Environmental concerns and resource limitations have made environmental pollution and sustainable utilization of resources vital global issues. Extensive economic development over the years cannot go hand in hand with the sustainable management of resources and the reduction of pollution (Wang and Song, 2014). Creating balance between economic development and high resource consumption remains a permanent challenge that forces firms to practice environmentalfriendly business activities with high economic value (Chan et al., 2012). In fact, firms are pushed towards identifying such activities that create an economic value while being more eco-efficient as the social consideration of environmental-friendly business practices increases (Chen and Delmas, 2012). Green innovation, green technologies, and the implementation of green supply chain management are models of practices that must be implemented in order to leverage the effect of these challenges. Green innovation is in fact an important strategic catalyst to obtain sustainable development, including technological innovation involved in energy-saving, pollution-prevention, and waste recycling (Chang, 2011). Moreover, green innovation may be divided into green product and green processes that are designed for reducing energy and pollution emission, recycling of wastes, and utilizing sustainable resources (Chen et al., 2006). With the increase in the implementation of green innovations and technologies, the importance of addressing key drivers that support such activities is emphasized. Recent studies identify, among others, corporate environmental ethics, stakeholders’ view of green product, and market demand for green products as contributors to the success of the implementation (Chang, 2011; Lin et al., 2013; Weng et al., 2015; Zhu et al., 2013). However, technological challenges become greater as firms adopt green innovation and sustainable practices internally and in association with other firms in the supply chain. Such challenges are tackled with large scale data, top management commitment, and human resource (HR) practices that focus on achieving competitive advantage and improving environmental and firm performance (Ar, 2012; Gunasekaran et al., 2017; Rajesh, 2017). Yen and Yen (2012) examined the internal motives influencing firms’ adoption of green purchasing such as top management commitment and partnerships with suppliers as well as external motives that include regulatory and customer pressure. They found that there’s a direct relation between successful adoption of green standards and top management commitment, making it a key driver for green purchase adoption. This is further explained as internal drivers surpass external ones. Gholami et al. (2013) discussed senior managers’ insight about circumstances and consequences of green technology adoption. They showed that green technology adoption, management’s attitude and concern for potential consequences are significantly interrelated. In addition, they found that there is a positive link between green adoption and overall environmental performance.