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This study aims to investigate an under-researched area, an international marketing perspective, based on international dynamic capability, environmental sustainability and organizational marketing performance in gamification and non-gamification-based organizational culture (OC). This paper deepens the understanding of gamification-based and non-gamification-based OC influence on innovation capability and environmental and organizational marketing performance through the theory of organizational creativity and the theory of administrative behavior (AB).

The authors collect data from firms that abide by the ISO 14091 certifications to ensure the proper quality standards. Primary data from 384 firms are used to test the hypotheses. The results would help firms invest in technological solutions by practicing creativity over time. Additionally, the study helps explore how AB is critical in steering technological creativity for making firms climate-conscious.

The study's findings identified that OC has a positive influence on technological innovation capabilities and environmental innovation capabilities. Technological innovation capabilities have a beneficial impact on environmental sustainability. Environmental sustainability appears to have a substantial correlation with technological innovation skills. Environmental innovation capabilities positively impact environmental sustainability and organizational marketing performance. A moderating effect of gamification on the international dynamic capabilities within a relationship between organizational culture and environmental innovation capabilities exists.

The investigation is confined to understanding how gamification-based and non-gamification-based organizational marketing culture affects innovation capability, environmental sustainability and organizational performance through the lens of theory of organizational creativity and theory of AB.

The purpose of this paper is to investigate to what extent the implementation of internal environmental management and voluntary environmental information is related to organisational change.

Organisational change literature provided a framework for the analysis of the materials which were collected through a mixed method. Data on internal environmental management were collected through a survey, while a quality disclosure index was used to assess the quality of the environmental voluntary disclosure. Interviews were used to enhance the quantitative results interpreted according to the four pathways proposed by Tilt (2006) and characterised by several levels of internal environmental management and voluntary disclosure.

The results indicated that companies implement more internal activities than external disclosure. Environmental planning and operational practices were the most important changes carried out. When environmental management accounting and environmental disclosure were also implemented, environmental aspects were more integrated within companies, thus revealing that a more structured integration of sustainability aspects within organisational values had taken place. The results underline the importance of primarily establishing a set of internal changes, driven by environmental planning, to promote organisational change.

The study presents a larger empirical analysis of the organisational change pathways followed by companies, showing similarities and differences among the four pathways. The results underline the importance of both dimensions for studying organisational changes. The framework of Tilt has been enriched, considering a more precise explanation of the internal aspects and adding the concept of the quality of disclosure as proxy to assess organisational change.

Organisational change is investigated through an extensive analysis of internal and external aspects and collecting quantitative and qualitative evidence. The analysis complements previous sustainability accounting literature focussed on the analysis of internal environmental management and external disclosure.

This paper aims to analyze the contribution of the diffusion of innovation framework to eco-sustainability. It examines the interplay of organizational environment, innovation and innovation adopters’ characteristics on the diffusion of environmental sustainability.

The data for empirical validation were obtained through an offline survey from the hospitals. The proposed conceptual framework was tested using the hierarchical regression analysis technique.

The results show that diffusion of innovation characteristics and organizational environment significantly influence the environmental sustainability index. The adopters’ characteristics do not have any direct effect on the environmental sustainability but this effect becomes significant in the presence of a favorable organizational environment.

Focusing on innovations that offer an advantage over the existing processes, are compatible with the existing system, are uncomplicated and simple to implement and can be experimented before full implementation may greatly accelerate the adoption of eco-innovations in hospitals. Fostering an organizational environment where employees are encouraged and rewarded for contributing to sustainable innovations can play a substantial role in the implementation of environmental sustainability innovations.

This study is an original contribution as it advances the limited understanding of the predictors and moderators of environmental sustainability in hospitals.

Although supply chain managers serve a central role when implementing corporate environmental sustainability objectives, existing literature does not demonstrate high levels of supply manager support for such initiatives. This paper aims to investigate the potential of individual behavioral influences to explain supply manager orientation toward environmental responsibility.

This paper constructs a research model based on the theory of planned behavior (TPB) to explore how personal environmental motivations influence supply manager environmental behavior in the workplace. This paper also incorporates hyperbolic discounting as a cognitive bias moderator in the model. The research hypotheses were tested with regression of survey data of practicing supply managers in the USA.

Support was found for the direct TPB hypotheses, revealing the importance of an individual’s personal attitude, subjective norm and perceived behavioral control on interpreting and applying the organization’s environmental sustainability objectives. Although the interactive effect of hyperbolic discounting as a cognitive bias was not supported, a direct effect was found.

The findings can help organizations improve supply manager support for sustainability initiatives.

Prior supply chain sustainability research has examined drivers and barriers at political, legal, economical and overall firm levels. This study expands this research base by investigating individual-level barriers and drivers related to personal responsibility for environmental sustainability. As a second contribution, integration of cognitive biases in the TPB has been understudied in existing literature.

A coalition of students, professors, administrators and operational staff at Lafayette College designed an environmental module to integrate in-class curricular education with out-of-class environmental engagement. The purpose of this study was to improve the ethos of sustainability across campus.

The research reported here draws from qualitative and quantitative assessments to corroborate previous evidence that institution-wide collaboration is a necessary prerequisite for the successful development of such environmental campus programming.

It adds to those prior conclusions with the finding that three intertwined factors are critical keys to success. One is attention in the design process to coalition building between the academic, administrative and operational units of campus; second is a strong focus on organizational capacity; and third is explicit attention to preparing long-term management.

The particularities of college campuses, where student residence is temporary while the campus environment is continuous, require attention to organizational sustainability as much as the more common technical features of sustainability (e.g. energy, water, food, transportation systems, etc.). For small colleges seeking to implement similar programming to foster a culture of sustainability on their campuses, that commitment to organizational sustainability demonstrates that maintenance, durability and invested personnel are essential factors when similarly seeking interdisciplinary environmental education initiatives.

This paper describes the original program structure of Greening Lafayette. The program was built on the campus of Lafayette College through specific co-curricular, administrative, academic and facilities efforts. The paper details the approach Lafayette College students and faculty took to draw from best practices in campus sustainability, analyze their campus’ baseline engagement in and awareness of sustainability and leverage their college’s structures to design a program that generates a campus ethos of sustainability. It further elucidates the importance of ensuring the organizational sustainability of the program itself. While Greening Lafayette was designed for the context of a specific undergraduate campus, the program offers a model for faculty, students and administrators of other colleges and universities to build coalitions, design sustainability programming and develop an ethos of sustainability on their campuses.

The purpose of this paper is to distinguish different types of sustainable digital entrepreneurs (SDEs) and explore their approaches toward enhancing organizational resilience.

Investigation of entrepreneur characteristics using Grounded Theory methodology; 12 semi-structured telephone interviews with (owner-)managers of digital-resilient small and medium-sized enterprises (SMEs) and start-ups in Germany; adaptation of a sustainability-digitalization-matrix for initial clustering; investigation of reoccurring patterns (within and between clusters) through variable-oriented content analysis; application of the capability-based conceptualization of organizational resilience for synthesis and extension.

First, the authors present a new typology of SDEs, including descriptions of the four main types (Process-Oriented System Thinker, Unconventional Strategist, Dynamic Visionary and Success-Oriented Opportunist). Second, the authors propose a conceptual framework with six success factors of organizational resilience. The framework accentuates the influence of SDEs on organizational culture and the macro-environment.

Digital sustainability and resilience are emerging management principles. The insights gained will allow (future) entrepreneurs to perform a self-assessment and replicate approaches toward enhancing SME resilience; for example, governing the co-creation of an organizational culture with a strong integrative view on sustainability and digitalization.

SMEs are characterized by high vulnerability and a reactive response to the disruptions caused by sustainability crises and digitalization. Blending sustainable and digital entrepreneurship at a micro-level, the authors identified the success factors underpinning organizational resilience that are associated with the characteristics of four types of SDEs.

This paper seeks to explore, summarize, and interpret the existing literature linking green supply chain management (GSCM) to culture. To achieve this goal, three main questions are answered: (1) How culture has been linked to GSCM in prior works? (2) What are the general problems exposed? (3) What gaps to detect?

A systematic literature review related to culture–GSCM was conducted. The review combines descriptive and content analysis of 46 academic peer-reviewed English papers from 30 international journals.

Around 90 percent of the articles are empirical papers, only 10 percent are conceptual papers. These papers systematically focused on two issues: the largest number deal with the organizational culture–environmental practices, then national culture–environmental practices. The GSCM–culture relationship underlines contrast findings stemmed from various factors, levels of analysis, different sample, research design, contexts, and so on. Among the results, a conceptual model is developed, allowing suggestions for future research.

This review is limited by the environmental practices of SCM raised in the literature, excluding corporate responsibility or ethics researches. This study may not be exhaustive and expose all papers in the field, but it does definitively assess a wider number of papers available and to which access is provided. Future researchers empirically test the conceptual model proposed toward more clarifications.

This paper provides managers with an extra element to take into consideration while accustoming with GSCM, which is better understanding the role and the sensitivity of cultural values in order to harmonize with the changes.

This paper had extended the prior reviews to add recent and new papers. It does not only update the understanding related to culture–GSCM but goes beyond that to propose a multidisciplinary model theorizing the existing links and calling for ultimate investigations for the detected gaps.

Through a systematic review of the literature, this study analyzes the empirical literature on the adoption of environmental sustainability strategies in order to identify (i) the main conceptual aspects by which environmental sustainability strategies can be conceived of, (ii) the main determinants of the adoption of such strategies, (iii) the expected impacts on the company’s international performance, as well as (iv) the mechanisms that mediate the effect of environmental sustainability strategies on international performance. This study thereby offers propositions about the relationships between environmental sustainability strategies, their determinants (both in relation to the institutional environment and to the company’s domain), and their performance implications.

Contemporary frameworks on institutional theory and corporate environmentalism observe that institutional fields positively influence a firm’s environmental response in the form of implementation of environmental practices. These frameworks, however, provide little evidence on why firms facing similar institutional field differ in their environmental response. This paper aims to incorporate the intra-organizational dynamics within the traditional institutional theory framework to address this heterogeneity, examining specifically the role of absorptive capacity for environmental knowledge in the organizational implementation of corporate environmental practices.

Integrating the institutional theory and resource-based view, this paper examines the mediating role of absorptive capacity in the relationship between institutional pressure for corporate environmentalism vis-a-vis the implementation of corporate environmental practices. Partial least square structural equation modeling was used for hypotheses testing based on data obtained from the Indian apparel and textile industry.

The results support the mediating role of absorptive capacity in the relationship between institutional pressure and implementation of corporate environmental practices. Further, this study highlights the importance of acquisition and utilization of environmental knowledge in driving environmentalism through developing absorptive capacity; the findings also suggest that the role of institutional pressure in the implementation of environmental practices should not be analyzed in isolation but rather in conjunction with the development of absorptive capacity that forms the internal basis of implementation.

Managers need to focus on the development of organizational capabilities for acquiring and exploiting environmental knowledge to complement their preparedness in responding to any institutional pressures for environmental sustainability. Firms also need to link their environmental orientation with various sources of environmental knowledge and capabilities residing outside the organizational boundaries. It is important to note here that the development of absorptive capacities for the exploration and exploitation of external knowledge is indeed both required and necessary to build sustainable organizational capabilities.

This paper is among the very few studies that address the issue of knowledge and development of related organizational capabilities for corporate environmentalism. Recognizing that environmental knowledge resides outside organizational boundaries with regulatory agencies and special interest groups, this paper highlights the importance of developing organizational capabilities for the acquisition and exploitation of environmental knowledge.