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The purpose of the study is to examine the role of top management in effective key account management (KAM) relationships, making a distinction between top management commitment and top management involvement.

The study uses data from 304 suppliers from different sectors to test the research model and hypotheses developed. Data were collected by means of personal interviews. The survey instrument was a structured questionnaire.

Results show that top management commitment positively affects top management involvement. In addition, top management involvement totally mediates the relationship between top management commitment and relationship quality. Finally, relationship quality positively relates to financial performance.

The study focuses on the role of top management in KAM. Future research that considers the top management’s role simultaneously with other internal or external factors would provide a more comprehensive understanding of the antecedents of effective KAM. Future studies can also examine the potential detrimental impact of top management involvement in KAM.

Top managers should get actively involved in KAM. The study provides managers with guidance concerning how top management can have the greatest effect on KAM effectiveness.

The study adds to our understanding of the role of top management in KAM. The study provides an integrative empirical examination of the influence of top management in KAM and offer insights on which ways top management determines KAM success.

Examines the associations between ten integrated quality management constructs and the resulting product quality. Analyzes responses from plant managers of 449 auto‐parts firms using stepwise regression. Notes three primary predictors (customer focus, empowerment, and supplier quality management) explaining 26 per cent of variation in product quality. Examines the role of top management commitment in TQM implementation by splitting the sample into firms with high and low top management commitment based on the mean score on this construct. Concludes, first, that firms with high top management commitment produce high quality products despite variations in individual constructs, and, second, that in firms with low top management commitment, four other constructs, i.e. customer focus, supplier quality management, empowerment, and internal quality information usage are primary predictors of product quality.

This study aimed to analyze top management commitment to business performance in the context of coffee processing firms in Guji Zone, Ethiopia.

The study was conducted on coffee processing firms in Guji Zone, Ethiopia, using a mixed approach with a descriptive and explanatory design. A systematic, simple random sampling technique was used to draw a sample. A total of 345 respondents were actively involved in the survey. Descriptive and inferential statistics were applied to analyze the data through SPSS-20.

The results indicate that members of top management in the sector were committed to promoting their business performance. The findings of the study also reveal that top management commitment has significant and positive effects on the overall business performance of coffee processing firms.

The study was limited to the coffee processing industry and generalization of the results to other sectors may be questionable. Similarly, the study was presented using primary data only. Thus, future researchers will be advised to strengthen their findings using the secondary data.

The study’s implications have contributed to theoretical, practical and managerial perspectives. The findings validate and refine existing theories, provide practical insights for coffee processing firms and offer guidance for managerial decision-making and leadership development.

Up to the time of the authors' literature review, no study with a similar topic on coffee processing firms in the Guji Zone was found and it is believed to be the first literature evidence for future researchers.

The present work investigated the effect of corporate social responsibility and top management support on employee ecological behaviour (EEB) with the mediating role of green culture and green commitment. Social identity theory (SIT) was used to describe the association between green culture, green commitment and EEB. Further, a conceptual model that summarises the interaction between perceived corporate social responsibility, top management support, green commitment, green culture and the adoption of ecological behaviour was developed.

The paper opted for a quantitative design using convenience sampling by collecting the data through a structured questionnaire gathered from 308 academics working in five Malaysian higher education institutions.

Corporate social responsibility and top management support positively influence green culture and commitment. Moreover, green commitment positively influenced EEB and fully mediated the relationship between corporate social responsibility and EEB and between top management support and EEB.

The academic staff of universities was the target population of this research. Nevertheless, universities have a diverse population with complex activities that can affect the implementation of a sustainable workplace within the campus. Future research should also examine non-academic staff, including administrative, technical and operational staff, due to different employees' perceptions.

As far as the authors know, this is the first study to assign the mediator role to green culture in a relationship between top management support and EEB amongst academic staff in the Malaysian context. Future research should consider other intervening variables that influence adopting ecological behaviour.

The purpose of this paper is to analyse the relationship between top management commitment, corporate social responsibility (CSR) and green human resource management (GHRM).

A self-administered questionnaire was adopted to perform a systematic collection of data from manufacturing and service organisations in Malaysia. The partial least squares method was used for the conceptual framework of the study.

The observed findings indicate a significant positive relationship between top management commitment and CSR, as well all dimensions of GHRM. However, counterintuitively, the relationship between CSR and GHRM was found not to be as significant as expected (except for CSR and green analysis/job description), which can be explained through the emerging perspective that CSR and HRM should be linked.

The findings provide insights as to the nature of GHRM and how it is affected by CSR and top management commitment in an emerging economy – in this particular study, Malaysia. Moreover, the observed results highlight the crucial importance of top management commitment in implementing GHRM practices and CSR efficiently in order to create positive environmental performance.

The authors believe that, to date, no study has explored the links between top management commitment, CSR and GHRM using empirical data from Malaysia, as well as that this research is an important emerging topic for researchers, academicians and practitioners.

The novel COVID-19 supply chain disruption has globally altered the environmental needs of society. Against this backdrop, this paper aims to examine how top managers are environmentally committed to integrating green supply chain management (GSCM) practices in the operational performance of small- and medium-scale enterprises (SMEs) in Ghana, within the post-pandemic economy.

The study used a cross-sectional survey to obtain data from 270 SMEs in Ghana, using partial least squares (PLS) structural equation modelling to test seven hypothesized relationships.

The outcome of the analysis revealed that top management environmental commitment has a significantly positive effect on supply chain operational performance. The structural model also revealed that top management environmental commitment has a positive and significant effect on both internal and external GSCM practices. The results further revealed that both internal and external GSCM practices have positive and significant effects on supply chain operational performance. Finally, both internal and external GSCM practices mediate the path between top management environmental commitment and supply chain operational performance.

The study provides a novel framework which contributes to both theoretical studies and managerial decisions on COVID-19 related supply chain management issues. However, the study was limited to the Ghanaian context, thus, further related studies are required in other contexts.

This study provides a novel framework by elucidating the intervening role of GSCM practices in the path between top management environmental commitment and supply chain operations in an emerging post-pandemic world context.

The purpose of this paper is to examine the relationship between top management commitment and energy management in small and medium manufacturing firms in a developing country context.

This study was executed through a survey of 66 manufacturing firms in Kampala, Uganda. The data collected were analysed using SPSS v.26.

The results show that top management commitment influences energy management. A further probe of its three dimensions of top management participation, top management support and top management beliefs reveals that all of them positively and significantly predict energy management in manufacturing firms.

The current study results were obtained from manufacturing small and medium firms in Kampala, Uganda. Therefore, caution should be taken prior to generalization. Furthermore, this study only focuses on top management participation, top management support and top management beliefs as the dimensions of top management commitment. This study thus provides the foundation for future studies to test other dimensions of top management commitment, particularly in other sectors.

To the best of the authors’ knowledge, this is the first study to examine the contribution of top management commitment dimensions top management participation, top management support and top management beliefs to energy management in a developing country context. Although all dimensions are significant, top management beliefs contribute more to energy management.

The purpose of this paper is to propose that top management commitment to its organization's mission statement moderates the mission's effect of firm performance. The proposed model combines numerous aspects of top management commitment to give depth to the moderating effect.

The paper provides a conceptual overview of the mission statement literature toward a theoretical model.

The impact of mission statements on firm performance long has been studied and debated, without consistent results. This paper proposes that this is due to the presence of moderating influences, specifically the commitment of top management, that, if not properly studied, will affect empirical results.

Practicing managers can unlock the power of the mission statement by involving the entire organization in the mission statement process, clearly and consistently communicating the mission's tenets, setting measurable operational targets from the mission statement, and periodically revising the mission to ensure it is current.

The concept of a moderator is original in the mission-performance debate. Concepts from several key articles have been combined in a unique manner to develop the model.

This paper aims to examine the antecedent factor, top management's commitment to environmental sustainability, for the adoption of a sophisticated internal environmental information system; measured by the broad‐scope, timeliness, aggregation and integration of such information. The paper also seeks to examine whether the availability of such a system would lead to improved environmental performance.

The paper investigates responses from a survey of Chief Financial Officers or chief management accountants in the top 200 listed companies in Australia. It uses linear regression analysis based on a multiple‐mediator model with percentile‐based bootstrap, bias‐corrected (BC) and bias‐corrected and accelerated (BCa) bootstrap confidence intervals to identify significant mediators.

It was found in this study that top management commitment to environmental sustainability was associated with the adoption of a sophisticated internal environmental information system. Further, the availability of aggregated environmental information was found to mediate the relationship between top management commitment to environmental sustainability and environmental performance. However, there was no significant relationship to other mediating variables.

Limitations relate to the collinearity of mediators which make it difficult to identify the impact of specific mediators in a multi‐mediator model. The implications are that other methods may provide further value, but these may need to be based on either different data or larger samples.

The findings point to the importance of aggregated environmental accounting information to organisations aiming to improve their environmental performance.

The study contributes to the corporate environmental accounting literature by empirically linking the top management commitment to environmental sustainability and to environmental performance through the adoption of accounting information provisions. The results of this study also provide guidance to practitioners about how to ensure their commitment to environmental sustainability will be translated to environmental performance and to some extent provide some answer to whether countries such as Australia should implement Emission Trading Scheme (ETS) to account for carbon costs.

The purpose of this paper is to explore the immediate antecedents of top executives' international expertise commitment. More specifically, the study focuses on the impact of top management characteristics and the international business performance of firms on top management's commitment to developing international expertise in their workforce.

Primary data were collected targeting the top executives of Fortune 500 and INC 500 firms. The final dataset contained responses from 111 top executives.

The results of the study show that top executives' international experience, perceived importance of international business in career progression, and past, present, and future business performance are positively related to international expertise commitment.

The findings provide implications for top management hiring decisions. Organizations embarking on the creation of a workforce with international expertise should consider hiring top executives who possess considerable international experience and who perceive international business as an important component in their career progression.

Organizational researchers have devoted very little research attention to exploring what drives top managers to remain committed to developing/acquiring international expertise. This study attempts to fill the void in the extant literature by exploring the immediate predictors and their relative influence on top executives' international expertise commitment.