Green Management Capabilities and Firm Performance within ESG-Driven Business Models
DOI:
https://doi.org/10.56830/IJGMBS12202501Keywords:
Green Management Capabilities, ESG-driven Business Models, Firm Performance, Sustainability Strategy, Corporate Sustainability, Environmental Management, Governance and ESG IntegrationAbstract
The present study aims to fill the gaps within the literature involving the impact of Green Management Capabilities (GMC) on firm performance through the lens of ESG-driven business models. Previous research indicates the complexity of the positive relationship between sustainable initiatives and firm performance. However, the literature review illustrated a lack of empirical evidence in this area due to measurement ambiguity and unaddressed/endless cycles of the problem. Through the lens of resource-based theory and sustainability management literature, I seek to determine if the creation of GMC and firm performance improves through venture impact on ESG-driven business models. I intend to establish a more solidified theoretical framework in the space between ESG as a venture focus and GMC in an ESG framework, to provide clarity on the interplay of industrial and management in environmental sustainability. Greater clarification of performance outcomes of GMC and the impact of business models aligned with ESG on firm performance, coupled with the prioritization of sustainability and regulatory driven market pressures, will provide strategic guidance to managers. This study aims to provide empirical evidence to address the gaps in determining the impact of GMC on firm performance while utilizing ESG driven business models.
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