Green Organizational Identity: Anticedents And Consequences: An Empirical Study
Keywords:
Environmental leadership, Environmental organizational culture, Green organizational identity, Green innovation performance.Abstract
Purpose: This study aims to test the framework of green organizational identity to check the positive impact of environmental organizational culture and environmental leadership on green innovation performance and green competitive advantage and via mediator
– green organizational identity.
Design/methodology/approach: Cross‐sectional research design was applied to this study. Data collected from 400 respondents and proposed hypothesis were verified through Structural Equation Modelling (SEM) technique and mediation analysis.
Findings: Findings indicate a positive impact on green organizational identity. Besides this green organizational identity plays a partial mediator role and has a positive impact on green competitive edge and green innovation performance. Small and medium enterprises (SMEs) have a low environmental organizational culture that environmental organizational culture and environmental leadership have significant and environmental leadership than large organizations. SMEs should improve their environmental organizational culture and environmental leadership to enhance the green organizational identity.
Practical implications: Through the green organizational identity model organizational will able to enhance their green organizational identity that will give assist to gain green competitive advantage and to improve green innovation performance.
Originality/value: This study applies the theory of green organizational identity and develops an integral conceptual model to check its sources and outcomes.
Downloads
References
Albert, S., & Whetten, D. A. (1985). Organizational identity. Research in Organizational Behavior. Retrieved from http://psycnet.apa.org/psycinfo/1986-02640-001
Alhadid, A. Y., & As’ad, H. (2014). The Impact of Green Innovation on Organizational Performance, Environmental Management Behavior as a Moderate Variable: An Analytical Study on Nuqul Group in Jordan. International Journal of Business and Management, 9(7), p51.
Amato, L. H., & Amato, C. H. (2004). Firm size, strategic advantage, and profit rates in US retailing. Journal of Retailing and Consumer Services, 11(3), 181–193.
Balmer, J. M., van Riel, C. B., Jo Hatch, M., & Schultz, M. (1997). Relations between organizational culture, identity and image. European Journal of Marketing, 31(5/6), 356–365.
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99– 120.
Barney, J. B. (1986). Organizational culture: can it be a source of sustained competitive advantage? Academy of Management Review, 11(3), 656–665.
Baron, R. M., & Kenny, D. A. (1986). The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51(6), 1173.
Berry, M. A., & Rondinelli, D. A. (1998). Proactive corporate environmental management: A new industrial revolution. The Academy of Management Executive, 12(2), 38–50.
Borins, S. (2002). Leadership and innovation in the public sector. Leadership & Organization Development Journal, 23(8), 467–476.
Chang, C.-H. (2011). The influence of corporate environmental ethics on competitive advantage: The mediation role of green innovation. Journal of Business Ethics, 104(3), 361–370.
Chang, C.-H., & Chen, Y.-S. (2013). Green organizational identity and green innovation. Management Decision, 51(5), 1056–1070.
Chen, Y.-S. (2008a). The driver of green innovation and green image–green core competence. Journal of Business Ethics, 81(3), 531–543.
Chen, Y.-S. (2008b). The positive effect of green intellectual capital on competitive advantages of firms. Journal of Business Ethics, 77(3), 271–286.
Chen, Y.-S. (2011). Green organizational identity: sources and consequence. Management Decision, 49(3), 384–404.
Chen, Y.-S., & Chang, C.-H. (2012). Enhance green purchase intentions: The roles of green perceived value, green perceived risk, and green trust. Management Decision, 50(3), 502–520.
Chen, Y.-S., Lai, S.-B., & Wen, C.-T. (2006). The influence of green innovation performance on corporate advantage in Taiwan. Journal of Business Ethics, 67(4), 331–339.
Christensen, L. T. (1995). Buffering organizational identity in the marketing culture. Organization Studies, 16(4), 651–672.
Christmann, P. (2000). Effects of “best practices” of environmental management on cost advantage: The role of complementary assets. Academy of Management Journal, 43(4), 663–680.
Cockburn, I. M., & Henderson, R. M. (2001). Scale and scope in drug development: unpacking the advantages of size in pharmaceutical research. Journal of Health Economics, 20(6), 1033–1057.
Cole, G. A., & Kelly, P. (1996). Management: theory and practice. Dp Publications London. Retrieved from http://121.215.237.98/scitcms/upload/BSB41007_HRSkillsSetTraining_Booklist.pdf
Coyne, K. P. (1986). Sustainable competitive advantage—What it is, what it isn’t. Business Horizons, 29(1), 54–61.
Cronbach, L. J. (1951). Coefficient alpha and the internal structure of tests. Psychometrika, 16(3), 297–334.
Dechant, K., & Altman, B. (1994). Environmental leadership: from compliance to competitive advantage. The Academy of Management Executive, 8(3), 7–20.
Dhalla, R. (2007). The construction of organizational identity: Key contributing external and intra- organizational factors. Corporate Reputation Review, 10(4), 245–260.
Dutton, J. E., & Dukerich, J. M. (1991). Keeping an eye on the mirror: Image and identity in organizational adaptation. Academy of Management Journal, 34(3), 517–554.
Dutton, J. E., Dukerich, J. M., & Harquail, C. V. (1994). Organizational images and member identification. Administrative Science Quarterly, 239–263.
Fernández, E., Junquera, B., & Ordiz, M. (2003). Organizational culture and human resources in the environmental issue: a review of the literature. International Journal of Human Resource Management, 14(4), 634–656.
Fiol, C. M. (2001). Revisiting an identity-based view of sustainable competitive advantage. Journal of Management, 27(6), 691–699.
Foreman, P., & Whetten, D. A. (2002). Members’ identification with multiple-identity organizations. Organization Science, 13(6), 618–635.
Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 39–50.
Greening, D. W., & Gray, B. (1994). Testing a model of organizational response to social and political issues. Academy of Management Journal, 37(3), 467–498.
Greeno, J. L. (1992). Rethinking Corporate Environmental-Management. Columbia Journal of World Business, 27(3-4), 222–232.
Hair, J. F. (2009). Multivariate data analysis. Retrieved from http://digitalcommons.kennesaw.edu/facpubs/2925/
Halme, M., & others. (2007). Something good for everyone? Investigation of three corporate responsibility approaches. Corporate Social Responsibility. Challenges and Practices. Stockholm: Santérus Academic Press Sweden. Retrieved from http://epub.lib.aalto.fi/pdf/wp/w435.pdf
Hart, S. L. (1995). A natural-resource-based view of the firm. Academy of Management Review, 20(4), 986–1014.
Hatch, M. J. (1993). The dynamics of organizational culture. Academy of Management Review, 18(4), 657–693.
Huang*, T.-H., & Wang, M.-H. (2004). Estimation of scale and scope economies in multiproduct banking: evidence from the Fourier flexible functional form with panel data. Applied Economics, 36(11), 1245– 1253.
Husted, B. W., & de Jesus Salazar, J. (2006). Taking Friedman Seriously: Maximizing Profits and Social Performance*. Journal of Management Studies, 43(1), 75–91.
James, L. R., & Brett, J. M. (1984). Mediators, moderators, and tests for mediation. Journal of Applied Psychology, 69(2), 307.
Jones, T. M. (1995). Instrumental stakeholder theory: A synthesis of ethics and economics. Academy of Management Review, 20(2), 404–437.
Judd, C. M., & Kenny, D. A. (1981). Process analysis estimating mediation in treatment evaluations. Evaluation Review, 5(5), 602–619.
Kark, R., Shamir, B., & Chen, G. (2003). The two faces of transformational leadership: empowerment and dependency. Journal of Applied Psychology, 88(2), 246.
Kenny, D. A., & Judd, C. M. (2013). Power anomalies in testing mediation. Psychological Science, 0956797613502676.
Kim, A., Kim, Y., Han, K., Jackson, S. E., & Ployhart, R. E. (2014). Multilevel Influences on Voluntary Workplace Green Behavior Individual Differences, Leader Behavior, and Coworker Advocacy. Journal of Management, 0149206314547386.
Klassen, R. D., & McLaughlin, C. P. (1996). The impact of environmental management on firm performance. Management Science, 42(8), 1199–1214.
Kline, R. B. (2011). Principles and practice of structural equation modeling. Guilford press. Retrieved from http://books.google.com.pk/books?hl=en&lr=&id=mGf3Ex59AX0C&oi=fnd&pg=PR1&dq=klien+structua l+equational+modeling&ots=xvOz12S98X&sig=Shqf9VUogHaXNGO5ZtH-e_FiUPY
Lee, K.-H. (2009). Why and how to adopt green management into business organizations?: The case study of Korean SMEs in manufacturing industry. Management Decision, 47(7), 1101–1121.
Miles, R. H. (1986). Managing the corporate social environment: A grounded theory. Prentice Hall.
Moen, Ø. (1999). The relationship between firm size, competitive advantages and export performance revisited. International Small Business Journal, 18(1), 53–72.
Montabon, F., Sroufe, R., & Narasimhan, R. (2007). An examination of corporate reporting, environmental management practices and firm performance. Journal of Operations Management, 25(5), 998–1014.
Newton, T., & Harte, G. (1997). Green business: technicist kitsch? Journal of Management Studies, 34(1), 75–98.
Porter, M. E. (1980). Competitive strategy: Techniques for analyzing industry and competitors. Competitive Strategy: Techniques for Analyzing Industry and Competitors.
Porter, M. E., & Van der Linde, C. (1995a). Green and competitive: ending the stalemate. Reader In Business And The Environment, 61.
Porter, M. E., & Van der Linde, C. (1995b). Toward a new conception of the environment-competitiveness relationship. The Journal of Economic Perspectives, 97–118.
Reinhardt, F. L. (1998). Environmental product differentiation: Implications for corporate strategy. California Management Review, 40(4), 43.
Reitter, R., & Ramanantsoa, B. (1985). Pouvoir et politique: au-delà de la culture d’entreprise. Mcgraw-H ill.
Rindova, V. P., Schultz, M., & others. (1998). Identity within and identity without: Lessons from corporate and organizational identity. Identity in Organizations: Developing Theory through Conversations, 46–51.
Robinson, D., & Clegg, A. (1998). Environmental leadership and competitive advantage through environmental management system standards. Eco-Management and Auditing, 5(1), 6–14.
Rondinelli, D. A., & Vastag, G. (1996). International environmental standards and corporate policies: an integrative framework. California Management Review, 39, 106–122.
Rughase, O. G. (2006). Identity and strategy: how individual visions enable the design of a market strategy that works. Edward Elgar Publishing. Retrieved from https://books.google.com.pk/books?hl=en&lr=&id=QREPvteovncC&oi=fnd&pg=PP1&dq=Identity+and+st rategy&ots=00L18RawMG&sig=jhwW-XK1gOKkqGOtcDiy8C7r_2Q
Rugman, A. M., & Verbeke, A. (1998). Corporate strategy and international environmental policy. Journal of International Business Studies, 819–833.
Sandelands, E. (1994). 3M find brass in muck. Management Decision, 32(5), 63–64.
Saunders, M. N., Saunders, M., Lewis, P., & Thornhill, A. (2011). Research methods for business students, 5/e. Pearson Education India. Retrieved from https://books.google.com.pk/books?hl=en&lr=&id=ermlN0ppilMC&oi=fnd&pg=PR1&dq=saunder+resear ch+methods+for+business+students+2005+fith+edition&ots=Vu8b4cqrUU&sig=0Dn5hG7vboxDZgqkCJf kaFYJ2Kc
Schlegelmilch, B. B., Bohlen, G. M., & Diamantopoulos, A. (1996). The link between green purchasing decisions and measures of environmental consciousness. European Journal of Marketing, 30(5), 35–55.
Schumpeter, J. A. (1934). The theory of economic development: An inquiry into profits, capital, credit, interest, and the business cycle (Vol. 55). Transaction publishers. Retrieved from https://books.google.com.pk/books?hl=en&lr=&id=- OZwWcOGeOwC&oi=fnd&pg=PR6&dq=1934.+The+Theory+of+Economic+Development.&ots=iM6- t2xdHb&sig=S5HGqNrwOSCU45mMflEBdzBerfw
Scott, S. G., & Lane, V. R. (2000). A stakeholder approach to organizational identity. Academy of Management Review, 25(1), 43–62.
Shamir, B., Zakay, E., Breinin, E., & Popper, M. (1998). Correlates of charismatic leader behavior in military units: Subordinates’ attitudes, unit characteristics, and superiors’ appraisals of leader performance. Academy of Management Journal, 41(4), 387–409.
Sharma, S., Pablo, A. L., & Vredenburg, H. (1999). Corporate Environmental Responsiveness Strategies The Importance of Issue Interpretation and Organizational Context. The Journal of Applied Behavioral Science, 35(1), 87–108.
Stead, W. E., & Stead, J. G. (1992). Management for asmall planet: Strategic decision making and theenvironment. Newbury Park, CA: Sage Publications. SteadManagement for a small planet: Strategic decision making and the environment1992.
Weick, K. E. (1988). Enacted Sensemaking in Crisis Situations [1]. Journal of Management Studies, 25(4), 305–317.
Whetten, D. A., & Godfrey, P. C. (1998). Identity in organizations: Building theory through conversations. Sage Publications.
Zulauf, C. R., & King, K. (1985). Input purchasing advantages associated with farm size. Agribusiness, 1(1), 45–52.
Downloads
Published
How to Cite
Issue
Section
License
You are free to:
- Share — copy and redistribute the material in any medium or format for any purpose, even commercially.
- Adapt — remix, transform, and build upon the material for any purpose, even commercially.
- The licensor cannot revoke these freedoms as long as you follow the license terms.
Under the following terms:
- Attribution — You must give appropriate credit , provide a link to the license, and indicate if changes were made . You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
- No additional restrictions — You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.
Notices:
You do not have to comply with the license for elements of the material in the public domain or where your use is permitted by an applicable exception or limitation .
No warranties are given. The license may not give you all of the permissions necessary for your intended use. For example, other rights such as publicity, privacy, or moral rights may limit how you use the material.
