مشخصات مقاله:
عنوان فارسی مقاله:
نوآوری سبز و عملکرد محیطی: نقش رهبری تحول گرا سبز و مدیریت منابع انسانی سبز
عنوان انگلیسی مقاله:
Green innovation and environmental performance: The role of green transformational leadership and green human resource management
کلمات کلیدی مقاله:
رهبری تحول سبز، مدیریت منابع انسانی سبز، نوآوری سبز، عملکرد زیست محیطی، رویکرد SEM، شرکتهای کوچک و متوسط
کلمات کلیدی انگلیسی:
Green transformational leadership – Green human resource management – Green innovation – Environmental performance – SEM approach – SMEs
مناسب برای رشته های دانشگاهی زیر:
مدیریت
مناسب برای گرایش های دانشگاهی زیر:
مدیریت منابع انسانی، مدیریت کسب و کار
وضعیت مقاله انگلیسی و ترجمه:
مقاله انگلیسی را میتوانید به صورت رایگان با فرمت PDF با کلیک بر روی دکمه آبی، دانلود نمایید. برای ثبت سفارش ترجمه نیز روی دکلمه قرمز رنگ کلیک نمایید. سفارش ترجمه نیازمند زمان بوده و ترجمه این مقاله آماده نمیباشد و پس از اتمام ترجمه، فایل ورد تایپ شده قابل دانلود خواهد بود.
فهرست مطالب:
Abstract
Keywords
1. Introduction
2. Theory and hypotheses
2.1. Green transformational leadership
2.1.1. Green transformational leadership and green human resource management
2.2. Green human resource management
2.2.1. Green HRM and green innovation
2.3. Green innovation and environmental performance
2.3.1. Green transformational leadership and green innovation: mediating role of green HRM
2.3.2. Green HRM and environmental performance: mediating role of green innovation
3. Methods
3.1. Sample and procedure
3.2. Measuring instruments
4. Results
4.1. Measurement scale validation
4.2. The structural model
5. Discusion and conclusion
5.1. Theoretical implications
5.2. Practical implications
5.3. Limitations and directions for future research
Acknowledgment
Appendix B. Supplementary materials
Appendices
Research Data
References
قسمتی از مقاله انگلیسی:
1. Introduction
Extant literature on organizational sustainability and sustainable uses of resources focused on large than small and medium size firms (Fassin et al., 2011), whereas small and medium-sized enterprises (SMEs) that together produce large portion of the environmental impacts from commercial activities remain under researched in the academic literature (Boiral et al., 2019; Tang and Tang, 2012). However, increased pressure from stakeholders to implement environmental management initiatives (Yu et al., 2017; Yu and Ramanathan, 2015; Chen and Chang, 2013) has become rule of business for firms across industry and geography to engage in green process and product development. It calls upon firm to rely on intangible resources to address the intricacy of environmental sustainability issues and respond in a manner to handle varied stakeholder pressures (Singh and ElKassar, 2019; Dubey et al., 2015). Previous studies suggest that employees across function and levels in organization exert significant influence on environmental performance (Del Giudice and Della Peruta, 2016; Dubey et al., 2015; Lewis et al., 2014) but the key role of the top management becomes critical as s/he has large latitude to make influence on the firm environmental performance (Singh and ElKassar, 2019; Hambrick and Quigley, 2014). Environmental management systems in organization depends upon developing and sustaining their internal competences and capabilities (Biscotti et al., 2018; Russo 2009; Yin and Schmeidler 2009) and wherein SMEs have been found as major defaulters due to shortfalls of employees’ abilities and motivation combined with required organizational capabilities to address complex challenges of environmental sustainability (Boiral et al., 2014).