{"title":"To what extent does organizational learning influence the stakeholder pressure–green procurement nexus? Evidence from Ghana","authors":"Priscilla Tuffour, Guangyu Chen, Richard Adu Agyapong, Assila Abdallah, Evans Opoku-Mensah","doi":"10.1111/caim.12566","DOIUrl":null,"url":null,"abstract":"<p>The United Nations has described global warming as reaching a code red point for humanity and requires drastic measures to avert further terrible warming. Green procurement practices have been recognized as sustainable measures towards a low carbon trajectory, yet its implementation is still at the embryonic stage mainly due to weaknesses in organizational creativity skills and learning strategies. For the first time, we provide a theoretical framework that links stakeholder pressure, organizational learning, green procurement, and environmental performance within a public–private partnership environment. The analysis in this study is performed using the partial least square structural equation modelling and a sample of 295 respondents from Ghanaian infrastructure projects. Overall, we have found that exploratory and exploitative learning are necessary to translate stakeholder pressure to implement green procurement practices effectively. Also, firms that yield to stakeholder pressure develop their creative skills and increase their environmental performance. We recommend that managers should consider frequent market research and consistent stakeholder dialogue to create a culture of learning towards green practice implementation and promote environmental sustainability.</p>","PeriodicalId":47923,"journal":{"name":"Creativity and Innovation Management","volume":"32 3","pages":"442-457"},"PeriodicalIF":3.7000,"publicationDate":"2023-07-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"4","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Creativity and Innovation Management","FirstCategoryId":"91","ListUrlMain":"https://onlinelibrary.wiley.com/doi/10.1111/caim.12566","RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"MANAGEMENT","Score":null,"Total":0}
引用次数: 4
Abstract
The United Nations has described global warming as reaching a code red point for humanity and requires drastic measures to avert further terrible warming. Green procurement practices have been recognized as sustainable measures towards a low carbon trajectory, yet its implementation is still at the embryonic stage mainly due to weaknesses in organizational creativity skills and learning strategies. For the first time, we provide a theoretical framework that links stakeholder pressure, organizational learning, green procurement, and environmental performance within a public–private partnership environment. The analysis in this study is performed using the partial least square structural equation modelling and a sample of 295 respondents from Ghanaian infrastructure projects. Overall, we have found that exploratory and exploitative learning are necessary to translate stakeholder pressure to implement green procurement practices effectively. Also, firms that yield to stakeholder pressure develop their creative skills and increase their environmental performance. We recommend that managers should consider frequent market research and consistent stakeholder dialogue to create a culture of learning towards green practice implementation and promote environmental sustainability.
期刊介绍:
Creativity and Innovation Management bridges the gap between the theory and practice of organizing imagination and innovation. The journal''s central consideration is how to challenge and facilitate creative potential, and how then to embed this into results-oriented innovative business development. The creativity of individuals, coupled with structured and well-managed innovation projects, creates a sound base from which organizations may operate effectively within their inter-organizational and societal environment. Today, successful operations must go hand in hand with the ability to anticipate future opportunities. Therefore, a cultural focus and inspiring leadership are as crucial to an organization''s success as efficient structural arrangements and support facilities. This is reflected in the journal''s contents: -Leadership for creativity and innovation; the behavioural side of innovation management. -Organizational structures and processes to support creativity and innovation; interconnecting creative and innovative processes. -Creativity, motivation, work environment/creative climate and organizational behaviour, creative and innovative entrepreneurship. -Deliberate development of creative and innovative skills including the use of a variety of tools such as TRIZ or CPS. -Creative professions and personalities; creative products; the relationship between creativity and humour; arts and amp; humanities side of creativity.