Green Innovation Practices and Its Impacts on Environmental and Organizational Performance

This study aims to investigate the impact of stakeholders' views on the practices of green innovation (GI), consequent effect on environmental and organizational performance (OP), and moderating influence of innovation orientation. A quantitative method was employed for the sample size of 515 r...

Full description

Saved in:
Bibliographic Details
Published inFrontiers in psychology Vol. 11; p. 553625
Main Authors Wang, Haijun, Khan, Muhammad Aamir Shafique, Anwar, Farooq, Shahzad, Fakhar, Adu, Daniel, Murad, Majid
Format Journal Article
LanguageEnglish
Published Switzerland Frontiers Media S.A 18.01.2021
Subjects
competitor pressure
employees’ conduct
environmental performance
green innovation
innovation orientation
organizational performance
Psychology
competitor pressure
green innovation
innovation orientation
environmental performance
organizational performance
employees’ conduct
Online AccessGet full text

Cover

More Information
Summary:This study aims to investigate the impact of stakeholders' views on the practices of green innovation (GI), consequent effect on environmental and organizational performance (OP), and moderating influence of innovation orientation. A quantitative method was employed for the sample size of 515 responses. To accumulate the data from the respondents, convenient random sampling was used. Data were collected from manufacturing and services firms through a field survey by using a closed-ended questionnaire based in the Punjab province of Pakistan. The analysis was done using the structural equation model of the partial least square analysis method. Our findings proved a positive and significant link between stakeholders' views on GI practices. A significant association has been found between GI practices and environmental and OP. The moderating effect was found to be negative but statistically significant. This research offers numerous contributions and provides decision-making insinuations.
Bibliography:ObjectType-Article-1
SourceType-Scholarly Journals-1
ObjectType-Feature-2
content type line 23
Edited by: Muhammad Ibrahim Abdullah, COMSATS University Islamabad, Lahore Campus, Pakistan
This article was submitted to Organizational Psychology, a section of the journal Frontiers in Psychology
Reviewed by: Kausar Fiaz Khawaja, International Islamic University, Islamabad, Pakistan; Shahbaz Hussain, Dalian University, China
ISSN:1664-1078
1664-1078
DOI:10.3389/fpsyg.2020.553625