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This study examines the direct and indirect effects of organizational environmental orientation (EO)/culture, quality management practices (QMP) and sustainability experience (SE) on the relationship between organizational green practices (GP) and the triple bottom line (TBL) of sustainability performance (SuP).

To test the seven hypotheses, a structured questionnaire was used to collect data. The responses of 365 managers from various USA businesses in the service industries were analyzed using IBM SPSS and structural equation modeling (SEM)-AMOS.

The empirical results indicate that positive SuP in the economic, environmental and social dimensions and organizational GP can be improved by a strong culture of EO, effective QMP and substantial SE.

This research fills the gap in existing research between important organizational and environmental priorities and SuP. Consequently, the study provides managers with important strategic guidance: for environmental practices to achieve profitability and sustainability success, companies must promote an environmental-mindful culture and strategically invest in integrated QM systems.

This research is one of the first that explores how organizational environmental culture and QMP affect directly and indirectly the relationship between GP and SuP. These results provide empirical evidence to support the claim that environmental culture and QMP have significant direct and indirect effects on the relationship between GP and SuP dimensions.

This study aims to examine the direct and indirect effects of organizational culture (OC) and total quality management practices (TQMPs) on the relationship between green practices (GPs) and sustainability performance (SP) by using structural equation modeling (SEM) analysis.

This study proposed a conceptual research model of the relationships and formulated six hypotheses. This study used a structured questionnaire based on previous studies to collect relationship data to test these hypotheses, and 441 full-time managers from various US businesses responded. The complete and valid survey responses were then tested against the hypotheses using IBM SPSS Statistics and SEM-AMOS.

Results supported the relationships proposed in the research model. They indicated that a strong supporting OC and TQMPs might improve positive SP and GPs. Additionally, the more managers are aware of their companies' GPs, the more likely they will feel positive about the organization's SP.

A larger sample size to ensure statistically minimum representation in several major industries would better validate the findings and help identify significant differences in industry-specific OCs, TQMPs, GPs and SPs. Similarly, ensuring a varied geographical representation (both within the USA and internationally) would help determine if the findings vary according to the respondent's location. Furthermore, collecting the data during Year 1 of the COVID-19 pandemic may have skewed the results. Thus, once the working environment has been normalized, the survey should be repeated to determine if the findings are valid post-pandemic.

The findings of this study provide important strategic guidance for managers who work to balance the implementation of corporate GPs and the triple bottom line dimensions of SP. For practitioners, the results showed that companies could accomplish both profitability and sustainability if they are willing to continuously pay attention to environmental issues and strategically invest in cost-efficient and eco-friendly initiatives.

To the best of the authors’ knowledge, this research is one of the first to explore how OC and TQMPs, directly and indirectly, affect the relationship between GPs and the triple bottom line dimensions of SP. These results imply that OC and TQMPs have a significant indirect impact on the relationship between GPs and the SP dimensions.

The purpose of this study is to examine the direct and indirect effects of organizational culture and quality improvement practices on the relationship between green practices and sustainability performances by using the structural equation modeling (SEM) approach.

Structured questionnaires were used to collect data from 330 full-time managerial employees in established businesses. The relationships depicted in the proposed conceptual model were tested through six hypotheses. IBM SPSS Statistics and SEM-AMOS were used to test the hypotheses.

The results supported proposed relationships in the model, except the one between organizational culture and green practices. The findings indicate that the more employees are aware of companies’ green practices, the more likely they are going to feel positive about the sustainability performance of the organization. Additionally, a strong organizational culture that supports the green movement and quality improvement practices lead to positive sustainability outcomes.

A larger sample size in several major industries would allow the development of industry-specific sustainability strategies and best practices. In addition, a study based in a different geographical location in the USA or in a different country is recommended to see if the findings can be generalized across different industries, geographical locations or countries.

Sustainability has undoubtedly become a major concern for many companies today. The findings of this study provide important guidelines for practitioners to balance the implementation of green practices, organizational culture, quality improvement practices and sustainability performance dimensions. Profitability and sustainability can be achieved together when companies are willing to continuously pay attention to environmental issues and strategically invest in initiatives that are cost-efficient and eco-friendly.

This study is one of the first that explores how organizational culture and quality improvement practices affect directly and indirectly the relationship between green practices and sustainability performance. The results imply that organizational culture and quality improvement practices significantly affect the relationship between green practices and the sustainability performance dimensions.

Investigates the relationships between organizational adoption and extent of use of two kinds of programs. Specifically, contends that organizations may vary considerably in QM maturity. Argues that QM maturity organizations will be characterized by perceptions that the culture is different in ways which are supportive of QM, and that the organization is performing at higher levels. Moreover, such organizations will be more likely to have moved toward adopting customer relationship management systems to improve their customer services, and have done so in qualitatively better ways. In turn, such adoptions will lead to perceptions by those in the organizations that their customer relationship systems are, in fact, providing better services. Exploratory research provides support for these ideas.

The purpose of this paper is to investigate the relationships between organizational culture, the adoption and extent of use of quality management (QM) programs, as well as extent of use of traditional information systems (TIS), e‐commerce (E‐C) and customer relationship management (CRM) systems in Jamaica.

A sample of 93 Jamaican managers are surveyed from a variety of companies including small businesses, as well as Jamaican‐based operations units of US companies.

Our results from this exploratory study offer support for several of the relationships we have suggested. There are strong relationships, across organizations, between QM maturity – in terms of traditional QM only – and all three types of information systems (IS)‐CRM effectiveness, IS: traditional effectiveness and extensiveness, and E‐C extensiveness and effectiveness. In terms of relationships to culture, also notable are the unexpected results found in the negative relationship between the Person‐centered culture and E‐C and TIS use.

This research suggests an intriguing series of relationships between IS and QM maturity and, we believe, indicates that further study could lead to an understanding of the impacts which could be helpful to managers seeking competitiveness and researchers hoping to learn more about organizations and quality.

Investigates the relationships between organizational adoption and extent of use of quality management (QM) programs and customer relationship management systems (CRM) in health‐care and non‐health‐care organizational settings. In referring to QM, recognizes that there has been widespread adoption, across organizations generally, of programs aimed at delivering superior quality to the customer. Focuses on this group of programs when considering QM, and looks at how adoption of QM may impact the CRM programs. Specifically, contends that organizations from the two settings may vary considerably in QM maturity. Begins by considering whether there are differences in the paths which health‐care and non‐health‐care organizations have used in approaching and implementing QM. Finds no differences, however, in this research. Instead, finds that there were systematic changes which appeared to accompany higher‐quality QM implementations in both health‐care and non‐health‐care organizations.

Quality management (QM) literature has consistently failed to distinguish between managers and line employees when it comes to implementing QM tools and techniques. However, managers and line employees vary considerably on several key individual characteristics. Thus, it is logical to expect that they will react differently to QM implementations. The research reported here shows that managers differ in their equity sensitivity, organizational citizenship behavior, and growth needs strength. Additionally, these differences are shown to impact the way each group perceives QM practices. Findings indicate that managers and line employees perceive that QM practices affect organizational culture and organizational outcomes differently.

Examines two distinctly different reasons for resistance to total quality management (TQM) in US corporations. One of these is that workers will perceive TQM as controlling rather than empowering: in effect, seeing it as a ploy to get them to work harder for fewer rewards. Alternatively, it may be that TQM is seen as empowering but that all individuals do not want enriched, empowered jobs. Asks whether personality characteristics, and especially equity sensitivity, growth need strength, and willingness to engage in organizational citizenship behavior, are related to each other and whether they will influence individuals’ reactions to job characteristics associated with the quality environment. Findings offer support for the second of the possibilities raised, with results suggesting that resistance is not related to perceptions that jobs under TQM are seen as controlling. Finds evidence that personality characteristics, and especially growth needs strength (GNS) and organizational citizenship behavior (OCB), are related to preferences for enriched jobs of the type associated with the quality environment.

Accumulators are cutting‐edge stock derivative investments that have been the subject of much controversy in Hong Kong over the past year. Accumulators are exotic options composed of a full year of daily long up‐and‐out call options and short up‐and‐out put options. Because accumulators are so new, the understanding of accumulators is currently very limited. This paper attempts to characterize and understand the properties of this fairly unknown and new stock derivative investment.

The study analyzed and characterized accumulators based on observations from past history of 11 stocks of the Hang Seng Index. Using historical stock data covering from January 3, 2006, and onward, the profit and loss for each accumulator contract was calculated.

Through the research it is understood that the profit and loss of accumulator contracts depends primarily on the following factors: knockout percentage, discount percentage, variability of the underlying stock, and the overall market trends, among other factors.

This pioneer simulation is an empirical exploratory post factum study that gives researchers and practitioners further insight how to formulate a risk neutral pricing model for accumulators in the future.

Reports an initial study to validate a brief instrument which could be useful as a tool to permit researchers to gain insight into a construct termed QM maturity – the quality of an organization’s adoption of (QM) programs. Notes that investigators have frequently confounded the length of time an organization reports that it has “been on” QM with the quality of its QM adoption. Yet it is entirely possible that an organization that reports that it has had quality programs in place for a considerable period of time may have adopted those programs poorly and superficially. The researchers were aware that a significant research stream was in place and investigating these issues, but were concerned that the available instruments tended to be extremely lengthy, aimed at top management rather than the workforce as a whole, or oriented toward a manufacturing rather than service environment. Reports initial work to validate a brief instrument that is potentially useful at all organizational levels and in both service and manufacturing. Suggests that the findings indicate that the instrument is consistent with an instrument from the existing research stream and that it also shows relationships to worker perceptions of organizational culture, Baldrige criteria, and job enrichment in directions that would be expected in the quality environment.