Environmental Organizational Culture Research Articles

ENVIRONMENTAL LEADERSHIP ON GREEN COMPETITIVE ADVANTAGE WITH GREEN HUMAN CAPITAL AS MODERATION

The purpose of this study is to analyze (1) The influence of environmental organizational culture, environmental leadership, and environmental capability on green competitive advantage. (2) Green human capital moderates the influence of environmental organizational culture, environmental leadership, and environmental capability on green competitive advantage. Conducted with taking the secondary data namely all company listed on the Indonesian Stock Exchange whith purposive sampling criteria during 2018-2022 period with 256 observation. The results of this study indicate environmental organizational culture and environmental capability have no influence on green competitive advantage, while environmental leadership has influence on green advantage, green human capital strengthens the influence of environmental organizational culture. Variable control green structural capital and green relational capital has no significant influence on green competitive advantage.

Approach to Quality of Work-Life and Affective Commitment in Sustainable HRM Practices for the improvement of Organizational Citizenship Behavior

This study aims to to measure and explain the practice of implementing Sustainable HRM to improve Organizational Citizenship Behavior by using the variables of Quality of Work-Life (QWL) and Affective Commitment, especially in the automotive retail industry. Data analysis uses a path to show a specific relationship between exogenous variables, which are variables (X), endogenous variables which are effect variables (Y), and implicit variables (ϵ). This data was collected through an array of questions to be answered by replies from as many as 59 motorcycle automotive retail company employees. The QWL and affective commitment have a favourable and considerable impact on OCB in employees. External influences still need to be followed up by further research, which can complement the determination of OCB in addition to QWL and Affective Commitment. Subsequent research focuses on environmental performance management, the design of training and development, and environmental organizational culture.

FAKTOR-FAKTOR YANG MEMPENGARUHI GREEN COMPETITIVE ADVANTAGE

This study aims to examine and analyze the effect of environmental organizational culture, environmental leadership, environmental capability, green innovation, green supply chain management, and green organizational culture on green competitive advantage. This study analyzes the influence between variables through hypothesis testing (causality research). The data used are secondary data from sustainability reports and/or annual reports of companies listed on the Indonesia Stock Exchange (IDX) for the period 2020-2021.There are 369 research samples that meet the predetermined criteria (purposive sampling method). Data analysis using SPSS version 22.0. The result is that environmental leadership, environmental capability, and green supply chain management have a significant positive effect on green competitive advantage, while environmental organizational culture, green innovation, and green organizational culture have no effect on green competitive advantage.

The determinants of green entrepreneurship: The perspectives of leadership, culture, and creativity

AbstractThis study investigates the determinants of green entrepreneurship from the perspectives of leadership, culture, and creativity. We prove that environmental leadership of top managers positively influences green entrepreneurship directly, and it also positively affects green entrepreneurship indirectly via green creativity. Furthermore, environmental organizational culture cannot directly influence green entrepreneurship, but it can indirectly affect green entrepreneurship through green creativity positively. In addition, we verify that green creativity plays a partial mediator role on the relationship between environmental leadership of top managers and green entrepreneurship, as well as a full mediator role on the relationship between environmental organizational culture and green entrepreneurship. Moreover, we demonstrate that both of proactiveness and risk‐taking propensity of top managers moderate the positive relationship between green creativity and green entrepreneurship. The results suggest enterprises to improve environmental leadership of top managers, environmental organizational culture, and green creativity to improve green entrepreneurship. Additionally, firms must develop top managers' proactiveness and risk‐taking propensity to increase the extent of the positive relationship between green creativity and green entrepreneurship.

Pengaruh Environmental Leadership dan Environmental Capability Terhadap Firm Performance Dimoderasi dengan Size

The purpose of the research is to examine the effect of environmental leadership and environmental capabilities on firm performance with moderating variable using the firm size. The financial reports and sustainability reports of companies listed on the IDX in 2020 and 2021 are data utilized in this research. The population used is companies listed on the Indonesia Stock Exchange (IDX) except the financial sector that publishes financial reports and reports from 2020 and 2021. The website of the Indonesian Stock Exchange (IDX) supplied the information for this research. There are 713 companies listed during the research. After removing outlier information, the study's overall sample size is 120 samples that fit the criteria. This study employed the purposive sampling method and the OLS analytic model. In real terms, this research found that environmental leadership has a large and negative impact on firm performance, while environmental capability has a significant and beneficial impact on firm performance. Moderating variable in this research show firm size weakens environmental leadership on firm performance but strengthens environmental capability on firm performance. The control variables in this research show environmental organizational culture, green supply chain management, and green organizational culture have no significant effect on the success of the firm performance.

Greening Project Management Practices to Achieve Competitive Advantage Though Moderated Mediation

This study envisages the impact of green project management (GPM) practices on sustainable competitive advantage through a sequential mediating model of green knowledge acquisition and green exploitative and exploratory innovation. The study also investigates the buffering effect of environmental organizational culture on the linkage between green knowledge acquisition and green exploitative and exploratory innovation. Data was collected from the multi-sector manufacturing enterprises (N = 265) in Pakistan. The analyses were conducted through partial least squares structural equation modelling (PLS-SEM) and PROCESS macros in SPSS 25.0. The results suggest that GPM practices are positively related to sustainable competitive advantage. In addition to this direct effect, green knowledge acquisition and green ambidextrous innovation play a significant role in explaining the associations between GPM practices and sustainable competitive advantage. Furthermore, environmental organizational culture strengthens the positive influence of green knowledge acquisition on green exploratory innovation. However, the moderated effect of environmental organizational culture for green knowledge acquisition and green exploitative innovation was not supported. Our findings bring essential insights for the enterprises, policymakers, practitioners, and project managers to promote green project management practices for low-carbon projects to achieve sustainable competitive advantage.

Pengaruh Budaya Organisasi, Lingkungan Kerja dan Work Family Conflict Terhadap Kinerja Karyawan Hotel The Madeline Kota Bengkulu

This study aims to determine the effect of organizational culture, work environment, work family conflict on employee performance at The Madeline Hotel Bengkulu City, either partially or simultaneously. There are several factors that will be discussed in this study, including the work environment organizational culture and work family conflict. The object of this research is the Hotel The Madeline, Bengkulu City, with a total of 55 people. In this research, the writer uses the method of collecting data by means of observation, interviews and questionnaires. There are several data analysis techniques used in this study, using instrument tests, namely validity test, reliability test, classical assumption test, coefficient of determination, and also hypothesis testing. From the results of multiple linear regression, the regression equation is as follows: Y = 9.369 + 0.622(X1) + 0.101(X2) + 0.193(X3). Meanwhile, the results of the hypothesis testing that have been carried out can be seen that the Organizational Culture variable (X1) obtained tcount of 5.320 (higher than the ttable value, or tcount > 1.67 (see distribution in table t), and a significance level of 0.000 (significant < 0.05) Work Environment Variable (X2) obtained tcount of 1.006 (lower than ttable value, or tcount < 1.67 (see distribution in table t), and significance level of 0.319 (significant > 0.05) and Work Family Conflict variable (X3 ) obtained tcount of 1.719 (lower than the value of ttable, or tcount > 1.67 (see distribution in table t), and a significance level of 0.092 (significant > 0.05). So it can be concluded that the hypothesis is accepted, meaning that there is an effect either partially or simultaneously between Organizational Culture (X1), Work Environment (X2) and Work Family Conflict (X3) on the Employee Performance variable (Y).This can be seen at a significance level of 0.000 <0.05 in The Madelin Hotel, Bengkulu City.

PENGARUH BUDAYA ORGANISASI, LINGKUNGAN KERJA DAN GAYA KEPEMIMPINAN TERHADAP KINERJA KARYAWAN DI PT. TRUSTLOG TOTAL SOLUSINDO

The implication of the right organizational culture, supported by a good work environment and the right leadership style in its function of managing human resources in a company will have an impact on the work behavior of employees in a company which will ultimately affect the performance of a company as a whole. The purpose of this study was to determine the effect of work environment organizational culture and leadership style on employees at PT Trustlog Total Solusindo in Surabaya. The instrument of this research used a questionnaire. Samples were taken as many as 40 respondents employees of PT Trustlog Total Solusindo in the city of Surabaya. Analysis and data processing using SPSS. The results of this study indicate that organizational culture and leadership style have no effect on employee performance, while the work environment affects employee performance

Peningkatan Kinerja Pengembangan Produk Berkelanjutan Berbasis Budaya Organisasi Lingkungan Dan Kapasitas Daya Serap Keberlanjutan

This study aims to build a conceptual model that seeks to improve the performance of green product development proposed. In this study, the improvement of green product development performance based on environmental organizational culture and green absorption capacity. A construction study methodology was adopted using 200 samples taken from various elements of employees in the manufacturing industry in Central Java and data collected through questionnaires, to test the models and hypotheses in this study, using the author Amos 25 as a tool. data analysis. The results of this study indicate that there is a strategic path to improve product development performance and the second strategy is from organizational culture. green product development. Limitations: This study has limitations, including not being able to define specifically the organizational culture environment. In addition, the sample used is only limited to organizations engaged in the manufacturing industry in the province of Central Java. The results of this study are expected to have a contribution to the development of organizational culture theory and stakeholder theory.

Green learning orientation, green knowledge acquisition and ambidextrous green innovation

Drawing on resource-based theory, this study proposes a moderated mediation model to facilitate ambidextrous green innovation. The relationship of green learning orientation and ambidextrous green innovation is discussed, and the mediating role of green knowledge acquisition and the moderating role of environmental organizational culture are examined. The empirical results show that green learning orientation has a positive effect on both exploitative and exploratory green innovations, and that its effect on exploratory green innovation is stronger than on exploitative green innovation. Green knowledge acquisition plays a partial mediating role between green learning orientation, exploitative and exploratory green innovations. Environmental organizational culture moderates not only the relationship between green learning orientation and green knowledge acquisition, but also the link between green knowledge acquisition and exploratory green innovation. However, environmental organizational culture doesn’t moderate the relationship between green knowledge acquisition and exploitative green innovation. The results further reveal that the mediating role of green knowledge acquisition on green learning orientation and ambidextrous green innovation is stronger when environmental organizational culture is high. This study extends previous research by emphasizing the importance of green learning orientation in the context of sustainable development, and enriches existing research of green innovation.

Improving green product development performance from green vision and organizational culture perspectives

AbstractThe main purpose of this study is to how to enhance the green product development performance from the perspectives of green vision and organizational culture. This study explores the influences of a green shared vision and the environmental organizational culture on the green product development performance in Taiwan's manufacturing industry. It also examines the mediation effect of the green absorptive capacity. The empirical results indicate that both the green shared vision and environmental organizational culture have positive effects on the green absorptive capacity, which in turn positively affects the green product development performance. In particular, the green absorptive capacity completely mediates the relationship between the green shared vision and green product development performance, whereas it partially mediates the relationship between the environmental organizational culture and green product development performance.

Voluntary Financial Disclosure to Downward Stakeholders: An Empirical Examination of Chinese Nonprofits

Downward financial disclosure in the nonprofit sector is little scrutinized in the extant literature where most studies focus on financial disclosure “upward” to regulators, governing bodies, and donors. Analyzing a sample of 311 nonprofits collected in China, this article examines the determinants of nonprofits’ financial disclosure downward to their staff, beneficiaries, and the general public. The authors claim that in addition to the four sets of factors—organizational strategy, capacity, governance, and environment—organizational culture also affects nonprofits’ voluntary financial disclosure. In addition, there are different decision-making patterns of financial disclosure to the three downward stakeholders. While disclosure to staff is associated with strategy and internal governance, disclosure to beneficiaries is associated with internal governance, and disclosure to the general public is associated with strategy, capacity, and organizational culture.

Is environmental sustainability a strategic priority for logistics service providers?

Despite an increasing number of third-party logistics service providers (3PLs) regard environmental sustainability as a key area of management, there is still great uncertainty on how 3PLs implement environmental strategies and on how they translate green efforts into practice. Through a multiple case study analysis, this paper explores the environmental strategies of a sample of medium-sized 3PLs operating in Italy and the UK, in terms of environmental organizational culture, initiatives, and influencing factors. Our analysis shows that, notwithstanding environmental sustainability is generally recognised as a strategic priority, a certain degree of diversity in the deployment of environmental strategies still exists. This paper is original since the extant literature on green strategies of 3PLs provides findings predominantly from a single country perspective and mainly investigates large/multinational organizations. It also provides indications to help managers of medium-sized 3PLs in positioning their business. This is particularly meaningful in the 3PL industry, where medium-sized organizations significantly contribute to the generated turnover and market value.

An Analysis of Environmental Dimensions Affected in Adoption of Hydrogen Fuel Cell Vehicles: A Study in Shah ALAM Industrial AREA, Selangor

The aim of the study is to identify the perceptions of respondents on environmental dimensions hat affected in adoption of hydrogen fuel cell vehicles. The study was conducted at Shah Alam industrial areas of Selangor, Malaysia, with the number of respondents are 120 respondents with various job positions that related with engineering and automobiles industry. The findings of the research shows that the dimensions of HFCV Internal Environmental total score of the items statement is 3.40 with the percentage of agreement in implementation is 3.72 percent, HFCV Environmental Information Systems shows that the total score of the items statement is 3.63 with the percentage of agreement on use to great extend is 42.5 percent, HFCV Cooperation with Customers shows that the total score of the items statement is 3.81 with the percentage of agreement on implementation is 44.2 percent. The findings on HFCV Eco Design shows that the total score of items statement is 4.02 with the percentage of agreement on implementation is 42.3 percent, HFCV Environmental Organizational Culture shows that the total score of the items statement is 3.37 with the percentage of agreement is 34.2 percent, HFCV Environmental Leadership shows that the total score of the items statement is 3.34 with the percentage of agreement is 48.2 percent. HFCV Proactive Green Innovation shows that the total score of items statement is 4.10 ahead of automobile got the highest mean score of 4.32 with the percentage of agreement is 41 percent. HFCV Environmental performance shows that the total score of the items statement is 3.87 with the percentage of agreement is 39 percent and the last environmental dimensions was HFCV Environmental Risks shows that the total score of the item statement is 4.00 with the percentage of agreement is 40 percent

English

English

In today's global environment organizational culture dominates national culture!

Purpose– The specific problem this research addresses is whether cultural differences, national or organizational, impact how effectively the continuous improvement process is received within the supply chain in order to improve supplier performance. The paper aims to discuss these issues.Design/methodology/approach– The research design used a mixed methods approach, combining quantitative and qualitative research.Findings– The research found that Canada was most receptive to continuous improvement, with China being the least receptive. The study found that organizational culture was more influential than national culture. Isomorphism and benchmarking is driving continuous-improvement language and methods to be more universally known within business. Business and management practices appear to take precedence in driving change within organizations.Research limitations/implications– The sample size and countries involved was very small and limited to key medium sized distributed power company (MSDPC) suppliers. This limited diversity and may have introduced supplier selection bias, as well as survey response bias.Practical implications– This research concludes that organizational culture is more dominant over national culture and the influence of leadership within the organization drives the impact of continuous improvement.Originality/value– With isomorphism and the fact that businesses want to be successful, continuous improvement language and methods are becoming more universally known. Business and management practices are now taking precedence in driving change within organizations. Organizational culture is now more influential than national culture.

Green organizational identity: sources and consequence

PurposeThis study aims to develop an original framework of green organizational identity to explore the positive effects of environmental organizational culture and environmental leadership on green competitive advantage through the partial mediator – green organizational identity.Design/methodology/approachThis study proposes an original concept – green organizational identity – to develop an integral framework to enhance green competitive advantage. Structural Equation Modeling (SEM) is applied to verify the research framework.FindingsThe results showed that environmental organizational culture and environmental leadership are positively associated with green organizational identity and green competitive advantage. Green organizational identity had a partial mediation effect on the positive relationships between two antecedents – environmental organizational culture and environmental leadership – and green competitive advantage. Companies should enhance their environmental organizational culture and environmental leadership to raise their green organizational identity and further to increase their green competitive advantage. Furthermore, this study found that environmental organizational culture, environmental leadership, green organizational identity, and green competitive advantage of medium and small enterprises (SMEs) were all significantly less than those of large enterprises in the manufacturing industry in Taiwan.Practical implicationsIt is imperative for SMEs to enhance their environmental organizational culture and environmental leadership to strengthen their green organizational identity and further to improve their green competitive advantage.Originality/valueThis study applies the theory of organizational identity to propose a novel concept – green organizational identity – and develops an integral conceptual model to explore its managerial implications, antecedents, and consequence.