دانلود مقاله رهبری سبز در صنعت تولید
خلاصه
معرفی
پیش زمینه نظری
توسعه فرضیه
روش تحقیق
تجزیه و تحلیل داده ها و نتایج
بحث
بیانیه اخلاق
اعلامیه هوش مصنوعی مولد
بیانیه در دسترس بودن داده ها
بیانیه مشارکت نویسندگی CRediT
اعلامیه منافع رقابتی
قدردانی
منابع
Abstract
Introduction
Theoretical background
Hypothesis development
Research methodology
Data analyses and results
Discussion
Ethics statement
Declaration of generative AI
Data availability statement
CRediT authorship contribution statement
Declaration of competing interest
Acknowledgments
References
چکیده:
این مطالعه با هدف تحلیل نقش رهبری تحول آفرین سبز و مدیریت منابع انسانی در عملکرد سازمانی با اثر میانجی نوآوری سبز انجام شده است. این مطالعه همچنین نقش تعدیل کننده تعهد به تغییر مدیریت را پیشنهاد می کند. این مطالعه از روش تحقیق کمی با روش نمونه‌گیری تصادفی استفاده کرد و 235 مدیر صنعت سیمان در سراسر پاکستان را مورد بررسی قرار داد. تکنیک‌های آماری مورد استفاده برای ارزیابی فرضیه‌های پژوهش، مدل‌سازی معادلات ساختاری حداقل مربعات جزئی (PLS-SEM) و SPSS بود. یافته‌ها نشان می‌دهد که رهبری تحول‌آفرین سبز و مدیریت منابع انسانی بر عملکرد سازمانی تأثیر مثبت دارند و نوآوری سبز تا حدی اثر میانجی دارد. علاوه بر این، تعهد عاطفی به تغییر مدیریت به شدت رابطه بین نوآوری سبز و عملکرد سازمانی را تعدیل می کند. علاوه بر این، رابطه پیشنهادی بر اساس نظریه دیدگاه مبتنی بر منبع (RBV) است. بنابراین، مدیران و مدیران اجرایی باید اصول و شیوه‌های سبز را اتخاذ کنند و یک فرهنگ دوستدار محیط زیست ایجاد کنند که کارکنان را تشویق به مشارکت در رفتارها و فعالیت‌های سبز برای بهبود عملکرد سازمانی کند. برای اجرای موفقیت آمیز شیوه های سبز در کشوری در حال توسعه مانند پاکستان، بخش سیمان باید بداند که صنعت سیمان چگونه عملکرد خود را بهبود می بخشد و آیا کارکنان نوآوری سبز را نشان می دهند یا خیر.
Abstract
This study aims to analyze the role of green transformational leadership and human resource management in organizational performance with the mediating effect of green innovation. The study also proposes the moderating role of commitment to management change. The study used a quantitative research method with a random sampling technique and surveyed 235 managers from the Cement industry across Pakistan. The statistical techniques used to assess the study's hypotheses were partial least squares structural equation modeling (PLS-SEM) and SPSS. The findings show that green transformational leadership and HRM positively impact organizational performance, with green innovation partially mediating effect. Furthermore, affective commitment to management change strongly moderates the relationship between green innovation and organizational performance. In addition, the proposed relationship is based on the resource-based view (RBV) theory. Therefore, Managers and executives should adopt green principles and practices and build an environmentally friendly culture that encourages employees to engage in green behaviors and activities to improve organizational performance. To successfully implement green practices in a developing country like Pakistan, the Cement sector must understand how the cement industry improves its performance and whether employees demonstrate green innovation.
Introduction
In recent decades, scholars have recognized the significance of Green HRM and green leadership in shaping the operational practices in modern firms [1]. In this regard, and for the efficient and effective management of operations, technology advancements, and rising stakeholder pressure have motivated firms to discover and implement cost-effective and long-term methods to improve organizational performance [2,3]. Enhancing performance has emerged as a primary problem for businesses, requiring the effective utilization of organizational resources and adopting environmentally sustainable practices in Green HRM and eco-friendly activities [4]. The significant rise in globalization and social responsibilities demands justifications for adopting optimal Green HRM practices and integrating data analytics to enhance decision-making [5,6]. To ensure the sustainability and advancement of green business activities, dominant policies encompassing Green HRM, innovation, leadership, environmental quality, and social well-being are essential. Businesses can mitigate their adverse environmental and societal impacts by implementing GHRM, green leadership, and innovative practices [7]. Green HRM comprises three crucial components: motivating employees to enhance their engagement, providing them with green opportunities, and assisting in developing their green skills, which are essential abilities [8]. The underlined components of Green HRM address staff recruitment, selection, development, and training with an environmentally conscious focus; the potential for adopting green practices encompasses employee involvement and green leadership [9].
Discussion
Our empirical work has examined the interactions among variables such as green transformational leadership, HRM, innovation, affective commitment to management change, and organizational performance of the cement industry in Pakistan using theoretical insights from RBV theory. Our study has thoroughly explained all three hypotheses and their sub-hypotheses, showing that the performance of an organization can be improved through green transformational leadership and HRM. This improvement is achieved through the mediating role of green innovation and the moderating role of affective commitment to management change. There is a strong and positive association between all three hypotheses.
Our study found that green transformational leadership influences firm performance by establishing a clear environmental vision, motivating individuals to adopt green practices, increasing employee commitment to achieving environmental goals, and encouraging staff to create and disseminate new green practices; these results are similar to past findings [41]. The results demonstrate that transformational leaders who foster their employees' green practices to motivate them have excellent potential to execute green prospects effectively.