Green market orientation, green value-based innovation, green reputation and enterprise social performance of Ghanaian SMEs: the role of lean management

Abstract

Purpose This study aims to investigate the intervening role of lean management (LM) in the direct relationships between green market orientation, green value-based innovation, green reputation and enterprise social performance. Design/methodology/approach Data for the study is carefully garnered from 217 managers in Ghanaian small- and medium-sized enterprises. The methodological technique used to validate all hypothesized relationships is partial least squares structural equation modelling. Findings The empirical results of the study suggest that although green market orientation has a positive impact on green value-based innovation, the effect is not significant. However, the results confirm that green market orientation has a significant positive impact on green reputation and enterprise social performance. The results further suggest that LM has a significant positive impact on green value-based innovation, green reputation and enterprise social performance. The mediation analysis provides empirical evidence to suggest that LM fully mediates the relationship between green market orientation and green value-based innovation. Lastly, the results of the mediation analysis suggest that LM plays a complementary partial mediation role between green market orientation, green reputation and enterprise social performance. Originality/value Despite the flourishing research on green market orientation in marketing management and environmental literature, no study has been carried out to explore the intervening role of LM in the relationships between green market orientation, green value-based innovation, green reputation and enterprise social performance. Thus, considering LM as a missing link between green market orientation, green value-based innovation, green reputation and enterprise social performance is a noteworthy research gap which this study fills.