Employees’ perception of green corporate social responsibility and green behavior in nonprofit organizations: The case of Saudi Arabia
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Author(s)Sager AlharthiLink to ORCID Index: https://orcid.org/0000-0003-0713-7248
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Amirah AlghamdiLink to ORCID Index: https://orcid.org/0009-0000-6419-0470
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DOIhttp://dx.doi.org/10.21511/ppm.22(4).2024.41
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Article InfoVolume 22 2024, Issue #4, pp. 543-557
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Creative Commons Attribution 4.0 International License
The purpose of this study is to investigate the perception of green corporate social responsibility (GCSR) among employees and its consequent effects on sustainability behaviors within nonprofit organizations (NPOs). Additionally, it examines how engagement in environmentally responsible behaviors influences organizational elements such as communication strategies, leadership support, and the implementation of sustainability initiatives. Through questionnaires, data were gathered from 355 NPO employees in Saudi Arabia to quantitatively survey their perceptions, attitudes, and engagement related to environmental sustainability practices within their organizations. The information was examined using exploratory factor analysis, confirmatory factor analysis, and structural equation modeling. Employee perception of GCSR was found to have a positive and significant impact on awareness of environmental sustainability, attitudes toward environmental sustainability, and engagement in environmentally responsible behaviors, with a high coefficient. Moreover, engagement in environmentally responsible behaviors was discovered to exert a positive and significant impact on communication strategies, leadership support, and implementation of sustainability behavior, with a high coefficient. These findings have practical implications for NPO managers aiming to enhance their GCSR strategies, promote environmental sustainability among employees, and integrate sustainability into their core operations.
- Keywords
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JEL Classification (Paper profile tab)D23, O15, M12, M14
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References52
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Tables7
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Figures2
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- Figure 1. Research model
- Figure 2. Path analysis
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- Table 1. Demographic characteristics
- Table 2. Correlation between study constructs and corresponding items
- Table 3. Measurement model summary (item factor loading)
- Table 4. Cutoff criteria for goodness of fit
- Table 5. Assessment of the measurement model
- Table 6. Discriminant validity (Fornell–Larcker criterion)
- Table 7. Summary of the hypothesis testing (direct effects)
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Promoting SMEs effectiveness through innovative communication strategies and business-IT alignment
Patrick Ajibade ,
Stephen M. Mutula
doi: http://dx.doi.org/10.21511/ppm.18(3).2020.20
Problems and Perspectives in Management Volume 18, 2020 Issue #3 pp. 233-244 Views: 1087 Downloads: 535 TO CITE АНОТАЦІЯThe firm’s effective alignment of Information Communication Technology (ICT) capabilities with the SME’s business process to achieve agile communication strategies will distinguish profitable and failing firms in this global market milieu. The paper examined SMEs’ communication strategies in South Africa and Nigeria by evaluating their ability to align business and IT to promote innovation and competitive edge in their operations. Quantitative data from 230 SMEs in Nigeria and South Africa were presented. The findings indicated that the business manager’s knowledge of IT understanding is limited (= .29), the effectiveness of IT and business liaison and cooperation (= .30), and the dynamic of IT-based decision-making (= .33), and the SME’s knowledge sharing experiences through organization learning (= –.07). These findings showed a lack of communication effectiveness due to the inability to align ICT capabilities with the SME’s communications strategies. Similarly, an inverse correlation between communication and ICT infrastructure (–.26); between communication and skill (–.32); between communication and business and IT governance (–.71); between communication and ICT value that the SMEs derived from their use of information communication technology (–.78) due to lack of business and IT alignment. The paper recommends that SMEs must not rely on the acquisition of ICT infrastructure but must ensure its integration with their business processes.
Acknowledgment
The financial assistance of the National Institute for the Humanities and Social Sciences- Council for the Development of Social Science Research in Africa (NIHSS-CODESRIA) towards this research is hereby acknowledged. Opinions expressed and conclusions are those of the author and are not necessarily to be attributed to the NIHSS- CODESRIA.
