Green managerial practices and green performance:A serial mediation model

This study examines the influence of green supply chain management(GSCM)practices and green culture on green performance in the manufacturing sector through the mediating effect of proactive environmental strategy(PES)and green product innovation(GPI).A quantitative approach was followed,and partial least squares structural equation modeling(PLS-SEM)was used for hypothesis testing.A questionnaire was used to collect data,and 663 questionnaires were included in the final analysis.Contrary to our expectations,the results showed that GscM practices do not influence green performance,whereas green culture is positively related to green performance.The results show that PES and GPI explain the relationship between GSCM practices,green culture,and green performance.PES and GPI sequentially mediated GSCM practices,green culture,and green performance.Moreover,PES and GPI significantly improved green performance.This study aims to extend the scholarly appreciation of GscM practices and the impact of green culture on green performance by examining the mediating effects of PES and GPI on these relationships.The implications and future research avenues are also discussed.

An exploratory examination of the barriers to innovation and change as perceived by senior management

The banking industry has undergone significant shifts as innovations have enabled new banking services and created new customer requirements.While banks strive to incorporate innovation and change systems,they also face various obstacles.The primary aim of this qualitative exploratory case study is to determine the key perceived barriers to change and innovation in a Jordanian commercial case bank from the perspective of senior management.Nuanced interpretations were investigated,resulting in new insights that have not been previously obtained from research in this field.The analysis used a qualitative systematic approach to grounded theory articulation that inductively generated new concepts while adhering to highly rigorous standards.The methodology was based on interviews with eight senior managers.The emergent findings revealed that high bureaucracy,lack of communication,lack of employee involvement,middle managers'resistance,and risk aversion were major barriers to innovation and change.Overall,this study contributes to developing a thorough understanding of top managers'perceptions of barriers to innovation and change and offers managers and practitioners guidance on improving organizational conditions to support innovation and change in the banking industry.Finally,this study provides avenues for future research in this area.