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This study aims to investigate the effect of organizational ambidexterity (OA) and organizational green culture (OGC) on corporate sustainability (CS) while incorporating the mediating role of green innovation (GI) to provide a detailed insight into CS. The study also presents a research framework based on the Organizational Ambidexterity theory and Natural Resource-based view to explain the factors contributing to CS.

Using stratified sampling, the study collected data through survey-based empirical research from 307 textile companies registered with the Securities and Exchange Commission of Pakistan (SECP) or the All-Pakistan Textile Mills Association (APTMA). The collected data were analysed using path analysis, mediation analysis and moderation analysis through smart PLS-SEM version 4.0 to assess the composition and causal association of factors.

The study found a significant relationship between OA and OGC with CS. Furthermore, the study revealed that green innovation partially mediates the relationship between OGC and CS. The proposed research framework can be valuable for promoting and recommending actions to enhance CS.

The study on CS in the textile sector of Pakistan has limitations such as a narrow focus, cross-sectional design and reliance on self-reported data. Future research should explore additional factors, conduct longitudinal research, investigate contextual factors, scrutinize specific green innovation practices and broaden the scope of the study to include SMEs and other textile organizations.

The research framework can help senior executives to foster CS by promoting OGC, OA and GI. Practitioners and academicians can also utilize or further investigate the proposed framework for validation and to foster CS.

This study fills gaps in the existing literature by investigating the mediating effect of GI between OGC and CS. The proposed research framework provides a comprehensive understanding of the factors contributing to CS based on the Organizational Ambidexterity theory and Natural Resource-based view.

The green management literature repeatedly argues that in order to behave in a sustainable manner, organizational actions will need to go beyond technical fixes and embrace new environmentally responsible values, beliefs and behaviors. In this context, developing sustainability is frequently viewed as largely dependent on the extent of green culture change in organizations. However, empirical evidence for such a change in culture is not apparent, although much anecdotal support has been cited. Seeks to address some of the shortcomings in extant literature and supplies contemporary evidence of managers’ perceptions of the extent to which the green culture change is occurring and of factors acting as barriers or facilitators to such change. Begins with a review of the literature pertaining to organizational culture and greening. Following this, details the research design and methodology. Thereafter, lays out the findings of the interviews in detail. Finally, discusses these findings and suggests a number of implications, conclusions and directions for further research.

The purpose of this paper is to develop an original framework to explore corporate social responsibility (CSR) plays a mediation role between green organizational culture and green product innovation performance.

This study divides CSR into proactive CSR and reactive CSR. This research employs an empirical study by means of the questionnaire survey method to verify the hypotheses and to explore its managerial implications in Taiwanese manufacturing companies. Structural equation modeling is applied to verify the research framework.

The empirical results verify that green organizational culture positively affects proactive CSR and green product innovation performance. This study shows that proactive CSR mediates the positive relationship between green organizational culture and green product innovation performance, but reactive CSR does not. Green organizational culture is a driving force for proactive CSR and green product innovation performance. Organizational members in Taiwanese companies are exposed to green organizational culture which influences CSR activities. Moreover, this study verifies that proactive CSR of large companies are significantly higher than those of small and medium enterprises (SMEs).

There are three limitations of this study. First, this study verifies the hypotheses by means of questionnaire survey which only includes cross-sectional data. Second, this study utilize self-reported data may suffer the problems of common method variance. Third, this study applies a “five-point Likert scale” ranging from 1 to 5 to measure the constructs. Future research can apply a “seven-point Likert scale” to measure the constructs and compare with this study to test the significance of the variability of the data. There are two implications emerging from the study. First, proactive CSR has a positive effect on green product innovation performance, but reactive CSR does not. Second, green organizational culture is a driving force for proactive CSR and green product innovation performance.

This study summarizes the literature of CSR into a new managerial framework and highlights the importance of proactive CSR. Therefore, green organizational culture cannot only affect green product innovation performance directly, but also influence it indirectly via proactive CSR in the Taiwanese manufacturing industry. Taiwanese manufacturing companies can increase their green organizational culture and proactive CSR to enhance their green product innovation performance. This study also explores that proactive CSR of large companies are significantly higher than those of SME.

The purpose of this study is to examine the direct and indirect effects of organizational culture and quality improvement practices on the relationship between green practices and sustainability performances by using the structural equation modeling (SEM) approach.

Structured questionnaires were used to collect data from 330 full-time managerial employees in established businesses. The relationships depicted in the proposed conceptual model were tested through six hypotheses. IBM SPSS Statistics and SEM-AMOS were used to test the hypotheses.

The results supported proposed relationships in the model, except the one between organizational culture and green practices. The findings indicate that the more employees are aware of companies’ green practices, the more likely they are going to feel positive about the sustainability performance of the organization. Additionally, a strong organizational culture that supports the green movement and quality improvement practices lead to positive sustainability outcomes.

A larger sample size in several major industries would allow the development of industry-specific sustainability strategies and best practices. In addition, a study based in a different geographical location in the USA or in a different country is recommended to see if the findings can be generalized across different industries, geographical locations or countries.

Sustainability has undoubtedly become a major concern for many companies today. The findings of this study provide important guidelines for practitioners to balance the implementation of green practices, organizational culture, quality improvement practices and sustainability performance dimensions. Profitability and sustainability can be achieved together when companies are willing to continuously pay attention to environmental issues and strategically invest in initiatives that are cost-efficient and eco-friendly.

This study is one of the first that explores how organizational culture and quality improvement practices affect directly and indirectly the relationship between green practices and sustainability performance. The results imply that organizational culture and quality improvement practices significantly affect the relationship between green practices and the sustainability performance dimensions.

This study investigates the crucial link between sustainable practices and organizational development, focusing on sustainable knowledge management (SKM), green innovation (GI) and corporate sustainable development (CSD) in diverse Pakistani organizations.

This study employs a comprehensive research methodology involving advanced statistical techniques, such as confirmatory factor analysis, structural equation modeling and hierarchical linear modeling. These methods are instrumental in exploring the complex interrelationships between SKM, GI, moderating factors and CSD.

This research generates significant findings and actively contributes to sustainable development. The following sections (Sections 4 and 5) delve into the specific findings and in-depth discussions, shedding light on how industry regulation, organizational sustainability priorities, workplace culture collaboration and alignment between green culture and knowledge management practices influence the relationships between SKM, GI and CSD. These findings provide valuable insights for the research community and organizations striving for sustainability.

The study’s findings have practical implications for organizations seeking to enhance their sustainability efforts and embrace a socially and environmentally conscious approach to organizational growth.

This study contributes to the literature on sustainable practices and organizational development. Researchers and business people can learn a lot from it because it uses advanced econometric models in new ways and focuses on the link between knowledge management, GI and sustainable corporate development.

This chapter aims to contribute to the literature on sustainability in the public sector by discussing how human resource and human resource management can help to integrate environmental management into organizations and improve environmental performance. Public sector scholars have neglected the study of Green Human Resource Management (GHRM) until now. Nevertheless, implementing such practices could lead to positive outcomes regarding awareness of environmental issues, organizational reputation and attractiveness, job satisfaction and organizational performance. The authors discuss the relevance and the necessity of developing a field of research on GHRM in public organizations. Starting from a conceptual review of the main literature on GHRM, this chapter provided some directions for future research.

Circular economy has emerged as one of the most important approaches to addressing environmental challenges. Organizations have begun to act on their abilities to enhance their sustainability management to enable a circular economy. The role of organizational learning and green human resource management in the transition to a more circular economy remains unknown. The purpose of this study is to identify and analyze the inter-relationship between the factors of organizational learning and green human resource management, and it aims to rank the identified factors of manufacturing small and medium businesses (SMEs) based on their driving and dependency power and to detect the most substantial factors.

This study identified 11 organizational learning and green human resource management (GHRM) factors after conducting a thorough literature analysis and consulting with experts. To investigate the interaction of the indicated factors and to build their structural hierarchy, this study used the total interpretive structural modeling method. Further, Matriced Impact Croises Multiplication Applique (MICMAC) analysis was used to establish each factor’s driving and dependent power.

This study discovered that factors “Green separation” and “Organizational learning culture” were found to be significant; “Green performance management” and “Green health and safety management” were observed to be extremely reliant on the remaining GHRM factors.

The recommended framework has been established in the Indian background and is restricted to manufacturing SMEs. Still, the same framework can be applied to other sectors by slightly modifying it. Also, the analysis is based on the experts’ view and this may be biased. The findings of this study will help human resources managers and SME owner-managers clarify the most and least significant factors of organizational learning and GHRM and their relationships, leading to increased awareness of organizational learning and GHRM practices for enlightened environmental performance.

The proposed framework might facilitate decision-makers and practitioners to comprehend the relations between organizational learning and GHRM factors. This will support SME owner-managers in understanding the influence of one factor on another factor in manufacturing SMEs.

Until now, the protruding interest of researchers has been focused mostly on large manufacturing enterprises. However, manufacturing SMEs, which are much smaller when compared to large manufacturing companies, significantly contribute to the economy as well as environmental pollution. Thus, this study provides a vital contribution to the current literature by determining the suitable relationship between the organizational learning and GHRM components, as no previous studies focused on exploring the same using the total interpretive structural modeling approach in the Indian manufacturing SMEs environment.

Environment concerns and climate changes have led organizations to reorient their processes with a focus toward sustainability. Organizations recognize that incorporating greening in HR practices has the potential to address environmental concerns. The present study aims to focus on investigating the relationship between green human resource management (GHRM) practices and environmental performance (EP). It is premised that the adoption of green human resource practices facilitates the development of a green organizational culture (GOC) that helps the organization to gain strategic business advantage with respect to the competitors. The literature suggests that the adoption of green human resource practices among organizations is at a nascent stage. The present study focusses on understanding the mediating role of three dimensions of GOC, that is, degree, diffusion and depth in the relationship between green human resource practices and EP that has not been addressed in the empirical literature.

The present study developed a model consisting of GHRM practices as an independent variable, the three dimensions of culture (degree, diffusion and depth) as mediators, and EP as the dependent variable. The study followed a quantitative exploratory research approach. The sample consisted of 278 employees from private and public sector organizations located in India. The hypothesized model was analyzed using structural equation modeling (SEM).

The study found the green human resource practices to be significantly related with EP of the organization. Results of parallel mediation confirmed that the “degree” dimension of GOC played a significant mediating role in the relationship between green human resource practices and EP of the organization. The other two dimensions of GOC, diffusion and depth, did not have a significant mediating role in this relationship. The findings of the study have been explained in the context of social identity theory, resource based view and ability–motivation–opportunity theory.

The study provides practical insights for researchers and managers who seek to adopt sustainability objectives in the organization. The findings have the potential to encourage human resource managers to adopt green human resource management practices toward promoting a culture of greening in the organization. The importance of developing and measuring EP targets for industry leadership is also emphasized.

The originality of the study lies in classifying and understanding GOC in terms of three dimensions, that is, degree, diffusion and depth, following the model proposed by Harris and Crane (2002). The three dimensions help in assessing the current level of GOC. This assessment promotes the judicious application of resources by the organization and adopts green practices to foster the organizational EP.

The purpose of this paper is to investigate how customer pressure influences green innovation in the context of Chinese third-party logistics (3PL) providers, and especially the role of organizational culture in moderating this relationship.

Based on survey data collected from 165 3PL providers in China, hierarchical moderated regression analysis was conducted to test the hypotheses.

Customer pressure is an important driver of green innovation amongst 3PL providers. Flexibility-oriented organizational culture strengthens the effect of this driving force, while control-oriented organizational culture weakens this force. Green innovation significantly contributes to financial performance and flexibility orientation strengthens this contribution, while control orientation weakens it.

This research examines the contingency effect of organizational culture in helping to resolve inconsistencies in the relationship between customer pressure and green innovation. Although the inconsistencies cannot be resolved completely, the research opens an avenue to explore other contingency factors or the possibility of a non-linear relationship.

3PL firms could undertake green innovation to satisfy customers’ environmental requirements. To develop their green innovation initiatives, managers should allow their employees greater autonomy and design (or re-design) operations procedures and regulations to be more flexible, thus enabling the diffusion of green innovation and avoiding or reducing the potential influence of control-oriented organization culture.

The study considers the conditional effect of organizational culture to reconcile the mixed results in the literature regarding the relationship between customer pressure and green innovation of logistics service providers.

Drawing on the Ability–Motivation–Opportunity (AMO) theory, this study aims to test the effect of green human resource management (G-HRM) on green organizational citizenship behavior (G-OCB) taking into consideration green culture as the mediator and green values as the moderator.

Valid data from 240 entities collected in Taiwan were analyzed to test the five hypotheses. The valid data were analyzed using confirmatory factor model, correlation analysis, structural equation modeling and bootstrapping analysis.

The results for all relationships show significant associations. G-HRM is significantly associated with G-OCB and green culture, while green culture is significantly related to G-OCB. The mediating effect of green culture on the G-HRM-G-OCB relationship is significant. The moderating effect of green values on the green culture–G-OCB relationship is significant.

The originality of this study lies in being one of the first study in an advanced emerging economy utilizing the AMO theory.