To what extent does organizational learning influence the stakeholder pressure–green procurement nexus? Evidence from Ghana

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.