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Green innovation strategy is not only a new idea to achieve green development but also the inevitable choice for enterprises to upgrade. At present, the research on the driving forces of green innovation strategy mainly focus on direct impact of single factor, lacking the overall consideration of internal and external environment. At the same time, research on the contingency effect of top management’s environmental awareness is scarce. This paper aims to explore how external environment pressures (policy pressures and market pressures) and internal environment driving force (innovation resources and innovation capability) make enterprises to choose green innovation strategy with moderating effect of top management’s environmental awareness.

Based on the sample of 216 enterprises, this paper explores the relationship between policy pressure, market pressure, innovation resources, innovation capability and the green innovation strategy with moderating effect of top management’s environmental awareness from inside and outside driving angle.

The results of the hierarchical regression model show, first, the driving effect of factors in the external environment. The coercive policy has an inverted U-shaped impact on the green innovation strategy. The incentive policy and the market pressure both have a significant positive impact on the green innovation strategy. Second, the driving effect of factors in the internal environment. The innovation capability has a significant positive impact on the green innovation strategy. The innovation resources have no significant impact on the green innovation strategy. Third, the moderating effect of top management’s environmental awareness. The relationship between the green innovation strategy and the coercive policy is stronger when the top management’s environmental awareness higher. The relationship between the green innovation strategy and the market pressure is stronger when the top management’s environmental awareness higher. The relationship between the green innovation strategy and the innovation resources is stronger when the top management’s environmental awareness higher. Otherwise, the relationship between the green innovation strategy and the innovation capability is weaker when the top management’s environmental awareness higher. And there is no significant change about the relationship between the green innovation strategy and the incentive policy when the top management’s environmental awareness higher.

First, the authors have promoted the integrated research on the drivers of the enterprise’s green innovation strategy. From the perspective of internal and external environment driving forces, this paper analyzes the key factors influencing the decision-making of the green innovation strategy. Second, the study has contributed to the strategic choice theory. This paper studies the driving mechanism of the green innovation strategy from a new perspective of the strategic choice theory.

Green ambidexterity innovation and green competitive advantage are of great significance to enterprises' sustainable development. From the perspective of upper echelons theory, This paper aims to investigate the role of top managers in gaining green competitive advantage and the intermediary effect of the green ambidexterity innovation between them.

This paper uses empirical data from heavily polluting enterprises in China for constructing a model to infer how enterprises achieve the green competitive advantage.

The paper shows that (a) top managers' environmental awareness and the green ambidexterity innovation are both positively related to the green competitive advantage of enterprises, while there is a difference between the exploitative green innovation and the exploratory green innovation regarding the heterogeneity; the positive effect of the exploratory green innovation on enterprises' green competitive advantage is greater than that of the exploitative green innovation; (b) the green ambidexterity innovation plays a partial intermediary effect between top managers' environmental awareness and enterprises' green competitive advantage and (c) strategic flexibility positively moderates the relation between the green ambidexterity innovation and the green competitive advantage. The study concludes that top managers' environmental awareness has a significantly positive impact on reinforcing green competitive advantages and adopting the green ambidexterity innovation for heavily polluting enterprises in China.

This paper contributes to the green innovation management literature by offering a theoretical framework for examining how top managers' environmental awareness influences enterprises' green competitive advantage.

This study aims to develop an original green organizational learning capability (GOLC) framework to examine the effects of green transformational leadership (GTL) on competitive advantage (CA) through GOLC by making use of the natural resource-based view (NRBV).

The current research proposes GOLC as a novel construct that simultaneously integrates green absorptive capability (GAC) and green transformative capability (GTC). Furthermore, this study presents a theoretical model that investigates GOLC as an intermediate mechanism in the relationship between GTL and CA based on the NRBV. The partial least squares method is used to test the data collected from 265 firms included in the list of Turkey’s Top 500 Industrial Enterprises in 2019 and having ISO 14001 certificate.

Top management’s GTL positively affects the firm’s GOLC. Moreover, GOLC positively affects the firm’s CA. This study further shows that GTL has a significant indirect effect on CA through GOLC.

This study demonstrates how firm managers can be persuasive in adopting GOLC with a critical role in developing and promoting green products and services to improve the firm’s environmental sustainability and CA by exhibiting GTL.

This research applies the NRBV theory to propose a novel concept, GOLC and develops an integral conceptual model to discover its managerial impacts, antecedent and consequence. No prior literature has examined the impact of top management’s GTL on GOLC and CA.

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 paper aims to explore how market pressures, upper echelons theory and slack resources interact to affect pro-environmental strategies in an emerging market. Specifically, the authors assess external market factors (consumer concerns, regulatory forces and competitors' concerns) in terms of how they are negotiated through internal resources and company capabilities (top management commitment and discretionary slack) to produce or not produce pro-environmental strategies (environmental corporate strategy and environmental marketing strategy).

A total of 1,000 questionnaires were distributed in the Pakistani manufacturing sector – where energy use and natural resources consumption is intensive. The final 181 useable responses were analyzed using covariance-based structural equation modeling and the PROCESS macro.

The results reveal that regulatory forces and competitors' concerns have both direct and conditional indirect effects on environmental corporate strategy but only conditional indirect effects on environmental marketing strategies through the mediation of top management commitment and at different levels of discretionary slack. However, consumer concerns remain inconsequential antecedents with insignificant direct effects and conditional indirect effects on environmental corporate and marketing strategies through the mediation of top management commitment at different levels of discretionary slack.

The authors propose an integrative model as a functioning mechanism for the environmental strategic decisions of companies in emerging markets. This model relies on both slack resource and upper echelons theories. These findings contribute to a better understanding of the impacts of internal and external determinants and functions on environmental strategies at corporate and functional levels in emerging markets. The various paths to diverse levels of environmental strategy and the insignificant role of consumer concerns suggest a need for further investigation of corporate environmentalism in emerging markets that consider their distinctive legal, societal, market and institutional contexts.

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.

Most literature on ambidexterity has focused on large firms and on the influence of internal issues in this strategy, that is, organizational structures, top management integration, or internal knowledge management processes (Lutbatkin et al., 2006; Chang et al., 2011; Lee and Huang, 2012). The purpose of this paper is to assess small- to medium-sized enterprises (SMEs)’ ambidexterity strategies during economic recession periods in comparison with those of large firms and identify the managerial external capabilities which are associated with the development of SMEs’ ambidexterity.

A multinomial logit model and a probit model are proposed and tested using data collected from 2,150 Spanish firms during the period of 2009-2013.

The data analysis reveals that SMEs develop more ambidextrous innovation strategies in recession periods than larger firms do. Moreover, two managerial external capabilities have been identified as drivers of SMEs’ ambidextrous behavior in crisis periods: first, the capability of top management to anticipate scenarios; and second, the capacity to acquire adequate external resources through co-operation.

The results show that SME managers wanting to develop ambidextrous strategies in recession periods have to forecast scenarios in terms of innovation difficulties and strengthen their resources through co-operation. Implementation of public policy is encouraged to support these capabilities, thus enhancing SME sustainability in uncertain contexts.

Prior studies have paid little attention to the role of external capabilities. Although their role was revealed as a relevant dimension in the study of SME ambidexterity in adverse contexts by Cao et al. (2010), it remained underexplored. This paper aims to fill this gap.

Successfully fostering employee ecological behaviors can reduce the environmental impacts of an organization while boosting performance. This paper aims to investigate the factors and organizational strategies for employees to engage in ecological behaviors.

The study uses a qualitative method. Academicians from four top-ranked research universities from Malaysia participated in semi-structured interviews.

The in-depth analysis of the interviews identified several factors (environmental attitude, feedback, green self-efficacy, leadership role, organizational culture and employee empowerment) and strategies (incentives; top management support; creating environmental knowledge and awareness; rules and regulations; and sustainability advocates) for promoting ecological behavior in the workplace.

This study was limited to Malaysian public research universities. Future research could investigate additional variables that might influence employee ecological behavior. Implications include policymaking, which emphasizes boosting environmental factors among academicians.

Research studies on employee ecological behavior are minimal. This research contributes to the literature by discussing how different stimuli and strategies are used in the top four-ranked green universities of Malaysia for ecological behavior in the workplace.

Stakeholder theory has been used extensively as it offers a way to address the changing demands in a dynamic business environment. This study aims to use stakeholder theory to analyze corporate environmental behavior by Australian listed companies.

By adopting Ullmann's three‐dimensional framework comprising stakeholder power, strategic posture, and economic performance, an ordinary least squares (OLS) regression model is developed. Three measures of stakeholder power are used: shareholder power (SP), creditor power, and government power (GP). Strategic posture is represented by the level of management's environmental concern (EC) and economic performance is proxied by the firm's return on assets (ROA). Using the 2002 Australian Conservation Foundation environmental performance ranking, the OLS model tests for any significant relationships between corporate environmental performance and the three components of the framework.

The findings suggest that the level of ownership dispersion (SP), the industry sensitivity characterized by the increased governmental sanctions (GP) as well as the management's concern for the environment (EC) are the significant factors influencing the decision to incorporate superior environmental activities in corporate strategic plans. Measures of economic performance (ROA) show no significant relation with the firms' environmental performance. Likewise, suggestions that size and age of the firms could act as intervening variables are not supported by the results.

The empirical results provide evidence that the application of stakeholder theory can contribute towards one's understanding of how corporate entities behave, particularly in adapting to the rapidly changing business environment where environmental issues are becoming increasingly important.

Top management and managers must highlight environmental issues and adopt green product innovation (GPI) to implement eco-friendly management in their businesses. This research aims to examine the impact of top management’s green commitment and adaptability culture (AC) on organizational green performance (OGP) mediated by GPI.

The study was conducted in the context of the textile industry of Pakistan, where a sample of 232 employees was collected for the data analysis. The study adopted a quantitative approach, and the data collected were analyzed using relevant statistical tools (SPSS 24 and Smart PLS 3.0) to address the research questions.

The present study supported positive relationships of top management green commitment (TMGC) and AC with the OGP, whereas GPI mediated the relationships.

Integrating the AC, TMGC, GPI and the organization’s green performance is a milestone as it serves as an effort to present a model promoting green management research. The study’s findings could be used in the textile sector to foster a green culture by strengthening green AC and GPI by raising environmental concerns within the workforce.