Raghad Aldaas, Rosmah Mohamed, Mass Hareeza Ali and Noor Azlin Ismail
The research aimed to study the influence of green human resources management practices (GHRMPs) on green supply chain management (GSCM) and environmental performance while…
Abstract
Purpose
The research aimed to study the influence of green human resources management practices (GHRMPs) on green supply chain management (GSCM) and environmental performance while examining how those green practices affect environmental performance.
Design/methodology/approach
The study investigated 314 cases (responses) from the small and medium-sized enterprises belonging to the service sector from an emergent economy (i.e. Oman). The study model was developed based on the theory of resource-based view and the theory of ability, motivation and opportunity. The structural equation modeling was used for hypotheses testing using SmartPLS 3 software.
Findings
Based on the findings, green hiring and green training and innovation have a positive and significant effect on GSCM, while both of them have no effect on environmental performance. Further, green performance management and compensation positively influenced the environmental performance but not GSCM. Furthermore, GSCM significantly and positively influenced environmental performance.
Originality/value
GHRMPs and GSCM can enhance environmental performance. Organizations should consider this interesting finding if they aim to reduce their negative environmental effect, conserve energy, prevent pollution and recycle garbage. Despite the fact that the present environment-friendly culture is still in its infancy, it adds uniqueness to this research by investigating the phenomenon's importance.
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Rabia Imran and Raghad Ezzeldin Aldaas
The current research is aimed at exploring entrepreneurial leadership (EL) as a mediator in perceived organizational support (POS) and organizational performance (OP…
Abstract
Purpose
The current research is aimed at exploring entrepreneurial leadership (EL) as a mediator in perceived organizational support (POS) and organizational performance (OP) relationship. Furthermore, it also examined the impact of POS and entrepreneurial leadership on the performance of an organization.
Design/methodology/approach
A purposively selected sample of 216 respondents from the SME sector of Oman was chosen for the study.
Findings
The results revealed that POS and entrepreneurial leadership positively and significantly have an effect on organizational performance. Moreover, the hypothesized role of entrepreneurial leadership as a mediator between POS and OP relationship was also supported.
Research limitations/implications
In spite of the novelty of the research, it was limited due to a few reasons. First, the research design is cross-sectional. Second, the research only focused SME sector. This research only focused on entrepreneurial leadership as a mediator, whereas, other mediators could have been explored as well.
Originality/value
The research on POS and organizational performance relationship is still in its exploration stage. Past research indicate that POS has an effect on different outcomes within an organization, including its performance. However, still, the research on the entrepreneurial leadership process is quite scarce. The current research will explore it in the context of Oman, where there is a dire need to establish SME sector performance. The unique combination between POS, entrepreneurial leadership and performance in the SME sector of Oman marks the novelty of the current research. This study contributes to the SME’s literature and it is among the pioneer studies exploring the mediating role of entrepreneurial leadership in the relationship between POS and OP.