies have been appropriately cautious about new OM models because they cannot fully reap its benefits (Ibanez et al., 2018; Sun et al., 2021).

Conclusions

     The future is promising as more OM research tends to bring the theoretical studies close to practical issues. The authors have extracted the data of all the 300 OM-related projects funded by the National Natural Science Foundation of China (NSFC) from 2016 to 2021. Table 1 categorizes the subjects of all the projects by new business model, new technology & Supply Chain Management (SCM) finance, product & behavior, green & health-care & agriculture, and traditional SCM. It is surprising to see that almost all the subjects are driven by real practices, and few project proposals even involve preliminary plans for industrial implementations.

     The academic community has always emphasized novel and mathematically provable methods and reproducible results, yet none of which are required for complex realworld issues (Sodhi and Tang, 2008). To thrive, the ISE research community should focus on overcoming the challenges that hinder successful practical applications and embrace cooperation with data-driven decision methods so that our research community will stay relevant and impactful. Combined with real case studies, we list and analyze the key challenges. Ultimately, these challenges can stimulate research opportunities such as user-centric algorithms and explainability. We hope that this article will encourage more ISE researchers to embark on research that can help close the gap when it comes to implementing new OM research ideas into practice.

Abstract

     It is important to unearth the role of structural change factors for sustainable growth in developed economies. Economic complexity, export product quality, and institutional indicators represent the overall structural change and transformation in an economy. This paper probed the influence of export product quality and economics of complexity on economic growth for 28 OECD (Organization for Economic Co-operation and Development) countries using the data from 1990 to 2019. In doing so, the study employs three-panel data econometric models to investigate the role of economic complexity, export quality, and institutional quality on economic development. The paper performs the empirical tests, including the cross-sectional related dependency methods and cointegration techniques. As per the results emerging from fully modified OLS (FMOLS) and dynamic OLS (DOLS) estimation, export quality and financial development positively and significantly strongly impact growth in the long run. The empirical conclusions report detailed discussion on sustainable growth and discuss novel implications concerning product quality and institutional performance. The conclusions stress the practical implications for sustainable economic growth of OECD economies.

Introduction

     Over the last decade, there has been rising research in describing and analyzing countries’ productive structures. New measures of the economic complexity index have been developed to determine the sophisticating nature of the procedure of production making and gains from trade. According to Hidalgo and Hausmann (2009), the economic complexity helps to analyze countries’ productive capacities and the product quality of exports. Since they are more effective in estimating economic growth than traditional predictors, like GDP per capita, they are now widely used (Hausmann et al., 2014). Economic complexity occurs in a country if it can produce diversified products and export products have a more complex production structure. More specifically, economic complexity is the expanse of productive knowledge a country possesses that impacts economic performance. According to Lapatinas et al. (2019), it has been observed empirically that countries with higher complexity tend to gain additionally from trade and have a high degree of trade openness. Countries with advanced levels of economic-based complexity have higher economic capabilities since they utilize more intensive technology and high skilled labor (Hartmann et al., 2017).

Concluding remarks and implications

     International trade and industrial activities are conducive to the economic development of emerging and developed economies. However, the bolster economic objectives come with the repercussions of environmental externalities and structural transformation challenges. The on-hand research study is an effort to examine the heterogeneous impacts of structural change and institutional quality on economic growth. In doing so, the current study draws novel conclusions and implications regarding the sustainable development goals and sustainable growth in developed economies. This research attempted to explore the nexus among economic growth, economic complexity, export quality, financial development, human capital, renewable energy, and institutional quality for 28 OECD economies. In doing so, the study employed the annual data from 1990 to 2019 and tested three model specifications using extensive empirical analysis such as cross-sectional dependency tests by Pesaran (2015), Westerlund cointegration tests, and Pedroni cointegration tests, FMOLS, and DOLS.

     The empirical results highlight that greener and renewable energy have an important role to play for industrial activities, economic development and it can act as an alternative to achieve sustainable economic growth. Export quality leads to strengthening the trade by improving the quality of products, ultimately it can lead towards the economic progress of countries. Further, it can be interpreted that overall economic complexity encompasses financial development and product complexity, both of which are conducive for the growth of the economy.

Abstract

     How entrepreneurial orientation facilitates the identification of new opportunities in newly established ventures in emerging economies remains largely unexplored. Approaching entrepreneurial orientation as a second order latent construct, we examined the mediating role of opportunity recognition on new venture performance. Using a survey data from 316 SMEs, the results of the analysis in SmartPLS highlights that entrepreneurial orientation indirectly contributes to the performance of new ventures, where the relationship is partially mediated by opportunity recognition. The findings show that firms with high entrepreneurial orientation can identify and exploit new opportunities as well as enjoy superior performance.

Introduction

     Many emerging economies are confronted with immense challenges such as uncertain markets (Czakon et al. 2020; Yu et al. 2020), globalization (Fatima 2017), new market systems (Alvarez et al. 2015) and intense competition (Chari and Banalieva 2015). As compared to developed markets, new ventures suffer from a higher failure ratio due to institutional challenges. For instance, Wang and Chen (2010) argue that in China, more than 70% of newly established ventures fail in the first year. Another study by Parnell et al. (2015) reports 67% failure ratio of Chinese ventures in the first year while 85% in the first 10 years. Anwar and Ali Shah (2020) report that more than 50% of new ventures in Pakistan do not survive in the long run. These institutional challenges impinge on the growth of small and medium enterprises (SMEs) largely due to the liability of newness and smallness, which limits their ability to adapt rapidly to changing business conditions (Yu et al. 2020). Consequently, the ability of these firms to exploit new opportunities in order to survive the competition is impeded (Zhou and Li 2010; Chen et al. 2020). Thus, bringing to the fore the issue of performance and survival of newly established SMEs in emerging economies (Anwar and Ali Shah 2020; Yu et al. 2020; Guo et al. 2019a).

Conclusion

     Our research examined and tested predictions about the mediating role of opportunity recognition between EO and new venture performance in emerging markets. The study also examined the effect of opportunity recognition on venture performance. Even though we found empirical support for the derived hypotheses, this line of inquiry also opens an opportunity for theory building regarding which dimension of EO is more appropriate in opportunity recognition concerning newly born enterprises in emerging market settings.

While prior research examines how firms’ specific capabilities achieve organizational performance, few studies take a holistic perspective. In this study, we adopt a holistic model to examine how different capabilities actually account for organizational performance. We also consider how intellectual capital mediates the relationships between organizational capabilities and performance. We conducted a questionnaire survey involving 167 managers in the Taiwan Transportation Vehicle. Manufacturers Association (TVMA). Using the structural equation modelling (SEM) based on partial least squares (PLS), we find that market knowledge, relationship and innovative capabilities, have positive effects on intellectual capital, while customer knowledge capabilities have no significant effects. Intellectual capital partially mediates the relationships between organizational capabilities and organizational performance. We contribute to the literature on organizational capabilities, by demonstrating the mediating effects of intellectual capital on the relationships between organizational capability, both in its external and internal dimensions, and organizational performance, as well as suggest to firms aiming to enhance organizational performance, particularly those in the transportation industry.

Introduction

Survival in the complexity of today’s business environment demands multiple capabilities; such as those to handle market and customer knowledge and, relationship and innovation. While these static capabilities are important, dynamic capabilities are equally, if not more, important (Dyer & Singh, 1998; Garcia-Murillo & Annabi, 2002; Gummesson, 2002; Hooley, Greenley, Cadogan, & Fahy, 2004; Kianto, Ritala, Spender, & Vanhala, 2014; Roberts, Varki, & Brodie, 2003; Ramadan, Dahiyat, Bontis, & Al-Dalahmeh, 2017; Tamer Cavusgil, Calantone, & Zhao, 2003; Teece, Pisano, & Shuen, 1997; Wang, Wang, & Liang, 2014; Wang, Sharma, & Cao, 2016). Both static and dynamic capabilities are equally important in achieving organizational performance. The extant literature tends to look at the relationships between each specific capability, e.g., market and customer knowledge, relationship and innovation, and firms’ overall performance. This means that a holistic model of how these different types of capabilities influence firms’ performance is under-explored (Kianto et al., 2014; Ngah, Tai, & Bontis, 2016; Ramadan et al., 2017; Wang et al., 2014, 2016). This study addresses this gap by proposing an innovative model to examine how these capabilities influence organizational performance.

Introduction

Literature review

Discussion

Conclusion and future research

References

Abstract

Purpose – Despite the strategic importance of the approaches, most of the approaches consider “internal fit” or “external fit”, and do not consider the role of creative climate. The purpose of this paper is to explore the relationship between approaches to strategic human resource management (SHRM) and organisational performance through a creative climate.
Design/methodology/approach – This paper has divided into three parts. First, the paper explores the literatures on the constructs. Second, it examines the relationships between constructs dealt with in the literature. Third, the review identifies the gaps in the literature and describes future recommendations of research for this field.
Findings – This study can serve as a starting point for future research on the relationship between SHRM practices, creative climate and organisational performance in terms of financial, human resource and customer retention. Researchers and practitioners need to understand the relationship between the three constructs.
Originality/value – The paper helps managers need to design strategic HRM policies and practices that are aligned with creative climate and organisational performance. Furthermore, it helps scholars/researchers focus their research on the relationship between HRM approaches (universal and contingency approaches), organisational performance and examining the role of creative climate as a mediator to overcome its causal limitations.

Introduction

Twenty-first century organisations are competing over the efficiency and utilisation of their workforce. Moreover, in a competitive environment, a company must understand all its negative and positive forces, including relevant skill sets among its workforce to stay in the market. Hence, having the right composition in the team, with the right skill sets is good enough to get a sustainable competitive advantage ( Jery, 2013). Gilmore and Williams (2009) identified that: “employees provide the primary source of competitive advantage, with the quality of HRM being a critical influence on the performance of firms and managing people”. Along those lines, Delery and Roumpi (2017) argued that: “HRM practices can contribute to a firm’s sustainable competitive advantage not only by enhancing employee’s ability, and offering motivation and opportunities, but also by shaping supply-side and demand-side mobility constraints”. Wright and McMahan (1992) defined the term “strategic human resource management (SHRM)” as: “the pattern of planned human resource deployments and activities intended to enable an organisation to achieve its goal”. Delery and Doty (1996) address SHRM as a vast organisational culture and is structured to promote performance effectiveness, the fundamental development of resources, knowledge and capability within an organisation. It is a link to develop an organisational cluster of cultures, innovation and manpower towards the business goal and organisation mission in the long term. SHRM, hence, being applied vastly within organisations to examine the relationship between the strategic approaches applied and their impact on an organisation’s performance barrier.