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The study examined a wide range of proactive supply chain practices to demonstrate a cross-linkage among them and to understand their effects on both practitioners of previous decision-making models, frameworks, strategies and policies. Here, six supply chain practices are empirically evaluated based on 28 constructs to investigate a comprehensive model and confirm the connections for achieving performance and competence. The study presents a conceptual model and examines the influence of many crucial factors, i.e. supply chain collaboration, knowledge, information sharing, green human resources (GHR) management and lean-green (LG) practices on supply chain performance.

Structural equation modeling (SEM) examines the conceptual model and allied relationship. A sample of 175 respondents' data was collected to test the hypothesized relations. A resource based view (RBV) was adopted, and the questionnaires-based survey was conducted on the Indian supply chain professionals to explore the effect of LG and green human resource management (GHRM) practices on supply chain performance.

The study presented five constructs for supply chain capabilities (SCCA), five constructs for supply chain collaboration and integration (SCIN), four constructs for supply chain knowledge and information sharing (SCKI), five constructs for GHR, five constructs for LG practices (LGPR) and four constructs for lean-green SCM (LG-SCM) firm performance to be utilized for validation by the specific industry, company size and operational boundaries for attaining sustainability. The outcome emphasizes that SCCA positively influence GHRM, LG practices and LG supply chain firm performance. However, LG practices do not influence LG-SCM firm performance, particularly in India.

The study exploited multiple practices in a conceptual model to provide a widespread understanding of decision-making to assist in developing a holistic approach based on different practices for attaining organizational sustainability. The study stimulates the cross-pollination of ideas between many supply chain practices to better understand SCCA, SCIN, SCKI, GHRM and LG-SCM under a single roof for retaining organization performance.

The purpose of this study is to examine how formal and informal institutions play a role in the Iranian context in shaping corporate social responsibility (CSR) policies and practices.

Using a multiple case-study approach combining comparative and cross-sectional methods with semi-structured interviews, primary data was collected from eight corporations that actively participated in CSR activities in Iran. A microanalysis approach was used to examine the meanings and dynamics in the data. Through thematic analysis and pattern-matching techniques, the authors separately examined the roles of formal and informal institutions. Cross-case analysis was used to highlight the cases’ similarities and differences.

This study demonstrates that both formal and informal institutional structures exist in Iran and that both types influence CSR. This study also shows that informal institutions (such as personal values, culture, religion, traditions, charity and philanthropy) play a more explicit role than formal institutions (such as legal regulations and laws) in shaping CSR adoption policies and practices. The results indicate that, among institutions linked to CSR, formal and informal institutions are complementary and potentiate each other in Iran. Nevertheless, compared to formal ones, informal institutions play a more prominent role in shaping CSR policies and practices.

The authors recognize that, although the eight corporations are large, and although they interviewed their key personnel, they do not claim that these findings are generalizable, owing to the qualitative nature of the study and the small number of selected corporations.

This study makes relevant theoretical and empirical contributions. First, it contributes to the growing body of CSR literature that highlights the necessity of linking informal and formal institutions. Although the CSR literature lacks research on informal institutions in developing economies, researchers have yet to push forward and explore how the CSR adoption process works in developing economies that have influential informal institutions.