2026· International journal of research and innovation in social science· Vol 10, pp. 18853-18868· 0 citations
Abstract
Environmental degradation, climate change, increasing resource depletion, and stricter environmental regulations have intensified pressure on manufacturing firms to adopt sustainable production practices. Green innovation has emerged as an important strategic approach for enhancing environmental sustainability. However, existing empirical studies have predominantly examined its influence on financial performance, organizational competitiveness, and operational efficiency, with comparatively limited attention given to environmental sustainability as the primary organizational outcome, especially in Kenya. Guided by the Diffusion of Innovation (DOI) Theory, this study examined the influence of green innovation strategies on environmental sustainability among manufacturing firms in the South Rift region of Kenya. The study adopted a positivist research philosophy and a causal cross-sectional survey design. A census of 81 registered manufacturing firms was undertaken, with primary data collected from 162 senior managers using structured questionnaires and supported by qualitative evidence from semi-structured interviews with 15 purposively selected managers. The measurement model was validated using Cronbach's alpha, Composite Reliability, Average Variance Extracted, the Fornell-Larcker criterion, and the Heterotrait-Monotrait ratio. Descriptive statistics were analyzed using IBM SPSS Statistics Version 27, while the hypothesized relationships were tested using Partial Least Squares Structural Equation Modeling (PLS-SEM) in SmartPLS 4. The findings established that green process innovation (β = 0.245, p = 0.005) and green product innovation (β = 0.297, p = 0.003) positively and significantly influenced environmental sustainability, whereas green marketing innovation exhibited a negative but statistically insignificant effect (β = −0.120, p = 0.222). The higher-order construct, green innovation strategies, also exerted a positive and statistically significant influence on environmental sustainability (β = 0.386, p = 0.005). The study concludes that integrated green innovation strategies significantly improve environmental sustainability through cleaner production processes and sustainable product development. It recommends increased investment in cleaner technologies, eco-design, circular economy practices, and supportive policy incentives to accelerate sustainable manufacturing. The findings extend the Diffusion of Innovation Theory by demonstrating that coordinated adoption of complementary green innovations generates superior environmental sustainability outcomes within manufacturing firms.
Purpose: This study focused on Green Operation and Organizational Sustainability in selected
manufacturing firms, a study of selected Manufacturing firms in Akwa Ibom State. The main
objective of this study was to examine the effect of green operations on organizational
sustainability in selected manufacturing firms. Methodology: The research adopted a survey
design, with a sample size of 139 respondents. Primary data was collected through structured
questionnaires, Findings: Multiple regression analysis revealed that environmental
responsibility significantly affects organizational sustainability (p = 0.000). Energy efficiency
also showed a significant positive effect (p = 0.000). Waste recycling exhibited a positive effect
on sustainability (p = 0.231), all less than 0.05 level of significant. Originality/Value: This
study concludes that environmental responsibility, energy efficiency and Waste recycling are
vital for sustainability, with energy efficiency offering immediate benefits and environmental
responsibility as a long-term investment. Waste recycling enhances sustainability through
resource efficiency. Recommendations include prioritizing energy efficiency, viewing
environmental initiatives as long-term investments, expanding waste recycling programs, and
fostering a culture of sustainability through enhanced employee engagement.
Ifiok Paul Ikorok· IIARD International Journal...· 0 citations
Purpose: This study examines the influence of Green Human Resource Management (GHRM) practices and green work–life balance on Corporate Sustainability Performance (CSP), with green innovation and organizational culture as mediating mechanisms.
Methodology: An explanatory sequential embedded mixed-methods design (QUAN→QUAL) was used. Quantitative data were collected from 206 employees of automotive manufacturing companies in Greater Jakarta, followed by in-depth interviews with eight informants to provide qualitative insights into the quantitative results.
Results: GHRM practices drive green innovation and organizational culture, which enhance corporate sustainability performance, whereas GHRM has no direct effect on CSP. Green work–life balance has a limited effect on CSP and does not significantly influence green innovation or organizational culture.
Conclusions: Sustainability performance requires the integration of GHRM with organizational culture and green innovation. Green work–life balance should also be more closely aligned with organizational sustainability and innovation objectives.
Limitations: This research was conducted in automotive companies in the Jabodetabek area.
Contributions: The results of this study provide a direct contribution to policymakers at the corporate level, particularly manufacturing company management in the Greater Jakarta area, in designing more integrated sustainability strategies.
Dewi Kurniawati, Sri Widyastuti, Deriawan Deriawan· Annals of Human Resource Man...· 0 citations
The increasing emphasis on sustainability has encouraged manufacturing firms to reconsider how they formulate marketing strategies to support long-term organizational performance. Rather than viewing sustainability as a separate corporate initiative, firms are increasingly expected to integrate environmental considerations into strategic marketing decisions. Drawing on empirical evidence from a qualitative single-case study of a leading Indonesian glass manufacturer, this study proposes a Strategic Sustainability Marketing Framework that integrates marketing capability and strategic environmental analysis. Data were collected through semi-structured interviews, direct observation, and document analysis, complemented by strategic assessment tools including SWOT, PESTEL, and Porter’s Five Forces. The findings suggest that integrating marketing capability with systematic environmental analysis provides a conceptual basis for managerial decision-making in formulating sustainability-oriented marketing strategies. The resulting framework offers a conceptual basis for aligning internal marketing capabilities with external environmental dynamics, which may contribute to organizational adaptability, stakeholder responsiveness, and the pursuit of sustainable business performance. This study contributes to the strategic marketing and sustainability literature by offering a case-derived integrative framework for understanding sustainability-oriented marketing strategies within a dynamic manufacturing context. As the framework is derived from a single-case context, further empirical validation across diverse manufacturing sectors, geographical contexts, and methodological approaches is recommended to assess its broader applicability.
T. Yuliarto, Anna Wulandari, Adibah Yahya· Journal of Economics and Man...· 0 citations
Driven by tightening global regulatory frameworks and environmental degradation, modern manufacturing corporations are under immense pressure to reconcile economic output with social and environmental obligations. This study provides an empirical examination of the relationship between sustainable manufacturing practices and holistic sustainability performance (encompassing environmental, economic, and social dimensions) among manufacturing companies located in key industrial regions within Malaysia, specifically the Klang Valley and Kluang, Johor. Grounded in the Natural Resource-Based View (NRBV) theory, the research evaluates four main strategic dimensions: sustainable product design, sustainable manufacturing processes, sustainable supply chain management, and sustainable end-of-life management. Employing a cross-sectional quantitative research methodology, structural data was compiled through an online and physically administered questionnaire from a validated sample of 134 manufacturing personnel. Statistical testing using multiple linear regression and correlation analyses via IBM SPSS revealed that all four independent variables exert a highly significant positive influence on corporate sustainability performance. Notably, the sustainable manufacturing process emerged as the primary predictor of enhanced performance (Β = 0.343, p = 0.001), followed closely by sustainable end-of-life management (Β = 0.301, p = 0.001) and sustainable product design (Β = 0.192, p = 0.007). Sustainable supply chain management exhibited a smaller but still statistically significant contribution (Β = 0.155, p = 0.048). Collectively, the regression model explained 87.0% of the total variance in operational and strategic sustainability outcomes (R² = 0.870, F = 216.52, p < 0.001). These findings accentuate the critical requirement for manufacturing organizations to implement integrated and multidimensional sustainability frameworks rather than treating environmental compliance in isolation. The paper concludes with actionable recommendations for industry practitioners, financial institutions, and government policymakers to foster green technology deployment, subsidized green credit access, and comprehensive infrastructure for the circular economy as Malaysia transitions toward future national developmental agendas.
Muhammad Haikal Jamali, Ahmad Rais Mohamad Mokhtar, Norasekin Abd Rashid et al.· International journal of res...· 0 citations
Purpose: This study aims to explore how the adoption of green economy principles encourages sustainable innovation from a managerial perspective in addressing environmental challenges. Specifically, the study investigates how managers formulate strategies, allocate organizational resources, and implement environmentally responsible business practices to achieve sustainability while maintaining organizational competitiveness. The research also seeks to identify the opportunities and barriers encountered during the implementation of green economy initiatives and to understand how managerial decision-making contributes to long-term environmental and business performance.
Design/methodology/approach: This study employs a qualitative research design using a multiple case study approach. Data were collected through semi-structured interviews with managers and business owners who have implemented green economy practices in their organizations, supported by direct observations and document analysis. The participants were selected using purposive sampling based on their experience in sustainable business management. Data were analyzed using thematic analysis, involving data coding, categorization, and theme development to identify managerial strategies, implementation processes, challenges, and best practices related to sustainable innovation. Triangulation of data sources and member checking were conducted to enhance the credibility and trustworthiness of the findings.
Findings: The findings indicate that managerial commitment is a critical driver of sustainable innovation within the framework of the green economy. Organizations that integrate environmental considerations into strategic decision-making demonstrate greater innovation in product development, resource efficiency, waste reduction, and environmentally friendly operational processes. The study also reveals that organizational culture, stakeholder collaboration, and leadership support significantly influence the successful implementation of green economy practices. However, several challenges remain, including limited financial resources, inadequate technological capabilities, regulatory uncertainty, and low environmental awareness among some stakeholders. Despite these obstacles, organizations adopting green economy strategies experience improved operational efficiency, stronger competitive advantage, enhanced corporate reputation, and increased long-term sustainability. These findings highlight the importance of managerial capability in transforming environmental challenges into opportunities for sustainable business innovation.
Research limitations/implications: This study is limited by its qualitative design and relatively small number of case organizations, which may restrict the generalizability of the findings to other industrial sectors or geographical contexts. The research focuses primarily on managerial perspectives, while the views of employees, customers, policymakers, and other stakeholders are not comprehensively explored. Future studies are encouraged to employ mixed-method or quantitative approaches involving larger samples across different industries and countries to validate and extend the proposed managerial framework. Additionally, longitudinal research could provide deeper insights into the long-term impact of green economy practices on organizational sustainability and innovation performance.
Originality/value: This study contributes to the growing body of literature on sustainable innovation by integrating green economy principles with managerial decision-making in addressing environmental challenges. Unlike previous studies that predominantly examine technological or policy aspects of the green economy, this research emphasizes the strategic role of managers in fostering sustainable innovation within organizations. The findings provide both theoretical and practical insights into how managerial capabilities, leadership commitment, and organizational strategies facilitate environmental sustainability while enhancing business competitiveness. The study also offers a conceptual reference for managers and policymakers seeking to promote sustainable business transformation through green economy practices.
N. Aini, R. Apriliasari, Rika Liftiana· International Journal of Eco...· 0 citations
Organizational sustainability has become a strategic priority for public-sector organizations, yet empirical evidence explaining how Responsible Innovation Practices (RIP) enhance sustainability through Green Human Resource Management (GHRM) remains limited, particularly in developing countries. This study analyzes the direct and indirect associations among RIP, GHRM, and Organizational Sustainability (OS) in the Indonesian public sector. To achieve this objective, the study adopted a quantitative explanatory research design and used survey responses from 300 civil servants and managers employed by the Provincial Government of Gorontalo. Data analysis was conducted using Partial Least Squares Structural Equation Modeling (PLS-SEM). The findings show that Responsible Innovation Practices positively affect Green Human Resource Management and Organizational Sustainability. Furthermore, Green Human Resource Management significantly improves Organizational Sustainability while partially mediating the influence of Responsible Innovation Practices on sustainability outcomes. These findings extend Responsible Innovation Theory by demonstrating that the effectiveness of responsible innovation depends on organizational capabilities embedded in sustainability-oriented human resource practices. The study also supports Stakeholder Theory, the Ability-Motivation-Opportunity (AMO) framework, and the Natural Resource-Based View (NRBV) in explaining sustainability transformation in public-sector organizations. Practically, public institutions should integrate responsible innovation with sustainability-oriented human resource management to strengthen long-term organizational sustainability.
Yakup, Olfin Ishak, Firman Dera· Journal of Economics and Man...· 0 citations
We use cookies to run the site and, with your consent, for analytics and to show ads.
See our Cookie Policy.
