Pathways towards Green Banking adoption: moderating role of top management commitment

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Syed Asim Ali Bukhari ◽  
Fathyah Hashim ◽  
Azlan Amran
Keyword(s):  
Operational Efficiency ◽  
Second Order ◽  
Top Management ◽  
Bank Branch ◽  
Content Type ◽  
Bank Branches ◽  
Management Commitment ◽  
Top Management Commitment ◽  
Order Construct ◽  
Stakeholder Pressures

Purpose The purpose of this study is to empirically examine the determinants and outcomes of Green Banking adoption and the moderating influence of top management commitment under the corporate environmental ethics ideology. External stakeholder pressures are analyzed as determinants of Green Banking adoption. Brand image and operational efficiency are examined as outcomes of this business ideology. Green Banking adoption is adapted as a second-order construct with four first-order reflective constructs to ensure in-depth conceptualization of the construct. Design/methodology/approach Green Banking adoption is studied at the bank branch level in a developing country, i.e. Pakistan. The data is collected from the branch managers of 212 bank branches from five major cities of Pakistan through mails. Self-administered survey was used for the data collection. The data was analyzed through the application of partial least square-structured equation modeling in SMART PLS 3.2.9. The measurement model and the structural model of the research framework were analyzed through the two-stage approach of the second-order analysis. Findings The results indicate a positive relationship between customer and competitor pressure and Green Banking adoption among bank branches in Pakistan depicting an influence of various environmental ethical pressures on bank’s adoption practices. Community pressure was shown to have no significant influence on Green Banking adoption at the branch level. The moderator of top management commitment caused a positive influence on the relationship between all the studied stakeholder pressures and Green Banking adoption. Branch managers reported branch image and operational efficiency to be enhanced due to Green Banking adoption. Originality/value This study attempts to fill in the significant gap in Green Banking adoption literature through an empirical analysis of Green Banking’s second-order construct. Currently, limited literature exists on the various aspects of Green Banking adoption, and an empirical study has not been conducted at the bank branch level. The study contributes significant practical, theoretical and methodological contributions to the area of Green Banking.

Top management commitment and lean team members’ prosocial voice behaviour

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammad Abdul Latif ◽  
Jan Vang
Keyword(s):  
Large Scale ◽  
Employee Voice ◽  
Value Stream Mapping ◽  
Top Management ◽  
Content Type ◽  
Team Members ◽  
Management Commitment ◽  
Top Management Commitment ◽  
Six Dimensions ◽  
Prosocial Voice

Purpose Top management commitment (TMC) and prosocial voice behaviour in Lean teams are vital for the successful Lean implementation. This study aims to investigate how TMC influences Lean team members’ prosocial voice behaviour and how such changed voice behaviour affects the outcome of Lean implementations. Design/methodology/approach The authors have used a qualitative research methodology to examine six dimensions of TMC (communication, involvement, support, empowerment, encouragement and monitoring) in two ready-made garment (RMG) factories in Bangladesh. Operational performance was measured by efficiency, quality, value stream mapping, single-minute exchange dies and 5S scores. Occupational Health and Safety (OHS) was assessed by acceptable head and back positions, machine safety, use of masks and housekeeping. Findings The findings reveal that TMC influences Lean team members' voice behaviour positively and, thereby, company's performance. Six dimensions of TMC are all critical for mobilizing prosocial voice, which then improves productivity, OHS and enhancing employee capacity and job satisfaction. Research limitations/implications This research involved two sewing lines in two RMG factories in Bangladesh. Cross-sector and large-scale international quantitative research is also needed. Practical implications This research shows how TMC and Lean problem-solving teams can mobilize employee voice. Originality/value Employee voice is a central issue in the implementation of Lean. To the best of the author’s knowledge, for the first time, the authors show how the six dimensions of TMC influence Lean team members’ voice behaviour in the workplace and thereby how prosocial voice affects team performance.

scholarly journals Antecedents of low carbon emissions supply chains

2017 ◽  
Vol 9 (5) ◽  
pp. 707-727 ◽  
Author(s):  
Zongwei Luo ◽  
Angappa Gunasekaran ◽  
Rameshwar Dubey ◽  
Stephen J. Childe ◽  
Thanos Papadopoulos
Keyword(s):  
Supply Chains ◽  
Carbon Emissions ◽  
Mediating Effect ◽  
Test Method ◽  
Organizational Response ◽  
Top Management ◽  
Low Carbon ◽  
Content Type ◽  
Management Commitment ◽  
Top Management Commitment

Purpose A low-carbon economy is the pressing need of the hour. Despite several efforts taken by the government and large corporations, there is still research to be conducted exploring the role of top management commitment in translating external pressures into responses that help to build low-carbon emissions in supply chains. Design/methodology/approach The authors have grounded their framework in institutional theory, agency theory and contingency theory. On the basis of existing literature, four hypotheses were drawn. To test these hypotheses, a questionnaire was developed and pre-tested. Finally, statistical analyses were performed to test the research hypotheses using 176 samples gathered using a pre-tested questionnaire following Dillman’s (2007) total design test method. Findings The results suggest that coercive pressures and mimetic pressures under the mediating effect of top management commitment have a significant influence on organizational response to low-carbon emissions. The authors further note that supply base complexity has moderating effects on the link between top management commitment and organizational response towards low-carbon emissions. Originality/value This study offers valuable insights to those managers and environmental consultants who view supply base complexity as a limitation. However, the results indicate that supply base complexity may help to enhance the effectiveness of the top management commitment on organizational response towards low-carbon emissions.

Road map for the implementation of green manufacturing practices in Indian manufacturing industries

2017 ◽  
Vol 24 (5) ◽  
pp. 1386-1399 ◽  
Author(s):  
Abhijeet K. Digalwar ◽  
Nidhi Mundra ◽  
Ashok R. Tagalpallewar ◽  
Vivek K. Sunnapwar
Keyword(s):  
Green Manufacturing ◽  
Structural Relationship ◽  
Manufacturing Industries ◽  
Top Management ◽  
Successful Implementation ◽  
Content Type ◽  
Effective Implementation ◽  
Road Map ◽  
Management Commitment ◽  
Top Management Commitment

Purpose Green manufacturing (GM) has received growing attention in the last few years. As today’s business environment is highly competitive, dynamic and volatile in nature, GM is seen as the winning strategy to be adopted by manufacturers. In this scenario, successful implementation of GM by manufacturers can give them an edge over their competitors. The purpose of this paper is to identify and develop the structural relationship among different factors for the successful implementation of GM. Design/methodology/approach A questionnaire-based survey and interpretive structural modeling (ISM) approach has been applied in this study. In this research, 12 factors have been identified, such as top management commitment, supplier and materials management, green product and process design, employee training and empowerment, etc. On the basis of survey results and opinions of experts from industry and academia, a structural relationship model has been developed through an ISM approach. Findings Top management commitment has the highest driving power for the implementation of GM. Effective implementation of GM will improve organization performance in terms of product cost and quality. For effective implementation of GM, management should not ignore development of people, product and processes. Practical implications The developed model will be useful to managers, decision makers and practitioners of GM in prioritizing their resources more effectively. Originality/value Critical success factor play a pivotal role for the assessment and implementation of GM practices. Identification of key success factors and their mutual relationship can help in implementation of GM practices in various organizations. It is probably one of the leading attempts to provide road map to the implementation of GM practices in Indian manufacturing industries.

Analyzing barriers of Green Lean practices in manufacturing industries by DEMATEL approach

2020 ◽  
Vol 32 (1) ◽  
pp. 176-198 ◽  
Author(s):  
Charanjit Singh ◽  
Davinder Singh ◽  
J.S. Khamba
Keyword(s):  
Manufacturing Industries ◽  
Government Support ◽  
Top Management ◽  
Lean Implementation ◽  
Content Type ◽  
Cause And Effect ◽  
Lean Practices ◽  
Management Commitment ◽  
Manufacturing Organizations ◽  
Top Management Commitment

PurposeGreen Lean concepts offer methods for managing manufacturing organizations with the goal of improving organizational performance. Green Lean practices are good options to increase the environmental and operational performance of manufacturing industries. However, there are some barriers to implement Green Lean in manufacturing industries. This paper aims to identify these barriers by reviewing the literature and analyze inter-relationships amongst selected barriers.Design/methodology/approachThis paper deals with the identification of barriers to the adoption of Green Lean practices in manufacturing industries. Using the DEMATEL approach and using the insights of experts, a cause and effect relationship diagram was generated through which the effect of barriers was analyzed.FindingsTwelve barriers were categorized in terms of cause and effect, and the interrelationships of barriers were also analyzed. Threshold value is calculated as 0.134 and the values lower than a were eliminated to obtain the digraph. “Resistance to change,” “lack of top management commitment” and “lack of training to employees” are the most prominent barriers on the basis of their prominent score.Research limitations/implicationsAnalysis in the research is highly dependent on expert judgments and opinions may be biased. However, the initial matrix obtained from the experts is hindered by the ambiguity about some relationships. But this can be improved by using fuzzy and grey set theories. The barriers used for the analysis are not from a specific type of manufacturing industry.Practical implicationsThe findings will help the manufacturing organizations to simplify the most important barriers, the least significant barriers and the relationships between these barriers. This Berlin knowledge will enable administrators to increase awareness of the barriers in Green Lean implementation. “The top management commitment” and “government support” are most important for the removal of barriers to Green Lean strategies.Originality/valueVery few scholars have used the DEMATEL approach to examine the sequence of the barriers to Green Lean implementation. The present study attempts to incorporate the DEMATEL model to assess the sequence of barriers to the implementation of Green Lean. This study investigates the degree of influence of barriers on each other and categorizes the barriers into cause and effect groups. This study is also intended to pave the way for future research in the path of the elimination of barriers to Green Lean strategies.

Top management commitment, corporate social responsibility and green human resource management

2019 ◽  
Vol 26 (6) ◽  
pp. 2051-2078 ◽  
Author(s):  
M.-Y. Yusliza ◽  
Nurul Aimi Norazmi ◽  
Charbel José Chiappetta Jabbour ◽  
Yudi Fernando ◽  
Olawole Fawehinmi ◽  
...  
Keyword(s):  
Corporate Social Responsibility ◽  
Human Resource Management ◽  
Human Resource ◽  
Top Management ◽  
Content Type ◽  
Management Commitment ◽  
Top Management Commitment ◽  
Green Human Resource Management ◽  
Corporate Social ◽  
The Relationship

Purpose The purpose of this paper is to analyse the relationship between top management commitment, corporate social responsibility (CSR) and green human resource management (GHRM). Design/methodology/approach 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. Findings 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. Research limitations/implications 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. Originality/value 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.

Reinvigorating the mission statement through top management commitment

2014 ◽  
Vol 52 (3) ◽  
pp. 446-459 ◽  
Author(s):  
Ralph I. Williams Jr ◽  
Daniel L. Morrell ◽  
John V. Mullane
Keyword(s):  
Firm Performance ◽  
Mission Statement ◽  
Top Management ◽  
Content Type ◽  
Proposed Model ◽  
Management Commitment ◽  
Top Management Commitment ◽  
Unique Manner ◽  
The Impact ◽  
Conceptual Overview

Purpose – 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. Design/methodology/approach – The paper provides a conceptual overview of the mission statement literature toward a theoretical model. Findings – 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. Practical implications – 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. Originality/value – 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.

Research reveals major reasons why manufacturers adopt green HRM in Malaysia

2020 ◽  
Vol 28 (5) ◽  
pp. 25-27
Keyword(s):  
Intellectual Capital ◽  
Relative Advantage ◽  
Manufacturing Companies ◽  
Key Factors ◽  
Content Type ◽  
Face To Face ◽  
Management Commitment ◽  
Top Management Commitment ◽  
Environmentally Sensitive ◽  
Stakeholder Pressures

Purpose The authors wanted to identify the factors that facilitate the adoption of Green HRM in Malaysia. Design/methodology/approach The required data for this study were collected using semi-structured face-to-face interviews with human 10;resources directors and managers from four large manufacturing companies in Malaysia Findings The four key factors were found to be stakeholder pressures, relative advantage, top management commitment and green intellectual capital. Originality/value Research studies on Green HRM in Malaysia are rare. The originality of the research lies in its exploration of Green HRM in an environmentally sensitive sector. The conclusions will be useful for both practitioners in manufacturing and also academics wanting to more research.

Antecedents of environmental strategies: a study of the manufacturing industry in Pakistan

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Farida Saleem ◽  
Yingying Zhang-Zhang ◽  
C. Gopinath ◽  
Muhammad Imran Malik
Keyword(s):  
Emerging Markets ◽  
Indirect Effects ◽  
Corporate Strategy ◽  
Top Management ◽  
Content Type ◽  
Consumer Concerns ◽  
Management Commitment ◽  
Environmental Strategies ◽  
Top Management Commitment ◽  
Conditional Indirect Effects

PurposeThe 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).Design/methodology/approachA 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.FindingsThe 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.Originality/valueThe 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.

scholarly journals Top management commitment and involvement and their link to key account management effectiveness

2015 ◽  
Vol 30 (1) ◽  
pp. 32-44 ◽  
Author(s):  
Nektarios Tzempelikos
Keyword(s):  
Relationship Quality ◽  
Top Management ◽  
Key Account Management ◽  
Content Type ◽  
Account Management ◽  
Key Account ◽  
Management Commitment ◽  
Top Management Commitment ◽  
Management Involvement

Purpose – 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. Design/methodology/approach – 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. Findings – 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. Research limitations/implications – 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. Practical implications – 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. Originality/value – 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.

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