case study of green marketing

Everything You Need to Know About Green Marketing [Examples & Expert Tips]

Published: February 02, 2021

Did you know that 49% of global respondents say they're inclined to pay higher-than-average prices for products with high-quality/safety standards, which consumers often associate with strong sustainability practices?

Additionally, consumers are willing to open their wallets for products that are organic (41%) , made with sustainable materials (38%) , or deliver on socially responsible claims (30%) .

In fact, the U.S. sustainability market is on track to reach $150 billion in 2021 .

That, in addition to it being better for the environment, is why several companies have gone or are going green in the future.

As marketers, if you work at a green company, all the sustainable things your company does should be marketed.

Today, let's learn more about green marketing, the best strategies to use, and some examples to inspire your own green marketing campaigns.

What is Green Marketing?

Green marketing is when a company focuses on the environmental and sustainable benefits of their product in their marketing assets. It's about the way the products are produced and made.

With green marketing, the products are usually made in a sustainable way, do not contain toxic materials, are produced with recycled or renewable materials, don't have excessive packaging, and are designed to be recycled.

When a company can make their products in a way that's eco-friendly, it shows that they're committed to sustainability and social responsibility. Plus, it helps with brand reputation. When you make your products in an environmentally friendly way, you can focus on green marketing to let everyone know that you're making an effort to help the environment.

Also, this could save you money in packaging and energy usage in the long run. While many companies don't go green because the upfront cost is usually more expensive, they might not realize that it'll generate savings in the long run.

However, it's important to note that you can't just market something as green if it's not. There are regulations and legal standards for green marketing.

Speaking of, let's dive into the differences between green marketing and greenwashing.

Green Marketing vs. Greenwashing

While green marketing aims to inform consumers about sustainable and eco-friendly products, greenwashing is when a company promotes green products that are not actually made sustainably. Greenwashing is essentially false advertising in the green marketing world.

Greenwashing will ultimately be damaging to a company's reputation because consumers will find out that the company or products are not as green as they're promoting them to be.

To be certain you're buying a green product, look for real certifications listed on the packaging. If you're a company and want to promote your sustainability, you need to get actual certification that you can place on your product and website.

Once you have real certifications (and know that you're truly trying to help the environment instead of going green for profits), then you can use these strategies to help your green marketing efforts.

Green Marketing Strategies

1. get certified..

There are several third-party green business certifications that can help you market your sustainability practices.

To get certified, research the different certifications, including Green America , Green Business Certification Inc. , or Green Seal .

Usually, you will need to meet a certain level of standards and send in an application. These certifications help substantiate your claims that you're a green business.

2. Advertise your green message.

Once you have the certification and you're the real deal, it's time to get the word out. You can write blogs, post about going green on your social media, add the certification stickers to your website, etc.

Promoting your sustainability efforts will help build your brand and customer loyalty from eco-conscious consumers.

3. Incorporate sustainability into your culture.

Don't just fall into the green marketing trap without really committing to the cause. You should incorporate green practices into your company culture. Every employee should know that you want to make things as eco-friendly as possible.

4. Support eco-friendly programs and initiatives.

When your company goes to donate to charity or support local programs and initiatives, make sure you choose ones that are green. It helps with your consistent brand message and it will support a cause you care about.

Expert Tips for Green Marketing

• Go paperless.
• Don't forget about your giveaway prizes.
• Make all your events green.

1. Go paperless.

One of the environment's nemeses is paper. A great way to go green is to reduce the amount of paper that you use.

Mike Volpe, CEO of Lola.com, says , "The response rate for most direct mail is 2%. That means that 98% of your direct mail is wasted. Plus, in addition to the environmental impact of the 50 pieces you send for every 1 lead, there is the impact of the trucks and other transportation used to move all that mail around. If your audience really cares about the environment, send them an email, and let them know that you are not using snail mail for marketing."

2. Don't forget about your giveaway prizes.

If you're ever running a giveaway, you might forget that you're a green company and want to support eco-friendly products. That would be a mistake. The prizes you give away should also support your mission of going green.

Volpe added, "If you want to engage with your market of environmentally conscious consumers, try changing your prizes to something they will actually care about. Perhaps a donation in their name to a global charity or purchase a parcel of rainforest to be protected in their name? If your market truly cares about the issue, this will be a great tool to provide more focus to your contest marketing efforts."

3. Make all your events green.

If you're throwing a brand event, it needs to be sustainable.

Robin Lickliter, a Chief Experience Officer at Brightest Sparks Marketing, says , "Consider LEED-certified buildings, provide incentives to use public transportation, and consider LED lighting."

These are great ways to keep your brand green even when you want to throw an event.

Green Marketing Examples

1. starbucks.

Starbucks is known as being a leader in sustainability. The company invests and donates money in several environmental programs. In fact, Starbucks committed over $140 million to the development of renewable energy sources .

2. Patagonia

Patagonia has made it known through green marketing that they support environmental activism.

On their site, they say "We're part of a movement for change. From supporting youth fighting against oil drilling to suing the president, we take action on the most pressing environmental issues facing our world. Connect with environmental groups through Patagonia Action Works and take action to protect people and the planet."

3. Ben and Jerry's

Ben and Jerry's actively markets the social issues that the company cares about through their website on their Values page . They regularly write blogs and discuss why it's important to commit to environmentally friendly business practices.

With green marketing, you can let your target audience know that you care about the same issues they do. You can improve your brand reputation, while also investing and donating to a cause that you care about.

Don't forget to share this post!

Related articles.

Demystifying Marketing's 6 Biggest Mixed Messages of 2024 with Jasper's Head of Enterprise Marketing

The Ultimate Guide to Marketing Strategies & How to Improve Your Digital Presence

9 Pivotal Marketing Trends to Watch in 2024, According to Experts

Diving Deep Into Marketing in Construction (My Takeaways)

11 Recommendations for Marketers in 2024 [New Data]

The Top 5 B2C Marketing Trends of 2024 [New HubSpot Blog Data + Expert Insights]

5 Marketing Trends That Might Not Survive in 2024 [HubSpot Research + Expert Insights]

Everything You Need to Know About Webinar Marketing

7 Marketing Questions Teams are Asking in 2024 (+Data & Insights)

50 Small Business Marketing Ideas for 2024

Outline your company's marketing strategy in one simple, coherent plan.

Marketing software that helps you drive revenue, save time and resources, and measure and optimize your investments — all on one easy-to-use platform

Green marketing: a case study of the outdoor apparel brand Patagonia

• Manuela Guerreiro University of Algarve
• Christina Muhs University of Algarve
• Mélanie Carvalho Neves University of Algarve
• Laura Engel University of Algarve
• Leandro Fernandes Cardoso University of Algarve

This case study will examine the main aspects of a Green Marketing strategy and give a concrete example of the outdoor retailer brand Patagonia. First of all, the relation of companies towards sustainability and the brand Patagonia will be introduced. Afterwards, the evolution of fast fashion and its change towards sustainability will be discussed. A short literature review will outline different definitions of Green Marketing. Subsequently, the Green Marketing strategy of Patagonia and two of its campaigns will be presented. Lastly, the discussion and conclusion will follow.

Chan, E. (2020). The fashion industry is using too much water — here’s how you can reduce your H2O footprint. In: Vogue. Available at: https://www.vogue.com.au/fashion/news/the-fashion-industry-is-using-up-too-much-water-heres-how-you-can-reduce-your-h2o-footprint/news-story/bdfea09be1ee1f28de0f32bfc10a71d4 . Accessed on 22/11/2022.

Cho, R. (2021). Why Fashion Needs to Be More Sustainable. In: Columbia Climate School. Available at: https://news.climate.columbia.edu/2021/06/10/why-fashion-needs-to-be-more-sustainable/ . Accessed on 22/11/2022.

Dolgui A., & Proth J-M. (2010). Pricing strategies and models. Annual Reviews in Control, 34(1), 101-110. https://doi.org/10.1016/j.arcontrol.2010.02.005

Seele, P., Gatti, L. (2015). “Greenwashing Revisited: In Search of a Typology and Accusation-Based Definition Incorporating Legitimacy Strategies”. Business Strategy and the Environment, 26(2). https://doi.org/10.1002/bse.1912

Greer J, Bruno K. (1996). “Greenwash: The Reality Behind Corporate Environmentalism”. Third World Network: Manila–Penang.

Gossen M., & Kropfeld M. I. (2022). „Choose nature. Buy less.” Exploring sufficiency-oriented marketing and consumption practices in the outdoor industry. Sustainable Production and Consumption, 20, 720-736. https://doi.org/10.1016/j.spc.2022.01.005

Henninger, C., Alevizou, P., Oates, C. (2016). “What is sustainable fashion?” Journal of Fashion Marketing and Management, Vol. 20 No. 4, pp. 400-416. https://doi.org/10.1108/JFMM-07-2015-0052

Hwang, C., Lee, Y., Diddi, S. & Karpova, E. (2016). “Don’t buy this jacket”: Consumer reaction toward anti-consumption apparel advertisement. Journal of Fashion Marketing and Management, 20(4), 435-452. https://doi.org/10.1108/JFMM-12-2014-0087

Kamprad, D. (2022). How Sustainable Is Patagonia? In: Impactful Ninja. Available at:

https://impactful.ninja/how-sustainable-is-patagonia/ . Accessed on 15/11/2022.

Kotler, P., Armstrong, G. & Opresnik, M. O. (2018) Principles of Marketing, Global Edition, 17th edition. United Kindom: Pearson Prentice Hall.

Kumar Kar, S. & Harichandan, S. (2022). Green Marketing innovation and sustainable consumption: A bibliometric analysis. Journal of Cleaner Production, 361, 132290. https://doi.org/10.1016/j.jclepro.2022.132290

Patagonia Inc. (2022a). Earth is now our only shareholder. Available at: https://www.patagonia.com/ownership/ . Accessed on 15/11/2022.

Patagonia Inc., (2022b). 1% For the Planet. Available at: https://www.patagonia.com/one-percent-for-the-planet.html . Accessed on 08/11/2022.

Patagonia Inc. (2022b). Don’t Buy This Jacket, Black Friday and the New York Times. Available at:

https://www.patagonia.com/stories/dont-buy-this-jacket-black-friday-and-the-new-york-times/story-18615.html . Accessed on 08/11/2022.

Patagonia Inc. (2022c). You have the power to change the way clothes are made. Available at: https://eu.patagonia.com/gb/en/buy-less-demand-more/ . Accessed on 15/11/2022.

Polonsky, M. J. (1994). "Green Marketing Regulation in the US and Australia: The Australian Checklist." Greener Management International, 5, 44-53.

Thangavelu, P. (2020). The Success of Patagonia's Marketing Strategy. In: Investopia. Available at: https://www.investopedia.com/articles/personal-finance/070715/success-patagonias-marketing-strategy.asp . Accessed on 15/11/2022.

Rauturier, S. (2022). What is fast fashion and why is it so bad?. In: Good On You. Available at:

https://goodonyou.eco/what-is-fast-fashion/ . Accessed on 15/11/2022.

Sanvt Journal. (2022). The meaning & history of fast fashion. In: Sanvt Journal. Available at:

https://sanvt.com/blogs/journal/fast-fashion-explained-meaning-and-history . Accessed on 15/11/2022.

How to Cite

• Endnote/Zotero/Mendeley (RIS)

This work is licensed under a Creative Commons Attribution 4.0 International License .

• Español (España)
• Português (Brasil)

Live statistics

Issue 9 (2022)

Current Issue

Information.

• For Readers
• For Authors
• For Librarians

Responsibility and Sustainability. Socioeconomic, political and legal issues ISSN: 2340-5813 URL: https://responsibility-sustainability.org

Creative Commons Attribution 4.0  License.

Editors Dr. José Luis V´ázquez, University of León, Spain Dr. Luis Camilo Ortigueira-Sánchez, Universidad del Pacífico (Lima, Perú)

Head Editorial Office: IAPNM LATAM Avda. Alfredo Benavides 477 dep 1103, Miraflores Lima - Perú

Publisher: IAPNM LATAM - International Association on Public and NonProfit Marketing Latam Section IAPNM Representative for LATAM  Prof. Dr. Luis Camilo Ortigueira-Sánchez

Chapter 8 Case: Marketing Sustainability: Seventh Generation Creating a Green Household Consumer Product

Learning objectives.

• Understand how a coherent and consistent commitment to sustainability in the company’s marketing mix—product, promotion, place, and price—enabled Seventh Generation to differentiate itself in a highly competitive industry.
• Explain how sustainable marketing differs from traditional marketing as reflected in Seventh Generation’s experience.
• Describe the difficulties that large incumbent firms in traditional industries have in selling sustainable (“green”) products.
• Understand the key challenges and opportunities in sustainable marketing for small and large firms.

8.1 Introduction

This chapter was written by Diane Devine.

Sustainable marketing Involves developing and promoting products and services that meet consumer and business user needs utilizing society’s natural, human, and cultural resources responsibly to ensure a better quality of life now and for future generations to come. involves developing and promoting products and services that meet consumer and business user needs utilizing society’s natural, human, and cultural resources responsibly to ensure a better quality of life now and for future generations to come. Sustainable products and services As they are commonly defined are more sustainable than traditional products and services, without necessarily being environmentally neutral or sustainable in a scientifically valid way. as they are commonly defined are more sustainable than traditional products and services, without necessarily being environmentally neutral or sustainable in a scientifically valid way.

The size of the sustainable market is significant and is expected to grow to $922 billion by 2014. “Consumers Claim They Are Willing to Pay Extra for Green,” eMarketer Green , April 1, 2010, http://www.emarketergreen.com/blog/index.php/consumers-pay-extra-green ; http://newhope360.com/business-directory/definitions-healthy-products-healthy-planet-hp2-sectors . This represents an increasing but still relatively small portion of the US and world economies, with the size of the US economy being approximately $15 trillion and world economy being about $60 trillion in 2010.

What are some of the marketing strategies that have helped to create this market niche and have helped it to grow? How much can the market grow in the future? This chapter focuses on one company that is a leader in sustainability, Seventh Generation, to address these questions and to gain detailed insight and perspective about sustainable marketing.

Seventh Generation ( http://www.seventhgeneration.com/about ) is one of the first companies founded on sustainability principles and mission in the United States. It is a Burlington, Vermont–based privately held manufacturer and distributor of environmentally friendly household and personal care products. The company’s marketing vision and marketing mix A planned mix of the controllable elements of a product’s marketing plan commonly termed as the four Ps (product, price, place, and promotion). known as the four Ps—product, price, promotion, and place—emanated from its founding principles and the ideals and aspirations of its founder, Jeffrey Hollender. Seventh Generation’s products are made using only natural, recycled, or renewable materials that use nontoxic ingredients and the company focuses all its operations to minimize its impact on the environment. Initially Seventh Generation started out as a small mail-order company. As of 2011, Seventh Generation was a $150 million brand selling products at eco-focused stores, such as Whole Foods, and also in the broader consumer market at outlets, such as Target and Walmart.

At its core and driving its marketing plans is the company’s mission to enable consumers to make a positive difference for the planet and people’s health through everyday consumer choices. For Seventh Generation, this means providing consumers the opportunity to make a positive difference through their purchases of laundry detergent, paper towels, and other household products.

Figure 8.1 Jeffrey Hollender—Sustainable Visionary, Entrepreneur, Business Leader, Author, and Activist

Source: Flickr, http://www.flickr.com/photos/businessinnovationfactory/2981552844/ .

Jeffrey Hollender was born in 1954 and raised in New York City. In many respects his social values and activism grew out of discontent growing up in a wealthy family on Park Avenue in the early 1960s. According to Hollender, “I grew up in ‘Mad Men.’ Everyone was smoking. Everyone was drinking, and I was encouraged to watch TV.” His parents had a beach house on Long Island, in Westhampton, New York, near which he would surf, a welcome escape. “I turned on all that in a pretty rebellious way,” he said. Laura Holsen, “An Environmentalist’s Latest Laundry List,” New York Times , February 23, 2011. At age seventeen, Hollender left home and headed to Santa Barbara, California, where for a short time, he lived in his car. He protested the Vietnam War. He returned to New York City after about nine months, finished high school, and headed to Hampshire College, a nontraditional college in Massachusetts, in 1974.

Hollender’s discontent first motivated him to break the rules and expectations of him in his own life and over time to try to change business and consumer practices. His marketing instincts and savvy might have come from his father, Alfred, an advertising executive with a prestigious New York City advertising firm. And his inclination toward the dramatic might have been from his mother, Lucille, a former actress.

Hollender dropped out of college and began his business career in 1977 by developing a not-for-profit skills exchange program based in Toronto. The program was successful but had to be shut down as a result of Hollender’s personal failing to get a work permit. After spending time on his cousin’s ginseng farm in Vermont, he decided to go back and continue his entrepreneurial career in the education industry, but this time as a for-profit business in New York City. He created Network for Learning, with nontraditional classes such as “The Art of Flirting,” which quickly grew, attracting sixty thousand students and turned a profit by its second year. Mr. Hollender sold the business to a Warner Communications unit for more than $2 million in 1985. “Three Who Thrived after Early Gaffes,” Wall Street Journal , May 4, 2010, http://online.wsj.com/article/SB10001424052748703648304575212151578380586.html . As a result, he became president of Warner Audio Publishing, a division of Warner Communications, a position he held through 1987.

Following his tenure at Warner Audio Publishing, Hollender partnered with Vermont “eco-preneur” Alan Newman and acquired a small mail-order catalogue centered on energy conservation products known as Renew America. Jess McCuan, “It’s Not Easy Being Green,” Inc. Magazine , November 1, 2004, http://www.inc.com/magazine/20041101/seventh-generation.html . This business provided him with the opportunity to change the society he was discontented with and it eventually became Seventh Generation in 1988.

The company’s beginning was not easy, and the partners soon split. But Jeffrey Hollender had passion and kept the company. His values and unique personality moved upfront in the company and dominated its marketing and branding. This helped to differentiate the company and its products in a very competitive market.

“Many of us who have businesses run them within our cultural restraints,” said Yoram Samets, an early investor in Seventh Generation who has known Hollender for two decades. “We compromise ourselves. Jeffrey has done the opposite.”

Fast forward to 2010 and Hollender has served as the president, CEO, and “Chief Inspired Protagonist” of Seventh Generation, building the company to a $150 million brand and a leading authority on making a positive difference in the health of the people and planet through everyday choices. This included Seventh Generation being named the seventh most responsible brand in America in 2004 based on a study performed by Alloy Media + Marketing. Seventh Generation, 2007 Corporate Consciousness Report , http://www.seventhgeneration.com/files/assets/pdf/2007_SevGen_Corporate-Consciousness.pdf . The commitment to sustainability was what their products were about and throughout the company—from founding CEO to product ingredient sourcing through marketing and to the end of the product’s lifecycle. For Seventh Generation as a sustainable brand, the company seeks to have positive impact in the world and do it all transparently.

8.2 Marketing Focus on the Triple Bottom Line: People, Planet, and Profit

Seventh Generation’s marketing has focused on offering consumers the opportunity to act on their idealism, passion, and commitment to causes larger than themselves at the supermarket each week. Consumers could get this when they purchased a Seventh Generation product.

Seventh Generation’s Global Imperatives Seventh Generation, 2007 Corporate Consciousness Report , http://www.seventhgeneration.com/files/assets/pdf/2007_SevGen_Corporate-Consciousness.pdf .

1. As a business we are committed to being educators and to encourage those we educate to create with us a world of equity and Justice, health and wellbeing.

2. To achieve that we must create a world of more conscious workers, citizens and consumers.

3. We are committed to creating a world that is rich in value as contrasted to a world that is rich in artifacts.

4. We will work to create Governance and social systems that increase the capacity for understanding differing perspectives and points of view.

5. We believe that our business and all businesses should engage in the personal development of everyone who works for them.

6. We are committed to approaching everything we do from a systems perspective, a perspective that allows us to see the larger whole, not a fragmented, compartmentalized world, not just what we want to see, our own point of view, our own reality, but a world that is endlessly interconnected, in which everything we do effects everything else.

7. We must ensure that globally, natural resources are used and renewed at a rate that is always below their rate depletion.

8. And lastly we are committed to creating a business where all our products, raw materials, byproducts, and the processes by which they are made are not just sustainable but restorative, and enhancing the potential of all of life’s systems.

Seventh Generation Name and Brand Positioning

Seventh Generation derived its name from the Great Law of the Iroquois that states, “In our every deliberation, we must consider the impact of our decisions on the next seven generations.” Seventh Generation strives to live up to that brand promise with a full line of household cleaning and personal care products—from laundry detergents to baby wipes that are safer for people and safer for the environment. This positioning is prevalent within the company and is at the very core of their business model and marketing approach.

A brand is a name, term, sign, symbol, design, or a combination of these intended to identify the goods and services of one seller and to differentiate the seller from those of other sellers. Branding is about getting potential consumers to view a seller as the only one that provides a solution to their problem. A brand is an image in the consumer’s mind and one that must be constantly fulfilled to remain positive.

Seventh Generation’s Target Market

According to Seventh Generation, somewhere between 40 percent and 60 percent of all people in the United States have an interest in or are already purchasing some green products. Their market research studies also concluded that new moms, in particular, were more likely than others to purchase sustainable products for their new family to create a healthier home and planet. Romy Ribitzky, “Seventh Generation Embarks on First Ever National Ad Campaign,” Portfolio.com, February 11, 2010, http://bit.ly/NTEMPN . The company’s marketing mix reflected a focus on the “ middle green Representing about two-thirds of consumers, these people have good green intentions but are not dedicated to buying only green products and services. ” consumers and moms, particularly newer moms.

Survey of Consumers’ Green Intentions

A 2011 study by the consultant group OgilvyEarth “Mainstream America Unmoved by Green Marketing,” SustainableBusiness.com, http://www.sustainablebusiness.com/index.cfm/go/news.display/id/22277 . found that 82 percent of Americans have good green intentions but only 16 percent are dedicated to fulfilling these intentions, putting 66 percent firmly in what the report called the middle green. The other two groups the report labeled were the super greens who are the 16 percent who are dedicated to green intentions and on other end of the green consumer spectrum, the 14 percent who were green rejecters who do not have any green intentions.

Source: Graceann Bennett and Freya Williams, Mainstream Green (OgilvyEarth, 2011), http://bit.ly/gdpVjL .

The marketing mix , also known as the four Ps of marketing, is the combination of product, price, place (distribution), and promotion. Marketers develop strategies around these four areas in marketing to enhance a company’s branding, sales, and profitability. The marketing mix forms the foundation for creating a sustainable marketing strategy.

The four Ps can contribute to a company’s positioning as focused on sustainability. If a product or service is competitive in terms of price, then a sustainability focus on product attributes, place, or promotion can give that product or service an advantage particularly among those consumers most interested in sustainability, such as super or middle green consumers. Sustainable marketing often requires creativity in marketing different than for traditional products, but at its core is truthfulness about the ecological and social impacts of products and services. The consumers that will be most attracted to sustainable products and services will also tend to be the most scrutinizing about ecological and social impacts and most interested in the truth and transparency.

Seventh Generation and the Four Ps of Marketing: Product, Price, Place, and Promotion

There is significant competition in the household cleaning product industry. The industry is dominated by large brands, such as Procter & Gamble. In this highly competitive market, Seventh Generation’s point of differentiation is that all their products are environmentally friendly, and sustainability is at the very core of the business, not an add-on.

Seventh Generation products include 100 percent recycled fiber paper towels, napkins, bathroom, and facial tissues; natural cleaning and laundry products; natural lotion baby wipes; diapers; training pants; organic cotton feminine hygiene products; and trash bags made from 55 percent to 80 percent recycled plastic. The company is committed to making products that are environmentally sustainable—from seed to shelf.

In 2009, Seventh Generation developed a product scorecard to give consumers (and their product designers) an objective scoring system for comparing different materials and product formulations to foster sustainable decision making. This tool can help consumers balance concerns relating to human health, the environment, product performance, and cost.

In terms of manufacturing, Seventh Generation does not own the facilities that produce their products. They partner with manufacturers across the United States, Canada, and Germany to produce their products for them. Through an extensive auditing process Seventh Generation monitors the manufacturers’ facilities’ electrical use, fuel use, greenhouse gas emissions, water use and discharge, hazardous and nonhazardous waste, and recycling to ensure they are meeting Seventh Generation’s sustainability expectations. Seventh Generation, 2009 Corporate Consciousness Report , http://www.7genreport.com .

The company’s business model relies on partnerships with suppliers, manufacturers, warehouses, and retailers over which they do not have full control, which creates both challenges and opportunities, especially for a company that is committed to practicing sustainability and radical transparency.

To compete effectively and to grow, however, Seventh Generation must be an innovator in the sustainability category and deliver on quality and product performance. The “green” consumer, particularly the middle green consumer, is not just looking for how well a company performs on sustainability criteria but desires a product that meets all their needs.

Part of the product is packaging. Seventh Generation strives to create packaging that has a minimal impact on the environment. This includes reducing the amount of material used by concentrating liquid laundry products, offering refills (so far just for baby wipes, but they are working on expanding this), and redesigning the packaging to use less material. Seventh Generation favors recycled over virgin materials and prefers materials that can be composted or recycled back into the materials stream.

In 2010, Seventh Generation undertook a major packaging initiative to reduce their postconsumer recycled (PCR) content. Previously at a 25 percent PCR content rate, they changed to have the majority of their plastic bottles contain at least 80 percent PCR content, a significant improvement.

Source: Seventh Generation.

And in 2011, Seventh Generation sought to “update its tired packaging,” according to new CEO John Replogle (see more details as follows). Marc Gunther, “Seventh Generation’s New CEO,” Marc Gunther , February 13, 2011, http://www.marcgunther.com/2011/02/13/seventh-generations-new-ceo-john-replogle . This included revitalizing its branding look and feel and modernizing its graphics. It started with laundry detergent packaging incorporating the new branding style with more recyclable, compostable, and biodegradable packaging materials (see as follows).

The new laundry detergent is a cardboard package with a plastic lining. The new bottle is made from cardboard on the outside and on the inside a plastic like film holds the laundry detergent. Once the bottle is finished, consumers can toss the whole thing out and it’s 100 percent recyclable. The new packaging uses 66 percent less plastic than the traditional format.

While the new packaging is much eco-friendlier, it is being met with mixed reviews. One reviewer observed, “I’m a deeply green inclined person, but there was something about the design that missed the mark, on a psychological level. The lack of a handle made it feel strange to hold. It was only then that I realized how crucial a handle is to my laundry detergent paradigm. The package utilizes pressed recycled paper, which makes the inclusion of a handle quite a challenge.” Paul Smith, “Seventh Generation’s New Packaging Misses Mark,” TriplePundit , April 22, 2011, http://www.triplepundit.com/2011/04/seventh-generations-new-packaging-misses-mark-be .

Seventh Generation needs to remember when it makes product and packaging changes that consumers do not like making tradeoffs. For more universal adoption of green products, manufacturers need to deliver fully on the same, if not better, consumer experience. This includes how well the products perform in their main purpose. For most of Seventh Generation’s products this means how well they clean and how easy they are to use and at what cost.

For consumers to purchase a product or service, the price of the product or service has to be lower than the value consumers derive from the product. For sustainable products with costs higher than traditional products, the additional cost and price for sustainability has to derive benefits commensurate with the additional cost for the consumer to purchase the product. Some of that value can be in the form of reduced energy use and its associated cost savings—for example, with the purchase of a hybrid car or more efficient laundry detergent—and some of the value can be psychological and emotional, such as knowing you are reducing your environmental footprint and contributing to sustainability.

Price can often be a deterrent in purchasing sustainable products or services. Of US consumers, 66 percent view environmentally friendly products as too expensive. GfK Custom Research, “New Report Indicates Green Sensibility Continues to Evolve,” news release, September 21, 2011, http://www.gfkamerica.com/newsroom/press_releases/single_sites/008716/index.en.print.html . Many green products carry a premium, as they can typically be more expensive to manufacture. This is often referred to as the “green price gap.” The green price gap can cause consumers to purchase based on price and not as much on sustainability criteria.

Source: Datamonitor Product Launch Analytics cited in http://www.horizons.gc.ca/doclib/2011-0058_eng.pdf .

Recognizing this, Seventh Generation decreased their prices during the slow recovery from the 2008–9 recession to try to help close the green pricing gap. According to Seventh Generation’s Corporate Conscience Report, they were focusing on “right pricing” and experienced improvements. “Reducing our spray cleaner price from $3.69 to $2.99 at Target lifted sales 80 percent. Our Lavender Dish Liquid, priced at $2.69, was the top-selling hand dish washing liquid at Target for 52 straight weeks. When we dropped the price on two sizes of our dish liquid from $3.99 to $3.49 and from $3.29 to $2.99 at Whole Foods Market, our sales increased 30 percent.” “Seventh Generation Corporate Consciousness Report,” Seventh Generation, http://www.7genreport.com/introduction/performance.php . According to Hollender, “Most consumers are not willing to pay a premium, sales are highest when pricing is very competitive.” Jeffrey Hollender, in interview with author, August 14, 2011.

Seventh Generation distributes their products in natural food and grocery stores, through the Internet, and at mass merchandisers, such as Target and Walmart. Consumers who purchase eco-friendly products shop at these retailers, according to a study by Ryan Partnership Chicago / Mambo Sprouts Marketing. Ryan Partnership Chicago and Mambo Sprouts Marketing, One Green Score for One Earth , http://sustainableindustries.com/resources/one-green-score-one-earth .

Source: Ryan Partnership Chicago and Mambo Sprouts, http://bit.ly/N702Q0 .

In an interview, Hollender revealed that to succeed at retail, their strategy was to make the financial case that the retailer’s profit would be more profitable per foot of space with Seventh Generation than the products on the shelf that they were replacing. Additionally, Seventh Generation presented statistics that they brought higher value and more loyal consumers who spent more money per trip than the average consumer to the store. Jeffrey Hollender, in interview with author, August 14, 2011.

In the early years of Seventh Generation, Hollender and his team relied on word of mouth and grassroots/bootstrap marketing Combines some of the different promotional approaches in a focused, creative, and low-cost way that is often local or community based. It can be particularly useful for start-up ventures. It uses public relations (such as media stories), blogs, social media, and event planning and participation to drive qualified leads to company websites and physical locations for purchases. to increase consumer awareness and encourage consumers to try their products. They did this with educational programs and events where they could encourage trial and help raise consumer consciousness and awareness of their product. Jeffrey Hollender, through his high visibility at events and in charitable and advocacy activities, was personally associated with the brand and his activities were a significant part of the early marketing efforts.

Grassroots Promotion and Marketing

Grassroots promotion and marketing combines some of the different promotional approaches in a focused, creative, and low-cost way that is often local or community based. It can be particularly useful for start-up ventures. It uses public relations (such as media stories), blogs, social media, and event planning and participation to drive qualified leads to company websites and physical locations for purchases.

As of 2011, Seventh Generation’s promotion was still focused on events, advocacy by Hollender, consumer outreach, and educational programs as well as corporate giving. The company donated more than 10 percent of their profits to charitable programs. According to Hollender, the company donated to “the programs and practices that best exemplified Seventh Generation’s innovative approach to solving the problems represented in its global imperatives. This included Change-It, Tampontification, and WAGES.” Jeffrey Hollender, in interview with author, August 14, 2011.

• Change-It. A joint initiative between Greenpeace USA and Seventh Generation designed to train and sustain the next generation of “change agents” through comprehensive and active education in social and environmental justice.
• Tampontification. A program designed to educate about the taboo subject of menstruation and discuss through blogs why it’s essential for women’s health to use chlorine- and pesticide-free feminine care products. There is also an online program that encourages donations of feminine care projects to local woman’s shelters funded completely by Seventh Generation and online educational information about the problem of homelessness in the United States that is designed to motivate people to volunteer at their local homeless shelters and get involved with the issue of homelessness.
• WAGES (Women’s Action to Gain Economic Security). This organization creates jobs and empowers low-income women by organizing and incubating cooperative businesses.

In addition to these programs, Seventh Generation used social media and had an extensive website designed to educate consumers while promoting their products. The joint education and promotion efforts included the use of blogs, Facebook Fan pages, Twitter, and YouTube channels. In addition, the company’s promotional efforts include downloadable coupons from their website site and a loyalty rewards program.

Other marketing initiatives included a joint promotion with noncompetitive but like-minded companies (such as Stonyfield Yogurt and Earth’s Best) with a coupon booklet distributed in stores on packages via neckties.

In 2010, Seventh Generation briefly ran their first ever television advertising and print campaign, “Protecting Planet Home,” focused on the super and middle green consumers and new moms. “Seventh Generation Kicks Off Protect Planet Home Campaign,” Causecast , January 13, 2010. http://causecast.org/blog/green-cleaning/seventh-generation-kicks-protect- planet-home-campaign . The advertising efforts were very short lived and pulled from the air and their website after the departure of Hollender.

The household cleaning product market was hard to penetrate. With all the marketing efforts, Seventh Generation still had a reported low level of brand awareness with only 10 percent to 20 percent of the population aware of their products.

8.3 Taking Seventh Generation to the Next Level: The Challenge Ahead

Jeffrey Hollender desired to grow Seventh Generation from a $150 million brand to $1 billion. How realistic was this?

According to the “‘Green’ Household Cleaning Products in the US: Bathroom Cleaners, Laundry Care and Dish Detergents and Household Cleaners” report published by Packaged Facts , retail sales of green cleaners in 2009 totaled $557 million—split between $339 million from green household cleaning products and $218 million from green laundry products—to account for 3 percent of the total household and laundry cleaner retail market. Packaged Facts estimated retail sales of green cleaners grew 229 percent between 2005 and 2009, more than doubling in dollar terms and more than tripling in its share of the total household cleaner market. “‘Green’ Household Cleaning Products in the U.S.: Bathroom Cleaners, Laundry Care and Dish Detergents and Household Cleaners,” Packaged Facts, http://www.packagedfacts.com/Green-Household-Cleaning-2554249 . In 2009, Seventh Generation’s sales were $150 million with about a 27 percent share of the green household cleaning market. Laurie Burkit, “Seventh Generation Protecting Its Turf,” Forbes , January 18, 2010, http://www.forbes.com/2010/01/18/seventh-generation-brand-awareness-cmo-network-chuck-maniscalco.html .

Source: eMarketer Green, http://www.eMarketerGreen.com

Competition

As Seventh Generation’s sales first began to grow, larger traditional brands began to notice. And several powerful mainstream marketers launched green household products, including the following:

• The Clorox Company introduced Green Works household cleaners, dish, and laundry products in 2008, spending $25 million in advertising in both 2008 and 2009 behind the introduction according to Kantar Media, which tracks advertising spending. Green Works, once a $100 million brand, fell to $60 million in 2010. Kari Lipshutz, “Once You Go Green, You’ll Probably Go Back,” AdWeek , April 22, 2011, http://www.adweek.com/news/advertising-branding/once-you-go-green-you-ll-probably-go-back-130883 .
• Church & Dwight launched Arm & Hammer Essentials household cleaners in 2008, putting a decidedly different twist on the concept with a mix-it-yourself line. The cleaning products only include the active ingredients and the consumer adds the water at home to the bottle. This unique delivery system provides a 25 percent lower cost and 80 percent reduction in packaging than conventional cleaners. “Arm & Hammer’s New Cleaners Not Only Greener, They’re Cheaper,” EnviralMarketing.com, http://www.enviralmarketing.com/2008/10/22/arm-hammers-new-cleaners-not-only-greener-theyre-cheaper .
• SC Johnson & Son introduced Nature’s Source household cleaners in 2009, spending $15.4 million in advertising according to Kantar Media, which tracks advertising spending. Stephanie Clifford and Andrew Martin, “As Consumers Cut Spending, ‘Green’ Products Lose Allure,” New York Times , April 21, 2011, http://www.nytimes.com/2011/04/22/business/energy-environment/22green.html?pagewanted=2&_r=2 .

Jeffrey Hollender, commenting about the competition, said, “Competition is definitely a sign of our success especially in the face of categories that simply weren’t growing for our competition.” Over time, both SC Johnson’s Nature’s Source and Clorox’s Green Works failed to meet the sales goals set by the parent companies, Jeffrey Hollender, in interview with author, August 14, 2011. and Seventh Generation was able to maintain its market share while competitors were experiencing a flattening out in performance since their introductory years.

According to an analysis by Stephen Powers from Sanford C. Bernstein & Company, “You see disproportionately negative impact from products like Green Works, out of the big blue-chip companies that have tried to layer a green offering on top of their conventional offering, and a relatively better performance from the niche players who remain independent.” Using data from the Nielsen Company, Bernstein looked at sales for nearly 4,300 items in twenty-two categories, such as cleaning spray, liquid soap, bathroom cleaners, and detergents. It studied monthly sales from March 2006 to March 2011, the most recent data available. (Nielsen’s data include mass market, grocery stores, and drugstores but exclude Walmart.) Bernstein found that the market shares of green products generally were down from their peak—especially those offered by the big consumer-products companies. But the market share of the independent brands, like Method and Seventh Generation, were starting to increase relative to the shares of traditional brands’ green products in categories where they compete. Jeffrey Hollender, in interview with author, August 14, 2011.

There were several factors at play. The mainstream companies venturing into green territory approached it much like a traditional consumer packaged goods company. They spent big money on advertising and promotion to generate awareness and trial but after the second or third year pulled back to almost zero spending. In contrast, Seventh Generation had over two decades to build its brand. But there has to be more to it than that. Consumers may not be looking to buy just a green-looking brand from a large consumer packaged goods company but instead want to purchase green products from companies who are more substantively committed to sustainability and adhere to its principles with all their brands, not just one or two product lines. Again, this is Seventh Generation’s primary competitive advantage and it was working for them but not enough to grow as large as their founder desired.

Seventh Generation Growing Pains

Seventh Generation declined in gross sales for the first time in a decade in 2009. The economic recession was a significant challenge for Seventh Generation as consumers tightened their budget and were more reluctant to pay a price premium for sustainable products. After averaging double-digit annual growth for ten years, the company’s gross sales declined by 2.8 percent. The company also lost consumer loyalty with a packaging change in 2009, which created less value for the consumer and did not adhere to their strict sustainability standards. Seventh Generation reduced the number of baby wipes in their packages without reducing the size of the package, decreasing the sustainability of the product (by increasing the packaging-to-product ratio 12 percent). When they did not adequately inform consumers of this change, consumers felt cheated and it weakened the authenticity of the brand and their trusted consumer relationship.

In the midst of the 2009 problems, Jeffrey Hollender self-selected his succession heir and hired a consumer packaged goods veteran, Chuck Maniscalco, as CEO to help position the company for greater scale and long-term growth. “Big Changes at Seventh Generation,” 7Gen (blog), June 1, 2009, http://www.seventhgeneration.com/learn/blog/big-changes-seventh-generation . But in September 2009, Chuck Maniscalco resigned after a very short but difficult period in which it was hard for Hollender to reduce his influence on the company.

Then in October 2010, the board of directors voted to terminate Jeffrey Hollender’s employment relationship and began a new search for CEO. Marc Gunther, “Seventh Generation Sweeps Out Its Founder,” Marc Gunther , November 1, 2010, http://www.marcgunther.com/2010/11/01/seventh-generation-sweeps-out-its-founder . In February 2011, Seventh Generation hired a new CEO, John Replogle, who was previously president and CEO of Burt’s Bees. Alex Goldmark, “Seventh Generation Snags Burt’s Bees CEO to Replace Founder,” Good Business (blog), February 10, 2011, http://www.good.is/post/seventh-generation-gets-a-new-ceo-john-replogle-from-burt-s-bees .

It has been stated that the problem at Seventh Generation was that the growth plans and Hollender’s founding values did not converge. At the Sustainable Brands 2011 trade event, Jeffrey Hollender, in his own words, said,

How did I fail? How did I get myself fired?

• I didn’t institutionalize values in the corporate structure.
• I took too much money from the wrong people.
• I failed to give enough of the company to the employees who would have protected what we’d built.
• I failed to create a truly sustainable brand. Priti Ambani, “Jeffrey Hollender & Seventh Generation: Lessons Learned at the End of a Chapter,” Ecoprenuerist , June 27, 2011, http://ecopreneurist.com/2011/06/27/jeffrey-hollender-seventh-generation-lessons-learned-at-the-end-of-a-chapter .

Changes at Seventh Generation and for Its Founder

During his time at Seventh Generation, Jeffrey Hollender made the decision to bring on investors to help financially sustain the business. Hollender sold shares and created a board of directors, including his long time childhood friend, Peter Graham, the board chairman. It was an important move to help the company grow long term but resulted in him becoming a minority stakeholder. It’s not clear whether his childhood friend Graham backed Hollender in the power struggle at Seventh Generation or turned against him. Unfortunately, Hollender, after twenty-two years with Seventh Generation, found himself out from the very company that he began.

Hollender was shocked to say the least. He reflected on this change recently: “Seventh Generation was my identity, and getting fired was like having my identity stolen away from me. Most people couldn’t understand how I got thrown out of my own company. They didn’t know that as we raised more equity, I became a minority owner. After that, there were always tensions between social mission and making money.” Issie Lapowsky, “What to Do When You’re Fired from the Company You Started,” Inc. Magazine , July/August 2011, http://www.inc.com/magazine/201107/how-i-did-it-jeffrey-hollender-seventh-generation.html .

In Graham’s letter to shareholders and employees, he said,

As the leader of the company since its very earliest days and its philosophical guiding light for over two decades, Jeffrey has been an integral part of our brand and an obvious lynch pin of our success, our unique corporate spirit, and our much acclaimed emphasis on equity and justice in the way we conduct our business. It is no overstatement to say that without his unwavering dedication to our cause and his tireless efforts on our company’s behalf, we would not be the company we are today, and indeed might not be here at all. His is a legacy worthy of the highest respect and admiration, and nothing in our recent decision should dim that in any way.

Nevertheless, recent events have forced us to choose between divergent paths. We have elected to set the company on the one we strongly feel has the very best chance of fulfilling the commitment we’ve made to all our stakeholders to achieve the greatest possible lasting success, financially but especially in terms of making our world a better, safer place for our children and the following seven generations. Marc Gunther, “Seventh Generation Sweeps Out Its Founder,” Marc Gunther , November 1, 2010, http://www.marcgunther.com/2010/11/01/seventh-generation-sweeps-out-its-founder .

Peter Graham, Seventh Generation’s chairman, said that the Seventh Generation board unanimously selected Replogle based on his track record leading a complex organization, his demonstrated commitment to corporate responsibility, as well as his strong executive and personal qualities. Seventh Generation, “Seventh Generation Names John Replogle to Serve as CEO and President,” news release, February 9, 2011, http://www.csrwire.com/press_releases/31571-Seventh-Generation-Names-John-Replogle-to-Serve-as-CEO-and-President .

Source: Marc Gunther, http://www.marcgunther.com/2011/02/13/seventh-generations-new-ceo-john-replogle/ .

Hollender continues his leadership role in sustainability and is writing a new book. He is also the cofounder of the American Sustainable Business Council and a member of the board of directors of Greenpeace USA, Verite, Vermont Businesses for Social Responsibility, and the Environmental Health Fund. He speaks frequently at national venues and has advised companies on sustainability. He has published six books, including Naturally Clean , The Responsibility Revolution , and Planet Home .

Seventh Generation: The Road Ahead

The new Seventh Generation CEO faced many challenges. The company needed to ramp up its marketing efforts to break through and get noticed in the middle green market and to increase the company’s brand awareness, which remained low. Also, among some of their super green Consumers dedicated to buying products and services with commitment to the highest sustainability standards and practices. They represent about one in six consumers. customers, effective marketing would be essential to reestablish consumer trust and interest in Seventh Generation after a difficult couple of years. All of this would likely require use of marketing mediums, such as television and the print media, with broader reach than special events, educational programs, and charitable programs.

To help marketing, Replogle created a new position of chief marketing officer (CMO) and hired Joey Bergstein, who hailed from Diageo, the world’s leading premium spirits company. Bergstein started his career with consumer packaged goods giant Procter & Gamble and was senior vice president of global rum at Diageo where in five years he helped to double sales while growing Captain Morgan from a US product into a global brand with a strong international presence. Steve Ratti, “Seventh Generation Adds New Chief Marketing Officer,” The Ratti Report , August 18, 2011, http://ratti-report.com/news-new-cmo/seventh-generation-adds-new-chief-marketing-officer .

In marketing and other areas, it will not be easy to follow Seventh Generation’s founder Jeffrey Hollender. Replogle’s strengths are his leadership skills, demonstrated commitment to corporate responsibility, and a proven track record in his business career. Prior to being CEO of Burt’s Bees, Replogle spent three years at Unilever, where he managed the skin care division and helped to launch the Real Beauty campaign for Dove and establish the Dove Self-Esteem Fund for young girls. Prior to Unilever, he spent eight years with Diageo as president of Guinness Bass Import Company and managing director of Guinness Great Britain. He started his career at Boston Consulting Group after he earned an MBA from Harvard, from which he graduated with distinction. He received his undergraduate degree, a BA in government, from Dartmouth College where he currently serves as a trustee. “About John,” John Replogle for Dartmouth Trustee, http://www.john4dartmouth.com/p/about-john-replogle.html .

According to Seventh Generation’s board chairman, Peter Graham, Replogle had been charged with “ensuring Seventh Generation’s untapped business potential is fully realized in the years ahead, both financially and in our continued efforts to make our world a safer place for our children and the next seven generations.” Marc Gunther, “Seventh Generation’s New CEO,” Marc Gunther , February 13, 2011, http://www.marcgunther.com/2011/02/13/seventh-generations-new-ceo-john-replogle . This would include how to grow Seventh Generation from a $150 million business. In order to do this, Replogle believed the company must innovate and refresh the tired worn out brand look making it more relevant to consumers. In a recent interview, Replogle said, “We are going to out-innovate the competition in terms of meeting consumers’ needs in an environmentally-friendly way.” Marc Gunther, “Seventh Generation’s New CEO,” Marc Gunther , February 13, 2011, http://www.marcgunther.com/2011/02/13/seventh-generations-new-ceo-john-replogle . With innovation, the company must ensure that its products fully deliver on consumers’ needs and provide a fair price and strong value proposition that neutralizes any green pricing gap.

What is not going to change according to company spokesperson, Dave Rappaport, senior director of corporate consciousness, is the company’s deep commitment to corporate social responsibility and sustainability. Rappaport, who was hired by Hollender after working in the nongovernmental organization world, stated, “Although the company was launched by Jeff’s vision, it is embraced by everyone here. It has been a part of everybody’s perception of his or her roles. Down to the innovations we’ve created on sustainability and corporate responsibility, you will find the work of employees who took the vision to heart.” He continued by stating that since letting Hollender go, the board of directors had approved the creation of a new committee on corporate social responsibility and sustainability. “With Jeffrey’s departure [they] know [they] have to institutionalize all of the things” he advocated for, making sure there is management oversight and “continued direct board oversight which there was through him when he was on the board.” Alex Goldmark, “Hollender Speaks on What’s Next for Seventh Generation,” Good Business (blog), January 18, 2011, http://www.good.is/post/jeffrey-hollender-on-how-to-hold-seventh-generation-accountable .

Inherent in the culture that Hollender built is radical transparency. So consumers will be watching. With the foundation that Hollender and his team created, the company could continue to be part of a trend, even a near revolution, to nurture the planet and the health of the next seven generations, or it could lose its market presence and relevance.

Key Takeaways

• Sustainable markets, while growing, are relatively small compared to total (mainstream) markets.
• It will be challenging to grow sustainable consumer market companies beyond relatively small (niche) markets, especially during periods of economic restraint.
• Sustainable marketing means coherence and consistency in the marketing mix—product, place, promotion, and price.
• Seventh Generation and all sustainable businesses must deliver value and performance on their sustainable goods. Price matters for all brands and consumer markets.
• Sustainable marketers need to be creative in their marketing mix to address areas that may be perceived as deficient, such as price, compared to traditional goods.
• Sustainable marketing can require commitment to sustainability throughout the organization.
• What is Seventh Generation’s brand positioning, and how does the company fulfill its brand promise? Is the founder, Jeffrey Hollender, the brand or is the brand larger than the founder?
• How can Seventh Generation grow their awareness levels? How can they best employ broader reach vehicles, such as print, television, mobile, and digital marketing? Which outlets and promotions would you suggest?
• What marketing advice would you give to mainstream companies looking to compete in the green market?
• In what ways were Seventh Generation’s marketing plans successful and in what ways did they fail?
• Analyze Jeffrey Hollender’s four reasons explaining why he was fired. What other reasons can explain why the board fired him?
• What are the strengths and weaknesses of new CEO John Replogle and the new CMO given their backgrounds in leading marketing efforts at Seventh Generation? Do they have a better chance than Jeffrey Hollender in growing Seventh Generation’s revenue?
• What marketing advice would you give to the new Seventh Generation CMO? What would you suggest he change, and what would you suggest he keep the same in the company’s marketing mix?
• What should Seventh Generation do with regards to pricing to generate increased market share, revenue growth, and profits?

• Thriving in the Digital Age: Tips for Small Businesses in a Virtual World
• How Small Businesses Can Harness IoT for Growth
• Top 5 Reasons Why Polonez America Delivery Services Are Important for Your Business
• Guide to Setting Up Your Amazon Store for Success
• Defining AI Trends in 2024 That Will Change Your Business
• 2024’s Email Marketing Game Changers: Top AI Trends You Need To Know
• How to Create a Professional Job-Winning Resume
• Building Integrated Solutions: Power Platform Development for Seamless Experiences
• Top 10 Key Advantages & Disadvantages of .NET Framework
• Quiz Marketing – Maximize Engagement & Conversion Rates for Your Business

Case Study: How Starbucks use Green Marketing Campaign to Grow their Brand

A t this time not a few companies that have switched to choose green marketing campaign to promote they products, but not all companies are quite serious in the campaign, the seriousness of doing green marketing campaign can be judged from the campaign conducted continuously and sustainably.

In this case, my value of Starbucks is quite serious in implementing green marketing campaign, not just trying to lure consumers alone but he really did to save the planet. Various strategies have been carried out by Starbucks in making green marketing campaign become interesting, that’s why I interesting to discuss Starbucks in this article.

• Top 5 Companies with Green Marketing Campaign
• 7 Advantages When Use Green Marketing on Your Business

Many kinds strategies adopted by Starbucks that I think quite unique and very beneficial to the preservation of the environment, not only interesting in terms of the product but also in terms of action to prove its seriousness in conducting the campaign, and here they are 5 Starbucks strategies that could be an inspiration for you:

#1. Do modification in products

The first thing done by Starbucks is doing modification in the product, taking into account a lot of cap waste that he will produce when the consumer has come out of his shop. Starbucks start to think to create a packaging that can be recycled easily.

As said by Starbucks : “It’s our commitment to purchase only the highest quality, ethically sourced and responsibly grown coffee. To reduce our own environmental footprint and fight climate change. And to give back to the neighborhoods and communities we’re a part of”.

This you can see in the picture below, you can see the start of a change in a Starbucks-owned packaging paper cup which started from 1971 to 2009 where packaging is Starbucks give to consumers is always an improvement to be more eco friendly.

#2. Get opportunity in the earth day

Earth day is an important day as a tangible manifestation of environmental conservation; Starbucks certainly not miss to participate in activities that are routinely performed in commemoration of earth day.

Each year a different theme Starbucks to commemorate the day, I took 3 years back theme as a tangible earth day green marketing campaign belong to Starbucks, and here they are difference theme earth day every year by Starbucks.

On April 22 Starbucks inviting everyone to bring in a reusable mug or tumbler and get a free brewed coffee or tea. The customer choice of brew, hot or iced This is happening at participating stores in the United States and Canada.

Starbucks recognize the impact one can make through careful, conscious choices. So he want to encourage and reward those of customer who use tumblers or travel mugs in their daily routines.

The customer will helping to reduce our environmental impact!. This campaign mean anytime customer bring in their own tumblr or travel mug to a participating Starbucks, they will get 10 cents off drink every day.

Starbucks Earth Day promotional campaign includes its green project, The Big Picture, where thousands of New Yorkers trade in their paper cups for reusable mugs.  Each coffee cup placed on the sidewalk leads to the formation of a design.  In the end, the large cup display forms an aerial mural of a sequoia tree.

To launch the campaign, Starbucks provided free coffee to customers who brought in their own reusable mugs. 

The campaign’s catch phrase “One person switching can save trees. Together we can save forests” shows how individual actions can lead to collaborative efforts to help the environment. [ Source! ]

“Bring 10 used paper cups to get a coffee tumbler”. This is the slogan for an environment protection campaign Starbucks Coffee Korea will host to mark Earth Day, which falls on April 22.

The company has stockpiled 1,000 tumblers for the event that will kick off at 11:30 a.m. at Seoul Plaza. During the event, it will also distribute 3,000 flower pots and compost made from coffee grounds.

#3. Utilize Facebook for campaign

Facebook is a social media that are complete enough to provide the necessary facilities to its users, it is not surprising that Starbucks chose to do green marketing campaign in Facebook, Starbucks actually not only choose Facebook account but there is also use a Twitter, Google Plus and Instagram. But most the activities can display that have been carried out by Starbucks is Facebook.

Can we see the example image below that I took from Facebook belongs to Starbucks, there you can see some campaign events with the green theme has been done by Starbucks starting from the year 2010 until now Starbucks never ceases to perform the update through his official account on Facebook, it is not surprising that many consumers are getting information about the event to be held by the Starbucks via this medium so that each event is carried with the green theme of this campaign can be fairly successful.

Green marketing campaign is a new way of doing marketing; of course it is not easy to do this kind of campaign, need totality and continuities to do that, so you will be taken seriously by your customers.

With totality businesses you can save the earth through your products and could even propitiate for consumers who want to save the earth. Eco-friendly campaign can give you more profit-fold as in my previous article that discussed the benefits of doing green marketing campaign.

As has been done by Starbucks can give you an example of the seriousness of doing green marketing campaign will give you get many benefit of it.

What do you think? Whether there campaign from Starbucks that you can apply to your brand? Please share your comment below.

– Written by Ratih –

Six Important Tips to Keep In Mind When Designing Business Cards

25 Minimal Photography Portfolio Websites

Professional Multipurpose WordPress Themes for Your Business Branding

The Best Advice You Could Ever Get About Custom eCommerce Store Development

7 Smart Ways to Do Video Marketing in 2019

How To Build Your Career In Journalism

4 Smart Ways to Build Brand Trust and a Positive Online Reputation

How Launching an App in This Era is A Good Decision for Your Business

[…] Case Study: How Starbucks use Green Marketing Campaign to Grow their Brand […]

[…] Eko, S 2013, Case Study: How Starbucks use Green Marketing Campaign to Grow their Brand, viewed 1 May 2017, https://ibrandstudio.com/articles/starbucks-green-marketing-campaign […]

Comments are closed.

This website uses cookies to improve your experience. We'll assume you're ok with this, but you can opt-out if you wish. Accept Read More

Welcome, Login to your account.

Recover your password.

A password will be e-mailed to you.

Green Marketing

A Case Study of the Sub-Industry in Turkey

• © 2016
• Ayca Can Kirgiz

You can also search for this author in PubMed   Google Scholar

6525 Accesses

2 Citations

This is a preview of subscription content, log in via an institution to check access.

Access this book

• Available as EPUB and PDF
• Read on any device
• Instant download
• Own it forever
• Durable hardcover edition
• Dispatched in 3 to 5 business days
• Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Other ways to access

Licence this eBook for your library

Institutional subscriptions

About this book

Similar content being viewed by others.

Green Marketing: A Conceptual Overview

Green Marketing in India: A Perspective

SME Green Marketing

• Automotive Sub-Industry
• Environmental Economics
• sustainability

Table of contents (5 chapters)

Front matter, sustainable green marketing, green marketing mix, green consumers and marketing, automotive sub-industry in turkey, a case study from turkey: sa-ba, back matter.

'Despite being pushed back in the agenda because of today's global financial crisis, the most critical topics of the 21st century will continue to be 'sustainable future', 'sustainable growth', 'inclusive growth', and 'green growth'. Ayca Can Kirgiz has written a significant book that sets light to 'green marketing', which is one of the supranational and regional companies' major competitive areas in the near future. Beyond being a critical topic in the management strategies of the companies, 'green marketing' is, at the same time, about social responsibility. The way for Turkey to protect its position among the G-20 countries in the 21st century is to adopt these topics as her primary agenda. I congratulate Ayca Can Kirgiz'

- Economist Prof. Dr. Kerem Alkin

About the author

Bibliographic information.

Book Title : Green Marketing

Book Subtitle : A Case Study of the Sub-Industry in Turkey

Authors : Ayca Can Kirgiz

DOI : https://doi.org/10.1057/9781137535894

Publisher : Palgrave Pivot London

eBook Packages : Business and Management , Business and Management (R0)

Copyright Information : The Editor(s) (if applicable) and The Author(s) 2016

Hardcover ISBN : 978-1-137-53587-0 Published: 29 October 2015

eBook ISBN : 978-1-137-53589-4 Published: 26 January 2016

Edition Number : 1

Number of Pages : XVIII, 153

Topics : Marketing , International Business , Business Ethics , Corporate Environmental Management , Environmental Economics , Sustainability Management

• Publish with us

Policies and ethics

• Find a journal
• Track your research

Thank you for visiting nature.com. You are using a browser version with limited support for CSS. To obtain the best experience, we recommend you use a more up to date browser (or turn off compatibility mode in Internet Explorer). In the meantime, to ensure continued support, we are displaying the site without styles and JavaScript.

• View all journals
• My Account Login
• Explore content
• About the journal
• Publish with us
• Sign up for alerts
• Open access
• Published: 21 May 2024

Exploring the green edge: the role of market orientation and knowledge management in achieving competitive advantage through creativity

• Zhen Zhang   ORCID: orcid.org/0009-0007-1199-5962 1  

Humanities and Social Sciences Communications volume  11 , Article number:  647 ( 2024 ) Cite this article

Metrics details

• Business and management

This study examines the interconnectedness between Green Market Orientation (GMO) and Green Knowledge Management (GKM) in connection to Green Competitive Advantage (GCA) within Chinese green businesses. This research also focuses on the mediating influence of Green Creativity (GC). Drawing on the Knowledge-Based View (KBV), we examine how GMOs and GKM improve enterprises’ green creativity and subsequent green competitive advantage. Using a comprehensive survey of 325 environmentally conscious Chinese companies and an advanced PLS-SEM analysis, our findings offer several important insights. Our findings reveal that GMOs substantially affect both GC and GCA, highlighting their crucial role in fostering a company’s innovative green capabilities and competitive position. Concurrently, GKM positively affects GC and GCA, emphasizing the importance of effectively using and leveraging green knowledge within businesses. Furthermore, we observe the mediating role of GC in the relationships between GMO and GCA, as well as GKM and GCA. This finding underscores the need to promote GC to maximize the advantages of market orientation and knowledge management in attaining a green competitive advantage. These results not only add to the existing KBV theoretical framework, but they also have important implications for managers because they show how important it is to fully incorporate green practices into an organization’s strategy in order to gain a sustainable competitive advantage.

Similar content being viewed by others

Modelling the significance of strategic orientation on green innovation: mediation of green dynamic capabilities

Digital green value co-creation behavior, digital green network embedding and digital green innovation performance: moderating effects of digital green network fragmentation

The relationship between strategic human resource management, green innovation and environmental performance: a moderated-mediation model

Introduction.

Growing environmental concerns have made achieving a green competitive advantage (GCA) a crucial goal for businesses on a global scale (Zameer et al. 2020 ; Zhu et al. 2023 ). This advantage signifies a company’s dedication to environmental sustainability and its capacity to leverage green practices to outperform competitors (Chen and Liu 2018 ; Purwanti et al. 2019 ). Within this framework, two factors emerge as crucial. First, green market orientation (GMO) refers to a company’s proactive adaptation to cater to the market’s environmentally conscious preferences, indicating alignment with both existing and expected environmental standards (Du and Wang 2022 ; Purcărea et al. 2022 ). This perspective guarantees that organizations maintain relevance and competitive advantage in a progressively more attuned marketplace to green concerns (Li et al. 2018 ). Furthermore, the significance of green knowledge management (GKM) cannot be underestimated (Riva et al. 2021 ; Sahoo et al. 2022 ). In the face of the intricate challenges posed by sustainable practices, firms that can effectively obtain, integrate, and utilize environmental knowledge are more favorably situated to foster innovation and adjust to the green framework, consequently enhancing their competitive position (Yahya et al. 2022 ). However, the specific effects of GMOs and GKM on GCA, although crucial, may not be straightforward. Developing a comprehensive understanding of the complex internal mechanisms that underpin these interactions is crucial in order to fully grasp the interplay between green orientation, knowledge, and competitiveness.

Although the direct connections between GMO, GKM, and GCA offer valuable insights, it is plausible to propose the existence of intermediate mechanisms that can provide more clarification on these relationships. Such mediators can provide a comprehensive understanding of how companies convert green market and environmental knowledge into meaningful competitive advantages. In this context, green creativity (GC) emerges as a potential intermediate, referring to an organization’s ability to provide innovative and effective environmental solutions (Maitlo et al. 2022 ). GC encapsulates the creative endeavors and solutions focused on addressing environmental challenges, often catalyzing green knowledge into actionable and profitable strategies (Kalyar et al. 2021 ; Maitlo et al. 2022 ). Moreover, the role of green creativity as a mediator in this interrelation offers a rich tapestry of insights into how eco-innovation can fill the gap between market orientation, information management, and competitive prowess (Aeknarajindawat and Jermsittiparsert 2019 ; Lartey et al. 2020 ). Hence, a notable research gap persists in understanding the nuanced dynamics between GMO, GKM, and GCA, especially in the presence of the potential mediating effect of GC. Previous studies have shown how important GMOs and GKM are for creating long-term business plans (Dangelico and Pujari 2010 ; Yu and Chen 2021 ). However, there is still a strong need to understand how these two concepts work together to affect GCA, mainly from the point of view of GC.

This study addresses the current research gap by demonstrating the complex interactions between GMO, GKM, GCA, and GC. Recent literature emphasizes the criticality of adopting a market-oriented approach and effectively managing information to attain a sustained competitive advantage (Ha et al. 2016 ; Santos-Vijande et al. 2016 ; Zack et al. 2009 ). Furthermore, the importance of fostering innovation and adaptability in the face of swift environmental and technological transformations has elevated the significance of GC as a powerful intermediary (de Medeiros et al. 2018 ; Zhang et al. 2020 ). However, a compelling yet underexplored link exists between GMO and GKM in augmenting GCA, especially with GC as a mediating factor. This research explores how companies can align their market orientation with their knowledge resources to carve a unique green competitive edge in addressing this gap. Emphasizing the transformative role of GC in converting orientation and knowledge into effective competitive strategies (Zheng et al. 2010 ), this paper aims to dissect the interdependence of these constructs. It aims to broaden academic insight and uncover essential elements that foster durable competitive advantages.

Additionally, this study acknowledges the practical challenges of promoting green products across various countries, which is a critical backdrop for this research. Regulatory hurdles, consumer perception, and market readiness are pivotal in shaping green strategies (Johnson et al. 2017 ; Smith and Brower 2012 ). These challenges are especially pronounced in emerging economies, where environmental concerns are often secondary to economic growth (Patel et al. 2014 ). Tumpa et al. ( 2019 ) reported that green market knowledge, lack of government incentives, financial constraints, an unskilled workforce, regulations and legislative frameworks, and technological constraints are the crucial barriers to green practices in developing countries like Bangladesh. This research, therefore, extends beyond theoretical exploration, offering insights into the practical challenges and opportunities in the green market. Through a comprehensive empirical assessment across multiple sectors, the study aims to deepen our understanding of integrating these elements and contribute substantially to the discourse on environmentally conscious strategic priorities in varying market conditions.

This study signals a crucial progression in the domain of strategic management and knowledge management, particularly from the knowledge-based view (KBV) perspective. Through an in-depth exploration of the relationships among GMO, GKM, GCA, and GC, this research extends the KBV framework to offer a fresh perspective on how knowledge management practices can be tailored to foster green market orientation and thereby obtain a green competitive advantage (Valmohammadi et al. 2019 ). This research integrates the concept of GC, highlighting how innovative green solutions can be developed through effective knowledge management (Begum, Ashfaq et al. 2022 ). The incorporation of GKM as a vital enabler in this framework emphasizes the pivotal role knowledge plays in ensuring sustainability at the core of a firm’s strategic initiatives, reinforcing the principles laid out in the KBV (Issa and Jabbouri 2022 ; Kong et al. 2020 ). Green creativity mediates this novel connection between green market orientation and knowledge management, underscoring the crucial need for firms to continuously innovate and adapt in a dynamically shifting green market landscape (Dhir et al. 2023 ). Moreover, elucidating GC as a mediator underscores the intricate complexities of transforming green knowledge into tangible competitive advantages (Baah et al. 2023 ; Uwem et al. 2021 ). By bridging existing theoretical gaps and offering a comprehensive understanding of the interactions between the variables under study, this research provides invaluable insights for firms looking to position themselves in green markets strategically. In essence, this research enhances the theoretical discourse in the KBV domain and clarifies the role of knowledge in driving environmental competitive advantage in modern business ecosystems.

Theoretical framework

Knowledge-based view (kbv).

The knowledge-based view (KBV) has emerged as a pivotal framework in strategic management, particularly in the domain of environmental sustainability. This perspective argues that knowledge, particularly specialized ‘green’ knowledge, is critical for competitive differentiation. According to Grant ( 2021 ), KBV emphasizes the strategic importance of knowledge integration and application, which is paramount in the contemporary environmental context. Rooted in the foundational works of Kogut and Zander ( 1992 ), KBV postulates that the intrinsic competitiveness of firms is primarily a function of their capability to integrate, amplify, and apply their reservoir of knowledge in ways that distinguish them from competitors (Nonaka and von Krogh 2009 ). In the modern era, where environmental sustainability has become a cornerstone of organizational strategy, KBV accentuates the need for firms not just to accumulate but also adeptly harness, deploy, and refresh their green knowledge assets to navigate the intricacies of sustainable practices (Bansal and Song 2017 ). Green Market Orientation (GMO) extends the KBV framework to include a firm’s comprehension and response to environmental market dynamics. This concept encapsulates the ability to discern and adapt to changes in ecological preferences, regulations, and consumer expectations. Hartmann and Apaolaza-Ibáñez ( 2012 ) articulate that GMO necessitates a symbiotic relationship between market intelligence and green knowledge. This intersection is crucial for firms to remain responsive and relevant in the evolving landscape of environmental sustainability. Within the KBV paradigm, green knowledge management (GKM) pertains to the organizational mechanisms and processes dedicated to cultivating, disseminating, and renewing green knowledge.

According to Antunes and Pinheiro ( 2020 ), GKM involves more than just knowledge acquisition; it involves the establishment of a dynamic system that continuously develops and applies this knowledge. This aspect of KBV underscores the importance of a learning-oriented organizational culture in fostering sustainable practices. The KBV framework posits green creativity (GC) as the transformative phase, where green knowledge converges with innovation. Aragón-Correa et al. ( 2008 ) describe GC as converting environmental knowledge into innovative and sustainable outputs, whether in products, services, or processes. This concept illustrates the critical role of creativity in leveraging green knowledge for competitive advantage. Green Competitive Advantage (GCA) represents the culmination of effectively synergizing GMO, GKM, and GC. Teece ( 2018 ) highlights this as the strategic integration of green knowledge and creativity, culminating in a superior market position. GCA is thus the endpoint in the KBV journey, where applying specialized knowledge and innovation establishes a firm’s dominance in the green marketplace. This research adopts the KBV as its core theoretical lens, intricately interlinking GMO, GKM, GCA, and GC. The framework presents a comprehensive perspective in which these elements, rather than existing in isolation, actively contribute to enhancing a firm’s green competitive advantage.

This interconnected framework offers a nuanced understanding of how environmental knowledge and market orientation, through creativity, can be strategically harnessed for competitive advantage. While our research, grounded in the KBV, primarily assesses the direct impact of GMO and GKM on GC and subsequently GCA, some studies, such as Hurley and Hult ( 1998 ), alongside recent studies by Borah et al. ( 2023 ) and Gao et al. ( 2023 ), indicate the possibility of these relationships being bidirectional. For example, GC might potentially impact a company’s market orientation and knowledge management strategies. This viewpoint emphasizes the dynamic and interconnected relationship between these concepts, indicating that the influence among them is not exclusively one-way but perhaps cyclical, with one construct impacting and being impacted by the others. However, it is crucial to emphasize that our research primarily focuses on investigating the positive impacts of GMOs and GKMs on GC and GCA. Although we acknowledge the theoretical importance of bidirectional impacts in achieving a thorough understanding of strategic management in environmental sustainability, this study does not investigate reverse avenues because of its distinctive focus.

Development of hypothesis

Green market orientation and green competitive advantage.

Green market orientation (GMO) refers to a firm’s deliberate and strategic allegiance to comprehending and fulfilling particular environmental preferences and the requirements of its consumer base. Green marketing is defined as the strategic alignment of a company’s marketing efforts with sustainable and environmentally friendly practices. This approach highlights the importance of delivering sustainable customer value and adopting green product positioning (Grant 2009 ). This proactive, market-driven approach ensures better environmental performance and meets consumers’ increasing demand for sustainable products (Cronin et al. 2011 ). In contrast, green competitive advantage (GCA) pertains to a company’s ability to distinguish itself from rivals through sustainable business strategies, resulting in enhanced market positioning, improved brand perception, and increased profitability (Chen et al. 2009 ). It is when companies successfully integrate sustainability into their core business policies and practices that they gain a competitive advantage.

Previous research has shed considerable light on the connection between GMOs and GCAs. According to the proposition by Cherian and Jacob ( 2012 ), companies that possess a robust GMO tend to create distinctive environmentally friendly product offers, setting themselves apart in the marketplace and gaining a competitive edge. Mohammad and Wasiuzzaman ( 2021 ) also supported this view, suggesting that green market-oriented firms often have superior brand reputation, consumer loyalty, and sales performance. This is because a GMO allows businesses to anticipate and align with shifts in consumer preferences toward green products (Papadas et al. 2019 ). Wang et al. ( 2016 ) observed that a robust GMO fosters a firm’s ability to tap into innovative sustainable business opportunities, consequently bolstering its green competitive positioning. These firms reacted to market changes and led and shaped the market through green initiatives.

Furthermore, Singh et al. ( 2019 ) noted that a strong GMO provides companies with the agility to quickly adapt to environmental regulations and consumer demands, directly enhancing their green competitiveness in the market. Nevertheless, while the predominant evidence suggests a positive correlation, it is imperative to acknowledge that a strong GMO does not always equate to a clear GCA. Firms might have a comprehensive understanding of the green market but lack the operational capacity or agility to translate that understanding into tangible competitive practices (Hansen et al. 2009 ). While companies may have a focus on the green market, the saturation of similar initiatives in the competitive environment could dilute any potential advantage (Peattie 2016 ). Considering the discussions above, we posit that:

Hypothesis 1 (H1): GMO positively impacts firms’ GCA .

Green market orientation and green creativity

GMO denotes a firm’s strategic emphasis on identifying and responding to the environmentally sustainable preferences of its target market. This framework is about more than just adapting to green consumer demands; it is about foreseeing and shaping them. In this vein, firms prioritize understanding the rising environmental consciousness of consumers and shape their product or service offerings accordingly (Cronin et al. 2011 ). Conversely, green creativity (GC) relates to the innovative capabilities of organizations in creating eco-friendly solutions, products, or services. This kind of creativity is not just limited to the final product or service but includes the entire design and production process that emphasizes minimal environmental impact, effective utilization of resources, and fostering a culture of sustainable innovation (Chen et al. 2006 ).

A burgeoning body of evidence elucidates the correlation between GMOs and GC. A study by Chen et al. ( 2006 ) illustrated how GMOs can foster GC by providing insights into evolving customer demands for green products, thereby guiding R&D departments to innovate sustainably. Additionally, Montabon et al. ( 2007 ) provided evidence that firms with a robust GMO are better equipped to encourage creativity in sustainability, resulting in groundbreaking green products and solutions. This is attributable to the enhanced understanding of market demands, which invariably challenge firms to think creatively. Furthermore, Singh et al. ( 2014 ) highlighted that a strong market orientation towards sustainability is foundational for nurturing creativity in the development of green goods and services. Understanding the nuances of the green market spurs firms to innovate, leading to enhanced GC. The integration of GMOs with GC is considered essential within the framework of sustainable business practices. Li et al. ( 2020 ) elaborated on this relationship, noting that firms that actively seek insights from their green market are invariably more successful in channeling these insights into creative green outcomes. However, a pertinent consideration is that the strength of the GMO-GC relationship could be contingent on other variables like organizational culture, leadership orientation, and the availability of resources. While a strong GMO provides direction, converting it into creative solutions may depend on other enablers within the firm (Aragón-Correa et al. 2007 ). Aboelmaged and Hashem ( 2019 ) concluded that this sustainable capability can be a powerful determinant of firms’ green creativity. Given the previously discussed interplay between GMO and GC, we present the following hypothesis:

Hypothesis 2 (H2): GMO positively affects firms’ GC .

Green knowledge management and green competitive advantage

The systematic processes of capturing, organizing, and disseminating knowledge about environmental sustainability throughout an organization are known as green knowledge management (GKM). This knowledge aids firms in recognizing the significance of green practices, understanding their implications, and strategizing their business processes accordingly (Tseng 2010 ). It embodies an integrated approach, highlighting the effective utilization and management of green information resources to enhance environmental performance and reduce adverse ecological impacts. Conversely, green competitive advantage (GCA) encapsulates a company’s capability to leverage green practices, technologies, and strategies to outperform competitors, enhancing market position, profitability, and stakeholder trust (Chen 2011 ). GCA enables organizations to differentiate their offerings and project a strong image of environmental friendliness, appealing to an increasing segment of eco-conscious consumers.

The current body of literature offers valuable insights into the correlation between GKM and GCA. Specifically, Shalley et al. ( 2000 ) found that effective GKM practices promote environmental responsibility and increase market competitiveness. Their study revealed that knowledge-based ecological initiatives could provide real, quantifiable competitive benefits. Similarly, Wu and Pagell ( 2011 ) claimed that businesses must effectively manage their green knowledge resources to achieve a GCA. This view aligns with Singh et al. ( 2014 ), which underscores GKM’s positive influence on achieving GCA, highlighting the necessity for businesses to incorporate and implement green knowledge in their strategic operations. Integrating GKM practices can lead to innovative solutions, optimized processes, and differentiated product offerings, thus enhancing a firm’s GCA (Dangelico and Pujari 2010 ). However, it is essential to note the contextual factors influencing this relationship. While GKM can provide the requisite knowledge and understanding, converting this knowledge into a competitive advantage requires strategic direction, a conducive organizational culture, and other enablers (Huang and Rust 2011 ). Moreover, merely possessing green knowledge does not automatically translate to a competitive advantage; applying and integrating this knowledge into the firm’s core operations generates tangible benefits (Chen 2011 ). Given the literature’s insights and emerging trends in sustainable business practices, we postulate:

Hypothesis 3 (H3): GKM positively impacts firms’ GCA .

Green knowledge management and green creativity

GKM entails the structured coordination and dissemination of environmentally sensitive knowledge and practices within an enterprise (Chen et al. 2009 ). This framework ensures that organizations harness, refine, and leverage knowledge to support sustainability and minimize environmental degradation (Lee & Kim, 2011 ). Through knowledge sharing, GKM aims to cultivate a culture that respects the environment and integrates sustainable practices into day-to-day operations. Conversely, green creativity (GC) relates to an organization’s innovative approaches and ideas to tackle environmental challenges and promote sustainability (Begum et al. 2022 ). It is a fusion of environmental awareness and the ability to ideate and innovate for the betterment of our ecosystem. Such creativity is vital in today’s competitive landscape, where customers and stakeholders demand greener products and services (Hart et al. 2003 ).

Examining the relationship between GKM and GC, Koberg and Longoni ( 2019 ) revealed that organizations with well-established GKM frameworks tend to demonstrate higher levels of green creativity. This could be attributed to the seamless flow of green knowledge, spurring innovative thoughts and actions. Ma et al. ( 2022 ) found in another study that companies prioritizing GKM are better positioned to generate green solutions, indicating a direct connection between information management and green creativity. Tseng et al. ( 2013 ) observed that cultivating and disseminating green knowledge within firms positively influenced the ideation and execution of creative green solutions, further supporting this notion. GKM cultivates an environment that values and shares green knowledge, thereby fostering innovation and nurturing green culture (Weina and Yanling 2022 ). Furthermore, GKM equips employees with the necessary tools and knowledge to think creatively about sustainability, enhancing the company’s innovative ability to respond to environmental struggles (Abbas and Sağsan, 2019 ). Therefore, it stands to reason that:

Hypothesis 4 (H4): GKM positively affects GC .

Green creativity and green competitive advantage

Green creativity (GC) encompasses the innovative strategies and solutions companies adopt to address environmental concerns and promote sustainable business practices (Dey et al. 2020 ; Yang et al. 2011 ). It signifies a firm’s capability to ideate, innovate, and carry out eco-friendly initiatives. Approaches like this respond to environmental challenges and fulfill consumers’ and stakeholders’ increasing necessity for sustainable solutions (Hart et al. 2003 ). Conversely, green competitive advantage (GCA) indicates the strategic edge companies acquire when they integrate and prioritize sustainable and green initiatives in their operational and strategic pursuits (Chen et al. 2006 ). By doing so, companies can differentiate themselves in the marketplace, leading to improved market position, better stakeholder relationships, and potential financial benefits.

Examining the dynamics between GC and GCA, Lin et al. ( 2013 ) illustrated that companies that invested in green creative strategies experienced enhanced competitive advantage in their respective markets. This observation stems from the belief that consumers are becoming more environmentally conscious, and as a result, they lean towards brands committed to sustainability. Uddin and Islam ( 2020 ) highlighted that green innovation, a key component of GCA, directly influences GCA by fostering consumer trust and loyalty and efficiently meeting regulatory compliance. Furthermore, firms that harness GC exhibit a forward-thinking approach, anticipating future environmental challenges and market demands. This proactive approach gives them a head start in market positioning, making them pioneers in green innovation and subsequently offering them a significant competitive advantage (Zhou et al. 2005 ). A longitudinal study by Mudgal et al. ( 2009 ) emphasized that GC, over time, has a cumulative effect on GCA. Companies that consistently demonstrate green creativity in their products, services, and operations find it easier to penetrate new markets, retain loyal customers, and even command premium pricing because of their established green reputation. This reinforces the notion that GC is not just a short-term investment but has long-term ramifications for a company’s competitive positioning. Consequently, we postulate that:

Hypothesis 5 (H5): GC positively affects GCA .

The mediating role of green creativity

In this contemporary business ecosystem, there is an increasing emphasis on green market orientation (GMO). This orientation signifies firms’ focus on understanding and responding to environmentally conscious market demands and dynamics (Papadas et al. 2017 ; Shang et al. 2022 ). By emphasizing a sustainable market approach, firms aim to align their offerings with the evolving demands of eco-aware consumers and stakeholders. However, there has been extensive debate on the empirical relationship between GMOs and green competitive advantage (GCA). While studies like those by Bai and Chang ( 2015 ) posit that firms with a pronounced GMO are likelier to enjoy a competitive advantage due to aligning with green market demands, others present a more nuanced perspective. For instance, the findings of Vilkaite-Vaitone and Skackauskiene ( 2019 ) suggest no significant direct relationship between GMO and GCA, attributing such anomalies to potential market complexities and varying consumer perceptions. Moreover, Liu et al. ( 2016 ) suggest a negative link, pointing out situations in which focusing too much on green market strategies could cause businesses to ignore other important factors, resulting in losing their competitive edge. These divergent empirical outcomes suggest an underlying complexity in the GMO-GCA relationship, which might be contingent on intermediary factors. GC epitomizes companies’ innovative and creative strategies to address environmental challenges and craft green solutions (Chen et al. 2023 ). While GMO provides insights into market demands, GC acts as the mechanism to transform these insights into innovative products, services, and processes. The presence or absence of GC could potentially elucidate the conflicting results seen in GMO-GCA studies. For instance, while a firm may possess strong green market insights, without the creative prowess to actualize these insights, it may fail to establish a competitive edge. Conversely, companies that can innovatively implement their GMO through GC may witness a more pronounced GCA, thereby consolidating their market positioning (Borazon et al. 2022 ; Chow and Chen 2012 ). In this context, GC serves as a crucial mediating construct, facilitating the innovative execution of market insights to establish a competitive advantage.

Similarly, in the ever-changing realm of green business operations, green knowledge management (GKM) is a cornerstone for organizations aiming to leverage environmentally conscious insights for competitive prowess. GKM facilitates the cultivation and dissemination of green knowledge, fostering a sense of ecological responsibility and strategic acumen (Guo 2022 ; Yu et al. 2022 ). While one would posit that effective GKM invariably leads to a pronounced green competitive advantage (GCA), empirical studies present a more nuanced narrative. Some research asserts that there is not always a significant direct relationship between GKM and GCA (Rahimli 2012 ). Furthermore, a few studies suggest a potential negative relationship, arguing that over-emphasizing green knowledge could detract from other competitive factors and strain resources (Hung et al. 2014 ; Polas et al. 2023 ). Such divergent findings signal the existence of potential moderating or mediating variables that shape the trajectory between GKM and GCA. Green creativity (GC) represents the innovative application of green knowledge, transforming abstract ecological insights into actionable and differentiated business strategies (Lin and Chen 2017 ; Zameer et al. 2020 ). While GKM provides a knowledge base, it is through the lens of GC that firms can actualize this knowledge, ideate sustainable products, or craft eco-centric services that confer a distinct competitive advantage (d’Orville 2019 ). When organizations fail to translate their GKM into a tangible GCA, it may be due to a deficiency in cultivating or leveraging GC. Without the creative impetus, the knowledge remains dormant and does not effectively contribute to a company’s competitive stance. Contrarily, organizations proficient in GC can bridge the divide, converting their green knowledge reservoirs into unique offerings, processes, or market positioning, granting them an unmistakable green competitive edge (Exton and Totterdill 2009 ). Therefore, it becomes imperative to consider:

Hypothesis 6 ( H6): GC mediates the interrelation between GMO and GCA .

Hypothesis 7 (H7): GC mediates the interrelation between GKM and GCA .

Figure 1 illustrates the conceptual model of this research.

Conceptual Model.

Research methods

Data collection and sample.

We targeted companies that prominently focus on the green market across various sectors in China due to the country’s significant attempt to establish sustainable business practices and eco-innovation. We made this strategic choice because it aligns with China’s commitment to sustainable practices and innovation, providing a crucial context for our study. China, with one of the world’s largest and fastest-growing economies, has a significant impact on global sustainability practices. The Chinese market is an especially pertinent subject for the investigation of green market orientation and green knowledge management owing to its distinct combination of robust industrial growth, escalating environmental awareness, and a dynamic regulatory environment. The sectors chosen for this study have a significant impact on China’s economy and play a critical role in shaping its green market dynamics. These industries include green tech solutions, sustainable transportation, eco-tourism, sustainable forestry, and bio-based industries. These sectors were carefully selected to ensure that our research captures a diverse range of green market activities, providing a comprehensive view of the topic. These businesses are leading China’s green transition; thus, their strategic choices and inventive activities are crucial to guaranteeing a competitive and environmentally friendly region. While selecting our sample firms for this study, we focused on small and medium enterprises (SMEs) within the private sector, recognizing their crucial role in leading green initiatives in many industries in China. Understanding that SMEs, especially those under private ownership, possess unique characteristics in adopting green initiatives due to their operational flexibility, innovation capabilities, and unique challenges, sets them apart from larger enterprises or state-owned entities. We decided to select a sample of SMEs that are geographically spread across China, as well as between urban and rural areas, to account for the high variability of environmental challenges and opportunities that the local context entails. Furthermore, we equally divide the sample among five groups of SMEs specializing in green tech solutions, sustainable transportation, eco-tourism, sustainable forestry, and bio-based industries. The choice of sector was determined by two main factors: the importance of each sector for China’s green economy and the diversity of approaches to sustainability pursued by SMEs within each of the sectors. We carefully stratified the sample based on the size of the SME group’s companies and their ownership structure to ensure generalization of the study’s results to the Chinese SMEs population.

We developed a self-administered structured questionnaire to collect data on the influences of GMO, GKM, and GC on GCA. We meticulously designed the questionnaire to assess the specific factors under investigation, ensuring the accuracy and relevance of the collected data. Following the initial formation, we made minor changes based on feedback from a primary test group consisting of academic scholars and green business experts. This iterative feedback process ensured the questionnaire’s validity and comprehensibility. We then distributed the final questionnaire to 510 Chinese firms, accompanied by a letter outlining the study’s objective and emphasizing the voluntary nature of their participation. Participants received affirmation regarding the utmost confidentiality of their responses and their exclusive purpose for academic research. The emphasis on confidentiality and the voluntary nature of participation aimed to establish trust and encourage candid responses. A second reminder helped to receive 325 complete and credible surveys, resulting in a response rate of 63.72%. This response rate underscores the willingness of the participating firms to contribute to the research, reflecting the relevance and importance of our study in their context. Table 1 outlines the demographic characteristics and organizational profiles of the participants and firms involved in our research. According to the table, the respondents were educated, experienced, and participated in training programs offered by their employers to improve their managerial and interpersonal skills. These demographic details provide insights into the qualifications and skills of our survey participants, reinforcing the reliability of the collected data. The findings illustrate the employee knowledge, skills, and strategies Chinese firms implement to attain a green competitive advantage. The data collection for this research spanned from January to May 2023.

Survey instrument development

We used several questionnaire items influenced by prior research to evaluate the study’s hypotheses. We revised several items to align with the current investigation. We used a seven-point Likert scale to assess the exogenous variables. We generated the survey instrument before collecting the primary data, in accordance with Hair Jr. et al. ( 2019 ). We provided a copy of the research findings to six academic experts and seven industry professionals. Their goal was to ascertain the accuracy of these items in relation to the intended concepts. On a 3-point Likert scale, “3” indicated a high level, “2” indicated a moderate level, and “1” indicated a low level. The survey instrument only contained items graded a “3” by two or more experts and not a “1” by any. By employing an iterative process of feedback and modification, we ensured that our survey instruments were both thorough and relevant to the intricacies of the relationships we attempted to examine. We sourced the measuring instruments for this research from relevant literature. We measured GMO by adopting eight items inspired by the research of Du and Wang ( 2022 ) and Narver and Slater ( 1990 ). These items focused on assessing how firms align their market approaches with sustainability and eco-friendly strategies. We used five items, rooted in the research of Mao et al. ( 2016 ) and Soto-Acosta et al. ( 2018 ), to assess GKM, exploring how businesses manage and leverage eco-centric knowledge. We utilized GC’s mediating constructs based on six items from the insights of Barczak et al. ( 2010 ) and Chen and Chang ( 2013 ), using sustainable business as the context. We assessed GCA by using four items from Chen and Chang’s ( 2013 ) fundamental work to explore the ways in which sustainability-oriented initiatives provide firms with competitive leverage.

Data analysis techniques

We used Partial Least Squares Structural Equation Modeling (PLS-SEM) to test the hypotheses for this research. We selected PLS-SEM due to its ability to evaluate intricate relationships among variables and produce valid findings even with small sample sizes (Afum et al. 2023 ; Hair et al. 2011 ). This structural equation modeling (SEM) method focuses on causal explanations and predictive capabilities (Pratono et al. 2019 ). SmartPLS Version 4.0 was used for the analysis, and the model formulation highlighted a causal viewpoint (Wagner et al. 2018 ). As is the case with our research, PLS-SEM is particularly effective at handling complex models involving multiple constructs and connections. This approach is known for being robust in exploratory research settings where the main objective is to expand upon established theories and reveal significant relationships among constructs (Hair et al. 2019 ). Furthermore, its suitability for smaller sample sizes and less reliance on normal distribution assumptions make PLS-SEM an ideal method for the data that we collected (Hair et al. 2022 ). We utilized advanced techniques in PLS-SEM, including bootstrapping with 5000 subsamples, to ensure the reliability of our hypothesis testing. Using SEM, both measurement and structural models were constructed (Al-Hakimi et al. 2021 ). The measurement model’s objective was to develop connections between observed variables and the latent constructs of interest, and the structural model inspected connections among these latent constructs. The structural model’s validity was evaluated through the convergent and divergent validity criteria (Al-Hakimi et al. 2021 ).

To enhance the robustness of our PLS-SEM application, we used several different techniques in addition to bootstrapping. For example, we employed the latest techniques for testing discriminant validity, such as the heterotrait-monotrait (HTMT) ratio, to ensure that our constructs are different and evaluate distinctive aspects of the green business strategies under consideration. Recognizing the possible limitations of PLS-SEM, such as its variance-based nature, which may favor variance explanation above the study of latent construct associations, we carefully designed our model to address these issues. This includes taking a methodical approach to picking indicators for each construct based on theoretical relevance and empirical robustness, which improved the interpretability and relevance of our findings. We conducted a non-response bias analysis by comparing the responses of early respondents (the first 75% who returned the surveys) with late respondents (the remaining 25%) across all variables. We failed to find any significant differences in the comparisons made, indicating that response bias was not a major problem (Armstrong and Overton 1977 ). As suggested by Podsakoff et al. ( 2003 ), we conducted further statistical analysis using Harman’s single-factor testing approach to investigate the potential common method bias (CMB). All exploratory factors underwent an analysis, and the findings suggested no substantial method bias because one single factor only explained 33.49% of the variance; this is less than the 50% threshold. The next section presents the research findings in detail.

The measuring model was assessed to ascertain the reliability and validity of the constructs employed in this study (Fig. 2 ). The constructs’ reliability was evaluated using Cronbach’s alpha (α) and composite reliability (CR). All constructs demonstrated satisfactory internal consistency, as the results for Cronbach’s alpha were above the suggested level of 0.7 (Hair et al. 2022 ). The results indicate that green market orientation (GMO) exhibited a Cronbach’s alpha coefficient of 0.882, green knowledge management (GKM) displayed an alpha coefficient of 0.760, green creativity (GC) yielded an alpha of 0.832, and green competitive advantage (GCA) manifested an alpha of 0.763. In addition to Cronbach’s alpha, CR was also employed to assess the internal consistency of the constructs. The CR value for all constructs surpassed the recommended benchmark of 0.7 (Hair et al. 2019 ) (Table 2 ).

Measurement model.

We assessed convergent validity by extracting the average variance (AVE) from each construct. The AVE values for all constructs were above the recommended threshold of 0.5, suggesting adequate convergent validity (Hair et al. 2011 ; Siddik et al. 2023 ). The AVE for the GMO, GKM, GC, and GCA were 0.544, 0.508, 0.544, and 0.585, respectively. Every item was found to be relevant to its corresponding construct since its loadings were all found to be higher than the suggested value of 0.6. The item GKM4 exhibited the lowest observed loading, with a loading value of 0.668 (Table 2 ).

We used the heterotrait-monotrait (HTMT) ratio to assess the discriminant validity. The range of recorded HTMT values is 0.372 to 0.823, with 0.823 being the highest value. Table 3 shows that the observed values are below the set threshold of 0.85, indicating that the elements have adequate discriminant validity (Henseler et al. 2015 ). The Fornell-Larcker criterion was also applied to confirm the discriminant’s validity. This criterion states that each construct’s square root of the average variance extracted (AVE) must be greater than the correlation of that construct with any other construct (Fornell and Larcker, 1981 ). Our study’s results met this particular requirement, adding to the evidence supporting the variables’ discriminant validity (Table 3 ). As a result, the measurement model demonstrated adequate levels of discriminant validity, convergent validity, and reliability, making it suitable for further examination in the structural model.

The variance inflation factor (VIF) was calculated for each construct to ensure the model did not exhibit multicollinearity. The VIF values for all constructs were significantly lower than the commonly accepted threshold of 5, suggesting that multicollinearity is not an issue in this study (Hair et al. 2012 ; Yan et al. 2022 ). The GCA had a VIF value of 1.877, while the GC had a value of 1.117. In this study, the R-square value for GCA was 0.488%, suggesting that its predictors account for approximately 48.8% of the variance in GCA (Siddik et al. 2023 ). Similarly, Table 4 shows that the predictors of GC explain about 46.7% of its variance, with an R-square value of 0.467. We evaluated the Q-square values to determine the predictive accuracy of the model (Huang et al. 2023 ). A Q-square value greater than zero reveals the model’s predictive value for a specific construct. In our paper, the Q-square values for GCA and GC were 0.488 and 0.467, supporting the predictive reliability of the model for these constructs (Table 4 ).

Finally, the effect sizes of the relationships between the constructs were measured using the f-square values. According to the standards, F-square values of 0.02, 0.15, and 0.35 correspond to small, medium, and large effect sizes, respectively. Therefore, the association between GKM and GC exhibited a large effect size, but the association between GC and GCA had a moderate effect (Table 5 ). All the remaining associations had small effect sizes.

Table 6 provides an extensive analysis of model factors’ direct and indirect impacts. The initial results suggest that GMOs positively affect enterprises’ GCA. This is supported by the statistically significant beta coefficient (β1 = 0.166), t -value ( t  = 3.550), and p -value ( p = 0.000), hence confirming hypothesis H1. In addition, the GMO of companies has a significant impact on their corporate GC (β2 = 0.262, t  = 6.047, p  = 0.000), hence providing evidence for hypothesis 2. It has been shown that there is a positive association between GKM and businesses’ GCA, as indicated by the statistically significant coefficient β3 (0.194) with a t -value of 3.695 and a p-value of 0.000. This finding provides empirical support for hypothesis H3. Additionally, we discover that the GKM substantially influences firms’ GCA (β4 = 0.552, t  = 16.405, p =0.000), thus confirming hypothesis 4. The final analysis results demonstrate a significant relationship between GC and businesses’ GCA (β5 = 0.468, t  = 8.326, p = 0.000), supporting Hypothesis 5.

The mediation analysis (β6 = 0.123, t  = 4.928, p  = 0.000) also shows that the GC is a key part of the connection between GMO and GCA, which supports the sixth hypothesis. Furthermore, we found that GC is a mediator in the relationship between a company’s GKM and GCA (β7 = 0.258, t  = 7.396, p  = 0.000), confirming H7. Figure 3 illustrates the structural model of our research.

Structural model.

After presenting our SEM analysis results, it is critical to contextualize these findings in the broader methodological context of our research. Applying the SEM approach has enabled a detailed examination of the intricate connections between GMO, GKM, GC, and GCA. This analysis has effectively recognized the possibility of endogeneity by taking into account the multidirectional influences among the constructs. However, we acknowledge that SEM, despite its strong ability to represent these connections, may not completely address issues like simultaneous causality and omitted variable bias. To address these limitations, we developed our model by thoroughly reviewing both theoretical and empirical literature. This approach ensures that our model adequately reflects the complex nature of these relationships.

This research focuses primarily on the relationship between GMO, GKM, and GCA, as well as the intervening role of GC. Our findings, in conjunction with existing literature, delineate several essential observations. Our research’s first hypothesis was that GMOs have a positive effect on GCA. Consistent with prior studies, our findings substantiate this linkage. GMOs are a testament to a firm’s commitment to adapting its strategies harmoniously with environmental concerns, resonating with consumer shifts towards green products. However, it is critical to consider the balance between supply and consumer needs to address the limited demand for green products. As highlighted by Claudy ( 2011 ), despite growing environmental awareness, market demand for green products often lags behind due to higher pricing and limited availability. This environmental alignment is not merely a reactive stance but a proactive strategic move, responding to environmental imperatives and consumer demands (Testa et al. 2012 ). It is evident from our study, as well as from the work of Lin et al. ( 2020 ), that the capability of companies to infuse sustainable practices within their core strategies can lead to enhanced market positioning in understanding GCA. Additionally, we observed that firms deeply rooted in GMO tend to bring forth distinct green product offerings. Furthermore, the issue of greenwashing needs to be discussed, as it can undermine consumer trust and the perceived authenticity of green products. Ha ( 2022 ) noted that greenwashing practices can lead to skepticism among consumers, reducing the effectiveness of genuine green initiatives. This differentiation often results in a pronounced competitive advantage, reinforcing the findings of Ameer and Othman ( 2012 ) on the significance of green initiatives in shaping market dynamics. However, it is crucial to highlight that the positive correlation between GMOs and GCAs is not omnipresent. It is possible for firms to understand green markets deeply, but they must grapple with operational constraints that prevent translating this understanding into palpable competitive tactics (de Medeiros et al. 2016 ). In markets where green initiatives are abundant, even the most profound GMO may not yield a clear GCA advantage, particularly in contexts where greenwashing is prevalent (Ha 2022 ).

Hypothesis 2 illuminates the linkage between GMOs and GC. Our findings (Aboelmaged and Hashem 2019 ) solidify the positive association between these constructs, in line with existing scholarly work. GMOs are emblematic of a firm’s commitment to proactively align with and shape the environmentally conscious demands of its consumers. This strategic alignment emphasizes reactive measures and the proactive identification of emergent green market trends (Porter and Kramer 2011 ). GC, by contrast, anchors itself in the innovative competencies of organizations. More than mere product innovation, GC encapsulates an eco-centric ethos spanning the complete lifecycle of a product—from conception to consumption. This approach guarantees a reduced environmental impact, optimizes resource use, and promotes a culture based on sustainable ideation (Hart and Milstein 2003 ). The synergy between GMOs and GC is both vital and transformative. Firms accentuating GMOs are, by design, equipped with nuanced market insights. When channeled through the crucible of GC, these insights yield avant-garde green products and solutions (Zhu et al. 2013 ). It is evident that GMOs do not merely guide a firm’s innovative green pursuits—they propel them. Businesses adapt to the shifts in the green market and actively shape them, forging new paradigms in sustainable innovation with an entrenched GMO (Schaltegger and Wagner 2011 ). However, this narrative is layered. While GMOs provide navigational cues, the metamorphosis of these market insights into pioneering green solutions necessitates a confluence of myriad internal elements. Organizational culture, visionary leadership, and resource stewardship play cardinal roles in steering this transformational odyssey from innovation insight (Aragón-Correa et al. 2008 ). Our findings resonate with broader academic discourse. Organizations must seamlessly integrate this orientation with their GC faculties to truly harness their GMO.

Our following hypothesis seeks to elucidate the relationship between GKM and GCA. The identification of a positive association between these constructs supports the perspectives found in contemporary literature. GCA denotes a company’s capacity to harness green strategies, practices, and technologies to gain a competitive edge, distinguishing its market presence and solidifying stakeholder confidence (Chen 2011 ). This advantage resonates deeply with an ever-growing eco-aware customer base, emphasizing the necessity for businesses to adopt greener strategies. In this context, GKM is critical because it is an intricate process of accumulating, structuring, and proliferating environmental knowledge. There is a correlation between GKM and GCA, as well as a causative relationship. Firms adept at GKM are not just predisposed to attaining a GCA but rely on it to navigate the competitive landscape (Wu and Pagell, 2011 ). With their deep-rooted green knowledge reservoirs, such firms are poised to make informed strategic choices that enhance their competitiveness. This aligns with the assertion of Lee et al. ( 2014 ) that robust GKM processes do not just echo environmental responsibility but act as catalysts for market dominance. However, the dynamics are intricate. While GKM provides a vast knowledge repository, several factors influence the transition from possessing this knowledge to having a pronounced GCA. The application of green knowledge, its seamless integration into core business processes, and the enabling environment play crucial roles (Chen 2011 ; Huang and Rust 2011 ). Without these factors, GKM’s immense potential might remain untapped. In light of these findings, it is evident that for firms to truly leverage their green knowledge assets, a strategic focus on translating this knowledge into competitive actions is paramount.

Hypothesis 4 explores the association between GKM and GC. In congruence with existing research, this study’s findings affirm the positive linkage between these constructs. Ma et al. ( 2022 ) assert that GKM acts as a conduit, channeling environmentally conscious knowledge throughout the firm. Such an environment of enriched knowledge sharing becomes fertile ground for nurturing GC, as evidenced by heightened levels of innovation in green initiatives. Indeed, GC is a byproduct of the systematic implementation of GKM, as it infuses organizations with fresh, sustainable insights (Begum et al. 2022 ). Businesses adept at GKM practices are more agile in ideating green solutions, bolstering their competitive edge (Chang and Hung 2021 ). GKM facilitates the acquisition and dissemination of green knowledge, which in turn fosters a cognitive environment receptive to innovative, green-centric ideation. By ensuring that green knowledge is accessible and actionable, GKM is instrumental in nurturing a culture of green creativity. While GKM sets the stage, GC plays the pivotal role of spotlighting sustainable innovations (Turner 2011 ). A proactive approach to GKM could stifle the potential for GC. Therefore, the nexus between these constructs is not just correlative but also causative. Firms desiring to elevate their green creative endeavors should prioritize the seamless integration of GKM into their organizational fabric.

Our results reveal a strong correlation between GC and GCA. This result is consistent with earlier studies showing how crucial GC is to promoting an organization’s GCA (Montabon et al. 2007 ; Yang et al. 2011 ). When organizations channel their creative energies toward environmentally sustainable initiatives, they are better positioned to meet the burgeoning consumer demand for eco-friendly solutions (Hart 2017 ; Testa and Iraldo 2010 ). This consumer-driven movement towards sustainability invariably enhances a firm’s competitive stance in the market. The translation of GC into GCA can be witnessed in multiple facets. For instance, GC spurs the design and commercialization of green products and services, which resonate well with a growing segment of eco-conscious consumers (Liu et al. 2012 ). This results in an improved brand reputation and offers potential financial upsides as consumers are increasingly willing to spend more on eco-friendly options (Wong et al. 2012 ).

Moreover, GC acts as a catalyst for shaping a firm’s external stakeholder relationships. Firms recognized for their green creativity tend to navigate regulatory landscapes more efficiently, given their proactive approach to environmental stewardship (Rao and Holt 2005 ). These firms also experience enhanced trust and credibility among investors, customers, and regulatory bodies (Hervani et al. 2005 ). Furthermore, the emphasis on GC encourages organizations to explore novel green supply chain practices, streamline operations for minimal environmental impact, and delve into strategic partnerships that emphasize sustainability (Carter and Rogers 2008 ). As firms progressively integrate these green creative strategies, they solidify their competitive footing, ensuring long-term GCA.

Examining GC’s role as a mediator in the connection between GMOs and GCAs adds a new dimension to our understanding of green market dynamics. To address the existing supply demand gap in green products, it is crucial to consider limited market demand as a critical factor influencing this relationship (Heinemann et al. 2018 ). Findings from our research indicate that while GMO provides firms with insights into green market demands, actualizing these insights into competitive advantage requires innovative interventions facilitated by GC. While many researchers acknowledge the potential of GMOs to significantly drive competitive advantage in the marketplace (Bai and Chang 2015 ), there are contradictions and inconsistencies in these outcomes. GMOs might lead to a perceptible competitive advantage, particularly in sectors where consumers demonstrate high eco-consciousness (Rathore 2018 ). Yet, even if green, mere market orientation does not directly translate to competitive advantage (Tjahjadi et al. 2020 ). Furthermore, the challenge of greenwashing activities must be considered, as these can undermine the credibility of green marketing efforts (Heinemann et al. 2018 ). If businesses concentrate just on market insights, they risk losing sight of more important strategic objectives. In this complex backdrop, GC emerges as a compelling mediator. Creativity is the bridge that translates market insights into tangible products, services, or solutions. With its focus on innovative solutions to environmental challenges, GC becomes the transformative bridge for GMOs. Firms might comprehend the market demands through GMOs, but the capacity to innovate and capitalize on these demands via green creative strategies indeed ensures a solid GCA (Asiaei et al. 2022 ). The interplay between these elements becomes more critical when considering the limited demand for green products and the need to navigate the pitfalls of greenwashing (von Flüe et al. 2024 ). Additionally, organizational culture, regulatory pressures, and stakeholder expectations could further impact the dynamics between GMO and GCA, but a robust GC approach can effectively navigate these dynamics (Al-Swidi et al. 2021 ). Taking all of these points of view into account, it’s clear that GC acts as a go-between and greatly improves the connection between GMO and GCA. It also gives businesses a way to make sure their market focus is carried out in the best and most creative way possible to gain the most competitive edge.

Similarly, we cannot overstate the pivotal role of GKM as an enabler for firms aiming to integrate environmental awareness into their competitive strategies. The notion that GKM can act as a catalyst, enhancing corporate ecological insights and augmenting strategic advantages, underlines this significance (Dangelico and Pujari 2010 ; Hart and Dowell 2011 ). Yet, while it is tempting to perceive a direct correlation between GKM and GCA, empirical explorations suggest a more intricate interplay. Research has indicated that merely integrating green knowledge might not always directly foster competitive advantage (Porter and Van Der Linde 2017 ). Moreover, some studies highlight the risk of overprioritizing green knowledge, suggesting that it might inadvertently marginalize other competitive imperatives (Ambec and Lanoie, 2008 ). This multifaceted relationship signals the mediating influence of GC. GC serves as the mechanism that refines and applies green knowledge to actionable strategies, transforming abstract GKM into concrete, differentiated business tactics (Chen et al. 2006 ; Dangelico and Pujari 2010 ). The foundational premise is that while GKM forms the knowledge bedrock, GC operationalizes this knowledge, shaping eco-centric product innovations or service offerings that amplify a firm’s competitive positioning (Sharma and Vredenburg 1998 ). Instances where GKM does not manifest into a palpable GCA might result from a firm’s challenges in leveraging GC effectively. Conversely, companies proficient in GC can translate their green knowledge into unique market offerings, fortifying their competitive landscape (Darnall et al. 2010 ). Therefore, by integrating the abovementioned viewpoints, it becomes apparent that GC serves as a mediator and substantially influences the strengthening of the GKM and GCA’s connection. This provides companies with a strategic pathway to successfully and innovatively implement their market orientation, maximizing their competitive advantage.

Conclusion and implications

This study investigated the interconnections between GMO, GKM, and GC, as well as how they collectively influence GCA. This study utilized dependable and robust statistical techniques to validate the proposed theoretical framework based on data from senior management at several companies. The main goal was to examine the complex interactions between these variables, focusing on GC as a mediator. The main focus of this study was the possible moderating effect of a firm’s GKM and GMO on GCA growth. The findings firmly supported all the hypotheses, which revealed positive relationships among the exogenous variables, the endogenous variable, and the mediator variable’s crucial mediating role. The research’s conclusions emphasize the importance of a market perspective and knowledge management strategies’ alignment with green initiatives, amplifying competitive advantage in an eco-conscious business landscape. The paper navigates the evolving realm of environmentally sustainable competitiveness by exploring the limitations, potential future research scopes, broad theoretical and practical prospects, and implications of this research.

Theoretical implications

Our study advances the field of sustainable business practices by conducting a thorough investigation of the interconnections among GMO, GKM, and GCA, as well as the mediating role of GC, which is one of its significant contributions. It aligns with previous research (León Bravo et al. 2022 ) by highlighting the importance of GMOs and their key focus on aligning a firm’s strategies with eco-conscious consumer demands and sustainable product offerings. This study investigates GMO’s ways of influencing a company’s capability to achieve a competitive advantage within eco-conscious markets by advocating for eco-friendly innovation and aligning business practices with green consumer preferences (Du and Wang 2022 ). Additionally, incorporating GKM into the theoretical framework builds on the work of Chang and Chen ( 2013 ) and amplifies our grip on knowledge acquisition, dissemination, and application in a green business context. The effective management of eco-centric knowledge assets is pivotal in promoting sustainable business practices and improving competitiveness within green markets (Nagano and Iacono 2019 ). This paper also makes a significant contribution by intricately inspecting the mediating role of GC in the relationships between GMO, GKM, and GCA. This research inspects the roles played by creative thinking, specifically highlighting sustainable solutions, in mediating the interconnections between market orientation, knowledge management, and a company’s GCA. This adds a layer of complexity to the comprehensive perspective and pathways that firms can follow to leverage their market orientation and acknowledge resources to nurture GC for achieving a competitive advantage in eco-conscious markets (Hao et al. 2022 ).

This study notably improves our theoretical understanding of the critical relationships among GMO, GKM, GCA, and GC, building upon prior research (Chang and Chen 2013 ; León Bravo et al. 2022 ). It provides an extensive theoretical framework that contributes to the discussion of green business strategies. Additionally, it offers valuable insights for academics and industry practitioners wanting to improve their environmental activities and competitive advantage in sustainable markets (Du and Wang 2022 ; Hao et al. 2022 ; Nagano and Iacono 2019 ).

Managerial implications

Our research empowers companies with managerial insights that help them excel in eco-conscious markets (Papadas et al. 2019 ). The paper provides actionable guidance to amplify sustainability strategies by investigating how GMO, GKM, and GCA interact while GC mediates (Chang and Hung 2021 ). The study shows the necessity of following GMO strategies that align products and services with eco-conscious consumer preferences (Chen et al. 2023 ). Given that the dynamic GMO approach can amplify a company’s eco-competitive advantage, this study encourages managers to foster a corporate culture that cultivates environmentally oriented innovation and risk-taking (Orlando et al. 2022 ). A key finding demonstrates GMO and GKM’s cooperative impact on GC, which, in turn, mediates the influence on GCA (Aeknarajindawat and Jermsittiparsert, 2019 ). This highlights the importance of encouraging creativity as a channel to turn market orientation and knowledge management into real competitive advantages in eco-conscious markets (Zameer et al. 2020 ). Acknowledging GC as a vital asset and assisting the effective integration of green practices can enable managers to focus on enhancing GC within their organizations (Riva et al. 2021 ). This study also discusses GC’s mediating role in the connection between GMO and GCA, emphasizing GC’s ability to turn market orientation into a competitive edge in sustainability-focused markets (Lin et al. 2020 ).

The study encourages managers to nurture a culture of eco-conscious innovation by highlighting how GKM crucially amplifies the workforce by providing necessary eco-centric skills and knowledge, thus facilitating green practices across organizations (Cardoni et al. 2020 ). Simultaneously, we should encourage a firm commitment to GMOs, as it validates and enhances the impact of these initiatives (Chahal et al. 2014 ). Managers can make well-informed decisions supporting their company’s long-term viability and sustainability, creating a mutually beneficial effect that boosts their overall competitiveness in eco-conscious markets and green competitive advantage (Kaptanoglu et al. 2007 ). This holistic approach will orient their organizations toward a more sustainable and competitive future (Lopez-Torres et al. 2022 ). Management teams can utilize these insights to prioritize investments in sustainable initiatives, ensuring they are in line with market expectations and internal capabilities. By cultivating a culture of environmental innovation, companies may not only fulfill regulatory requirements and meet customer demands, but also differentiate themselves in highly competitive industries.

In addition to these broader implications, our findings are particularly relevant to the small and medium enterprises (SMEs) sector, which plays a dominant role in developing countries. SMEs can significantly benefit from applying the principles of GMO, GKM, and GC. SMEs can achieve a competitive advantage in eco-conscious markets by tailoring these strategies to smaller-scale operations. For instance, SMEs can adopt flexible and adaptive GMO strategies, allowing quicker responsiveness to market shifts and consumer preferences for eco-friendly products and services (Seman et al. 2019 ). Furthermore, leveraging GKM in smaller organizations can lead to more efficient and innovative green practices, which are often less resource-intensive and more suited to the agile nature of SMEs (Arsawan et al. 2022 ). SMEs can also foster GC to develop unique, sustainable solutions that resonate with local markets and cultural contexts, enhancing their competitiveness (Baggia et al. 2019 ). This approach benefits SMEs in terms of market positioning and contributes to broader sustainability efforts in developing regions (Mady et al. 2023 ). Consequently, applying these strategies to SMEs can lead to a ripple effect, bolstering eco-consciousness and sustainable practices across various sectors and regions.

Firms can leverage our findings by first conducting an internal assessment of their existing green market orientation and knowledge management strategies. In addition, regular collaboration with external stakeholders such as suppliers, customers, and environmental specialists can provide novel perspectives and cultivate a more comprehensive understanding of green market trends. Ultimately, it is crucial for firms to develop quantifiable measures to assess the effectiveness of their green efforts, using these insights to continuously improve their strategies.

Limitations and future research directions

Even though this study helps shed light on the connections between GMO, GKM, GCA, and GC, it is essential to recognize their limitations and establish a trajectory for further research to improve our comprehension of green entrepreneurship and corporate strategies. One constraint of this study is its focus on larger organizations, which could potentially restrict the results’ relevance to small and medium-sized enterprises (SMEs). Future research should delve deeper into the dynamics of GMO, GKM, GCA, and GC, keeping SMEs as the primary context, to obtain an expanded understanding of the field’s knowledge. Future researchers can achieve a comprehensive understanding by incorporating longitudinal studies instead of cross-sectional data, which will emphasize the dynamic nature of these relationships over extended periods. Although SEM has been useful in studying the connections between our key constructs, it might be beneficial for future researchers to explore alternative methods that can more effectively address endogeneity. For instance, employing instrumental variable approaches or conducting longitudinal research might provide a more profound understanding of the causal dynamics in action. These methods would enhance the insights obtained from SEM and help in developing a more thorough comprehension of how companies may successfully manage the challenges of attaining a GCA.

Furthermore, even though we have made an effort to increase the representativeness of our sample by selecting SMEs across different sectors and geographic locations in China, we acknowledge that selection bias is a potential issue. Because our sampling procedure is voluntary, we selected a sample of SMEs who may, in principle, be more involved in green practices than average Chinese SMEs. This limitation is critical in the interpretation of the results, as well as in providing input for the development of policy-relevant information. We attempted to limit the potential selection bias by ensuring rigor in the sampling and stratification procedures. While our approach may be relatively effective in limiting selection bias, utilizing a voluntary sampling procedure does not solve the potential problem in absolute terms. One direct way to possibly lessen selection bias, endogeneity, or omitted variable bias is to try out and evaluate different strategies to deal with these issues in the context of green business and corporate strategy. Furthermore, we understand that conducting a longitudinal analysis of the evolution of green strategies and their impact on competitive advantage over time could enhance the design and create more testing opportunities. In addition, exploring both external and internal contextual factors that significantly influence these relationships would prove to be incredibly beneficial. Factors like regional environmental norms, entrepreneurial ecosystems, internal organizational culture, and ethos play a crucial role in shaping these dynamics, encouraging academics to explore relatively uncharted territories. Although this study’s primary focus is the synergistic relationships between the factors, future studies should look into the hindrances, inconsistencies, and compromises businesses may encounter when incorporating GC into their operational frameworks. Academics can remarkably enhance our understanding of the intricate relationships among GMO, GKM, GCA, and GC if they address these limitations and conduct further research. This improved understanding will aid business owners and corporate executives in integrating environmental sustainability into their strategic endeavors. Companies will be better equipped to negotiate the difficulties and opportunities the green business landscape provides, enhancing their competitive standing.

Data availability

The data that support the findings of this study are attached as a supplementary data file and available from the corresponding authors upon reasonable request.

Abbas J, Sağsan M (2019) Impact of knowledge management practices on green innovation and corporate sustainable development: a structural analysis. J Clean Prod 229:611–620. https://doi.org/10.1016/j.jclepro.2019.05.024

Article   Google Scholar  

Aboelmaged M, Hashem G (2019) Absorptive capacity and green innovation adoption in SMEs: the mediating effects of sustainable organisational capabilities. J Clean Prod 220:853–863. https://doi.org/10.1016/J.JCLEPRO.2019.02.150

Aeknarajindawat N, Jermsittiparsert K (2019) The mediating role of green creativity in the relationship between proactive green innovation, reactive green innovation and the performance of Green product development: a case of Thai sports manufacturing firms. Journal of Human Sport and Exercise—2019—Summer Conferences of Sports Science. https://doi.org/10.14198/jhse.2019.14.Proc5.45

Afum E, Issau K, Agyabeng-Mensah Y, Baah C, Dacosta E, Essandoh E, Agyenim Boateng E (2023) The missing links of sustainable supply chain management and green radical product innovation between sustainable entrepreneurship orientation and sustainability performance. J Eng Des Technol 21(1):167–187. https://doi.org/10.1108/JEDT-05-2021-0267

Al-Hakimi MA, Saleh MH, Borade DB (2021) Entrepreneurial orientation and supply chain resilience of manufacturing SMEs in Yemen: the mediating effects of absorptive capacity and innovation. Heliyon 7(10):e08145. https://doi.org/10.1016/j.heliyon.2021.e08145

Article   CAS   PubMed   PubMed Central   Google Scholar  

Al-Swidi AK, Gelaidan HM, Saleh RM (2021) The joint impact of green human resource management, leadership and organizational culture on employees’ green behaviour and organisational environmental performance. J Clean Prod 316:128112. https://doi.org/10.1016/j.jclepro.2021.128112

Ambec S, Lanoie P (2008) Does it pay to be green? A systematic overview. Acad Manag Perspect 22:45–62

Ameer R, Othman R (2012) Sustainability practices and corporate financial performance: a study based on the top global corporations. J Bus Ethics 108(1):61–79. https://doi.org/10.1007/s10551-011-1063-y

Antunes HdeJG, Pinheiro PG (2020) Linking knowledge management, organizational learning and memory. J Innov Knowl 5(2):140–149. https://doi.org/10.1016/j.jik.2019.04.002

Aragón-Correa JA, García-Morales VJ, Cordón-Pozo E (2007) Leadership and organizational learning’s role on innovation and performance: Lessons from Spain. Ind Mark Manag 36(3):349–359. https://doi.org/10.1016/j.indmarman.2005.09.006

Aragón-Correa JA, Hurtado-Torres N, Sharma S, García-Morales VJ (2008) Environmental strategy and performance in small firms: a resource-based perspective. J Environ Manag 86(1):88–103. https://doi.org/10.1016/J.JENVMAN.2006.11.022

Armstrong JS, Overton TS (1977) Estimating nonresponse bias in mail surveys. J Mark Res 14(3):396–402. https://doi.org/10.1177/002224377701400320

Arsawan IWE, Koval V, Rajiani I, Rustiarini NW, Supartha WG, Suryantini NPS (2022) Leveraging knowledge sharing and innovation culture into SMEs sustainable competitive advantage. Int J Product Perform Manag 71(2):405–428. https://doi.org/10.1108/IJPPM-04-2020-0192

Asiaei K, Bontis N, Alizadeh R, Yaghoubi M (2022) Green intellectual capital and environmental management accounting: natural resource orchestration in favor of environmental performance. Bus Strategy Environ 31(1):76–93. https://doi.org/10.1002/bse.2875

Baah C, Agyabeng-Mensah Y, Afum E, Lascano Armas JA (2023) Exploring corporate environmental ethics and green creativity as antecedents of green competitive advantage, sustainable production and financial performance: empirical evidence from manufacturing firms. Benchmarking: Int J. https://doi.org/10.1108/BIJ-06-2022-0352

Baggia A, Maletič M, Žnidaršič A, Brezavšček A (2019) Drivers and outcomes of Green IS adoption in small and medium-sized enterprises. Sustainability 11(6):1575. https://doi.org/10.3390/su11061575

Bai X, Chang J (2015) Corporate social responsibility and firm performance: The mediating role of marketing competence and the moderating role of market environment. Asia Pac J Manag 32(2):505–530. https://doi.org/10.1007/s10490-015-9409-0

Bansal P, Song HC (2017) Similar but not the same: Differentiating corporate sustainability from corporate responsibility. Acad Manag Ann 11(1):105–149. https://doi.org/10.5465/annals.2015.0095

Barczak G, Lassk F, Mulki J (2010) Antecedents of team creativity: an examination of team emotional intelligence, team trust and collaborative culture. Creativity Innov Manag 19(4):332–345. https://doi.org/10.1111/j.1467-8691.2010.00574.x

Begum S, Ashfaq M, Xia E, Awan U (2022) Does green transformational leadership lead to green innovation? The role of green thinking and creative process engagement. Bus Strategy Environ 31(1):580–597. https://doi.org/10.1002/BSE.2911

Begum S, Xia E, Ali F, Awan U, Ashfaq M (2022) Achieving green product and process innovation through green leadership and creative engagement in manufacturing. J Manuf Technol Manag 33(4):656–674. https://doi.org/10.1108/JMTM-01-2021-0003/FULL/PDF

Borah PS, Dogbe CSK, Pomegbe WWK, Bamfo BA, Hornuvo LK (2023) Green market orientation, green innovation capability, green knowledge acquisition and green brand positioning as determinants of new product success. Eur J Innov Manag 26(2):364–385

Borazon EQ, Huang Y-C, Liu J-M (2022) Green market orientation and organizational performance in Taiwan’s electric and electronic industry: the mediating role of green supply chain management capability. J Bus Ind Mark 37(7):1475–1496. https://doi.org/10.1108/JBIM-07-2020-0321

Cardoni A, Zanin F, Corazza G, Paradisi A (2020) Knowledge management and performance measurement systems for SMEs’ economic sustainability. Sustainability 12(7):2594. https://doi.org/10.3390/su12072594

Carter CR, Rogers DS (2008) A framework of sustainable supply chain management: moving toward new theory. Int J Phys Distrib Logist Manag 38(5):360–387. https://doi.org/10.1108/09600030810882816

Chahal H, Dangwal R, Raina S (2014) Conceptualisation, development and validation of green marketing orientation (GMO) of SMEs in India: a case of electric sector. J Glob Responsib 5(2):312–337. https://doi.org/10.1108/JGR-02-2014-0005

Chang C, Chen Y (2013) Green organizational identity and green innovation. Manag Decis 51(5):1056–1070. https://doi.org/10.1108/MD-09-2011-0314

Chang T-W, Hung C-Z (2021) How to shape the employees’ organization sustainable green knowledge sharing: cross-level effect of green organizational identity effect on green management behavior and performance of members. Sustainability 13(2):626. https://doi.org/10.3390/su13020626

Chen J, Liu L (2018) Profiting from Green innovation: the moderating effect of competitive strategy. Sustainability 11(1):15. https://doi.org/10.3390/su11010015

Chen L, Matloob S, Sunlei Y, Qalati SA, Raza A, Limón MLS (2023) A moderated–mediated model for eco-conscious consumer behavior. Sustainability 15(2):897. https://doi.org/10.3390/su15020897

Chen Y-S, Lin M-JJ, Chang C-H (2009) The positive effects of relationship learning and absorptive capacity on innovation performance and competitive advantage in industrial markets. Ind Mark Manag 38(2):152–158. https://doi.org/10.1016/j.indmarman.2008.12.003

Chen Y (2011) Green organizational identity: sources and consequence. Manag Decis. 49(3):384–404. https://doi.org/10.1108/00251741111120761

Article   MathSciNet   Google Scholar  

Chen Y, Lin Y, Lai Y (2023) The determinants of green entrepreneurship: the perspectives of leadership, culture, and creativity. Bus Strategy Environ 32(6):3432–3444. https://doi.org/10.1002/bse.3309

Chen YS, Chang KC (2013) The nonlinear effect of green innovation on the corporate competitive advantage. Qual Quant 47(1):271–286. https://doi.org/10.1007/s11135-011-9518-x

Chen YS, Lai SB, Wen CT (2006) The influence of green innovation performance on corporate advantage in Taiwan. J Bus Ethics 67(4):331–339. https://doi.org/10.1007/s10551-006-9025-5

Cherian J, Jacob J (2012) Green marketing: a study of consumers’ attitude towards environment friendly products. Asian Social Sci 8(12). https://doi.org/10.5539/ass.v8n12p117

Chow WS, Chen Y (2012) Corporate sustainable development: testing a new scale based on the mainland chinese context. J Bus Ethics 105(4):519–533. https://doi.org/10.1007/s10551-011-0983-x

Claudy M (2011) An empirical investigation of consumer resistance to green product innovation. 264. https://doi.org/10.21427/D7HG7B

Cronin JJ, Smith JS, Gleim MR, Ramirez E, Martinez JD (2011) Green marketing strategies: an examination of stakeholders and the opportunities they present. J Acad Mark Sci 39(1):158–174. https://doi.org/10.1007/s11747-010-0227-0

d’Orville H (2019) The relationship between sustainability and creativity. Cadmus 4(1):65–73

Google Scholar  

Dangelico RM, Pujari D (2010) Mainstreaming green product innovation: why and how companies integrate environmental sustainability. J Bus Ethics 95(3):471–486. https://doi.org/10.1007/s10551-010-0434-0

Darnall N, Henriques I, Sadorsky P (2010) Adopting proactive environmental strategy: the influence of stakeholders and firm size. J Manag Stud 47(6):1072–1094. https://doi.org/10.1111/j.1467-6486.2009.00873.x

de Medeiros JF, Ribeiro JLD, Cortimiglia MN (2016) Influence of perceived value on purchasing decisions of green products in Brazil. J Clean Prod 110:158–169. https://doi.org/10.1016/j.jclepro.2015.07.100

de Medeiros JF, Vidor G, Ribeiro JLD (2018) Driving factors for the success of the green innovation market: a relationship system proposal. J Bus Ethics 147(2):327–341. https://doi.org/10.1007/s10551-015-2927-3

Dey PK, Malesios C, De D, Chowdhury S, Abdelaziz FBen (2020) The impact of lean management practices and sustainably-oriented innovation on sustainability performance of small and medium-sized enterprises: empirical evidence from the UK. Br J Manag 31(1):141–161. https://doi.org/10.1111/1467-8551.12388

Dhir A, Khan SJ, Islam N, Ractham P, Meenakshi N (2023) Drivers of sustainable business model innovations. An upper echelon theory perspective. Technol Forecast Soc Change 191:122409. https://doi.org/10.1016/j.techfore.2023.122409

Du Y, Wang H (2022) Green innovation sustainability: how green market orientation and absorptive capacity matter? Sustainability 14(13):8192. https://doi.org/10.3390/su14138192

Exton R, Totterdill P (2009) Workplace innovation: bridging knowledge and practice. AI SOCIETY 23(1):3–15. https://doi.org/10.1007/s00146-007-0172-8

Fornell C, Larcker DF (1981) Evaluating structural equation models with unobservable variables and measurement error. J Mark Res 18(1):39–50. https://doi.org/10.1177/002224378101800104

Gao Y, Li Y, Wang Y (2023) The dynamic interaction between investor attention and green security market: an empirical study based on Baidu index. China Financ. Rev. Int. 13(1):79–101

Grant J (2009) Green marketing. Il manifesto. Francesco Brioschi editore

Grant RM (2021) Contemporary strategy analysis. John Wiley & Sons

Guo J (2022) The significance of green entrepreneurial self-efficacy: Mediating and moderating role of green innovation and green knowledge sharing culture. Front Psychol 13. https://doi.org/10.3389/fpsyg.2022.1001867

Ha M-T (2022) Greenwash and green brand equity: the mediating role of green brand image, green satisfaction, and green trust, and the moderating role of green concern. PLoS ONE 17(11):e0277421. https://doi.org/10.1371/journal.pone.0277421

Ha S-T, Lo M-C, Wang Y-C (2016) Relationship between knowledge management and organizational performance: a test on SMEs in Malaysia. Procedia—Soc Behav Sci 224:184–189. https://doi.org/10.1016/j.sbspro.2016.05.438

Hair JF, Ringle CM, Sarstedt M (2011) PLS-SEM: Indeed a silver bullet. J Mark Theory Pract 19(2):139–151

Hair JF, Ringle CM, Sarstedt M (2012) Partial least squares: the better approach to structural equation modeling? Long Range Plan 45(5–6):312–319

Hair JF, Risher JJ, Sarstedt M, Ringle CM (2019) When to use and how to report the results of PLS-SEM. Eur Bus Rev 31(1):2–24. https://doi.org/10.1108/EBR-11-2018-0203

Hair J, Hult G, Ringle C, Sarstedt M (2022) A primer on partial least squares structural equation modeling (PLS-SEM) 3rd ed. SAGE

Hair Jr. JF, Anderson RE, Babin BJ, Black WC (2019) Multivariate data analysis, multivariate data analysis. Book 87(4):611–628

Hansen EG, Grosse-Dunker F, Reichwald R (2009) Sustainability innovation cube—a framework to evaluate sustainability-oriented innovations. Int J Innov Manag 13(4):683–713. https://doi.org/10.1142/S1363919609002479

Hao X, Chen F, Chen Z (2022) Does green innovation increase enterprise value? Bus Strategy Environ 31(3):1232–1247. https://doi.org/10.1002/bse.2952

Hart SL (2017) A natural-resource-based view of the firm. Corp Environ Responsib 20(4):17–45. https://doi.org/10.5465/amr.1995.9512280033

Hart SL, Dowell G (2011) A natural-resource-based view of the firm: Fifteen years after. J Manag 37(5):1464–1479. https://doi.org/10.1177/0149206310390219

Hart SL, Milstein MB (2003) Creating sustainable value. Acad Manag Perspect 17(2):56–67. https://doi.org/10.5465/ame.2003.10025194

Hart SL, Milstein MB, Caggiano J (2003) Creating sustainable value. Acad Manag Executive 17(2):56–69. https://doi.org/10.5465/ame.2003.10025194

Hartmann P, Apaolaza-Ibáñez V (2012) Consumer attitude and purchase intention toward green energy brands: the roles of psychological benefits and environmental concern. J Bus Res 65(9):1254–1263. https://doi.org/10.1016/j.jbusres.2011.11.001

Heinemann K, Zwergel B, Gold S, Seuring S, Klein C (2018) Exploring the supply-demand-discrepancy of sustainable financial products in Germany from a financial advisor’s point of view. Sustainability 10(4):944. https://doi.org/10.3390/su10040944

Henseler J, Ringle CM, Sarstedt M (2015) A new criterion for assessing discriminant validity in variance-based structural equation modeling. J Acad Mark Sci 43(1):115–135. https://doi.org/10.1007/s11747-014-0403-8

Hervani AA, Helms MM, Sarkis J (2005) Performance measurement for green supply chain management. Benchmarking: Int J 12(4):330–353. https://doi.org/10.1108/14635770510609015

Huang M-H, Rust RT (2011) Sustainability and consumption. J Acad Mark Sci 39(1):40–54. https://doi.org/10.1007/s11747-010-0193-6

Huang S, Siddik AB, Pertheban TR, Rahman MN (2023) Does fintech innovation and green transformational leadership improve green innovation and corporate environmental performance? A hybrid SEM−ANN approach. J Innov Knowl 8(3):100396. https://doi.org/10.1016/j.jik.2023.100396

Hung S-W, Chen P-C, Chung C-F (2014) Gaining or losing? The social capital perspective on supply chain members’ knowledge sharing of green practices. Technol Anal Strategic Manag 26(2):189–206. https://doi.org/10.1080/09537325.2013.850475

Hurley RF, Hult GTM (1998) Innovation, market orientation, and organizational learning: an integration and empirical examination. J Mark 62(3):42–54

Issa H, Jabbouri R (2022) Green Innovation in the MENA Healthcare Industry. Int J Technol Hum Interact 18(1):1–26. https://doi.org/10.4018/IJTHI.299072

Johnson D, Horton E, Mulcahy R, Foth M (2017) Gamification and serious games within the domain of domestic energy consumption: a systematic review. Renew Sustain Energy Rev 73:249–264. https://doi.org/10.1016/j.rser.2017.01.134

Kalyar MN, Ali F, Shafique I (2021) Green mindfulness and green creativity nexus in hospitality industry: examining the effects of green process engagement and CSR. Int J Contemp Hospitality Manag 33(8):2653–2675. https://doi.org/10.1108/IJCHM-09-2020-1079

Kaptanoglu S, Stockton D, Ziarati R (2007) Sustaining competitive advantage through cooporative decision making in shipping industry in Turkey. Research Paper, TUDEV—Institute of Maritime Studies

Koberg E, Longoni A (2019) A systematic review of sustainable supply chain management in global supply chains. J Clean Prod 207:1084–1098. https://doi.org/10.1016/j.jclepro.2018.10.033

Kogut B, Zander U (1992) Knowledge of the firm, combinative capabilities, and the replication of technology. Organ Sci 3(3):383–397. https://doi.org/10.1287/orsc.3.3.383

Kong T, Feng T, Huang Y, Cai J (2020) How to convert green supply chain integration efforts into green innovation: a perspective of knowledge‐based view. Sustain Dev 28(5):1106–1121. https://doi.org/10.1002/sd.2062

Lartey J, Meng X, Wang X, Osei-Mireku G (2020) The link between innovation, market orientation and performance; and the mediating role of innovation: a study of telecommunication companies in Ghana. Open J Bus Manag 08(04):1704–1733. https://doi.org/10.4236/ojbm.2020.84108

Lee J, Kao H-A, Yang S (2014) Service innovation and smart analytics for industry 4.0 and big data environment. Procedia CIRP 16:3–8. https://doi.org/10.1016/j.procir.2014.02.001

Lee KH, Kim JW (2011) Integrating suppliers into green product innovation development: an empirical case study in the semiconductor industry. Bus Strategy Environ 20(8):527–538. https://doi.org/10.1002/bse.714

León Bravo V, Jaramillo Villacrés M, Silva ME (2022) Analysing competing logics towards sustainable supplier management. Supply Chain Manag: Int J 27(7):49–63. https://doi.org/10.1108/SCM-07-2020-0354

Li W, Bhutto TA, Xuhui W, Maitlo Q, Zafar AU, Ahmed Bhutto N (2020) Unlocking employees’ green creativity: the effects of green transformational leadership, green intrinsic, and extrinsic motivation. J Clean Prod 255:120229. https://doi.org/10.1016/j.jclepro.2020.120229

Li Y, Ye F, Sheu C, Yang Q (2018) Linking green market orientation and performance: antecedents and processes. J Clean Prod 192:924–931. https://doi.org/10.1016/J.JCLEPRO.2018.05.052

Lin R-J, Tan K-H, Geng Y (2013) Market demand, green product innovation, and firm performance: evidence from Vietnam motorcycle industry. J Clean Prod 40:101–107. https://doi.org/10.1016/j.jclepro.2012.01.001

Lin Y-H, Kulangara N, Foster K, Shang J (2020) Improving Green market orientation, green supply chain relationship quality, and green absorptive capacity to enhance green competitive advantage in the Green supply chain. Sustainability 12(18):7251. https://doi.org/10.3390/su12187251

Lin YH, Chen YS (2017) Determinants of green competitive advantage: the roles of green knowledge sharing, green dynamic capabilities, and green service innovation. Qual Quant 51(4):1663–1685. https://doi.org/10.1007/S11135-016-0358-6/METRICS

Liu H, Wei S, Ke W, Wei KK, Hua Z (2016) The configuration between supply chain integration and information technology competency: a resource orchestration perspective. J Oper Manag 44(1):13–29. https://doi.org/10.1016/j.jom.2016.03.009

Liu X, Yang J, Qu S, Wang L, Shishime T, Bao C (2012) Sustainable production: practices and determinant factors of green supply chain management of Chinese companies. Bus Strategy Environ 21(1):1–16. https://doi.org/10.1002/BSE.705

Lopez-Torres GC, Montejano-García S, Alvarez-Torres FJ, Perez-Ramos MdeJ (2022) Sustainability for competitiveness in firms—a systematic literature review. Measuring Bus. Excell. 26(4):433–450. https://doi.org/10.1108/MBE-02-2021-0023

Ma L, Ali A, Shahzad M, Khan A (2022) Factors of green innovation: the role of dynamic capabilities and knowledge sharing through green creativity. Kybernetes. https://doi.org/10.1108/K-06-2022-0911

Mady K, Battour M, Aboelmaged M, Abdelkareem RS (2023) Linking internal environmental capabilities to sustainable competitive advantage in manufacturing SMEs: the mediating role of eco-innovation. J Clean Prod 417:137928. https://doi.org/10.1016/j.jclepro.2023.137928

Maitlo Q, Wang X, Jingdong Y, Lashari IA, Faraz NA, Hajaro NH (2022) Exploring Green creativity: the effects of Green transformational leadership, Green innovation climate, and Green autonomy. Front Psychol 13(March). https://doi.org/10.3389/fpsyg.2022.686373

Mao H, Liu S, Zhang J, Deng Z (2016) Information technology resource, knowledge management capability, and competitive advantage: the moderating role of resource commitment. Int J Inf Manag 36(6):1062–1074. https://doi.org/10.1016/j.ijinfomgt.2016.07.001

Mohammad WMW, Wasiuzzaman S (2021) Environmental, Social and Governance (ESG) disclosure, competitive advantage and performance of firms in Malaysia. Clean Environ Syst 2(September 2020):100015. https://doi.org/10.1016/j.cesys.2021.100015

Montabon F, Sroufe R, Narasimhan R (2007) An examination of corporate reporting, environmental management practices and firm performance. J Oper Manag 25(5):998–1014. https://doi.org/10.1016/j.jom.2006.10.003

Mudgal RK, Shankar R, Talib P, Raj T (2009) Greening the supply chain practices: an Indian perspective of enablers’ relationships. Int J Adv Oper Manag 1(2/3):151. https://doi.org/10.1504/IJAOM.2009.030671

Nagano MS, Iacono A (2019) Knowledge management in eco-innovation practice: an analysis of the contribution of eco-innovation tools in the early stages of the product development process. J Inf Knowl Manag 18(04):1950047. https://doi.org/10.1142/S0219649219500473

Narver JC, Slater SF (1990) The effect of a market orientation on business profitability. J. Mark. 54(4):20–35. https://doi.org/10.1177/002224299005400403

Nonaka I, von Krogh G (2009) Perspective—tacit knowledge and knowledge conversion: controversy and advancement in organizational knowledge creation theory. Organ Sci 20(3):635–652. https://doi.org/10.1287/orsc.1080.0412

Orlando B, Ballestra LV, Scuotto V, Pironti M, Giudice MD (2022) The impact of R&D investments on eco-innovation: a cross-cultural perspective of Green technology management. IEEE Trans. Eng. Manag. 69(5):2275–2284. https://doi.org/10.1109/TEM.2020.3005525

Papadas K-K, Avlonitis GJ, Carrigan M (2017) Green marketing orientation: Conceptualization, scale development and validation. J Bus Res 80:236–246. https://doi.org/10.1016/j.jbusres.2017.05.024

Papadas KK, Avlonitis GJ, Carrigan M, Piha L (2019) The interplay of strategic and internal green marketing orientation on competitive advantage. J Bus Res 104:632–643. https://doi.org/10.1016/J.JBUSRES.2018.07.009

Patel PC, Fernhaber SA, McDougall-Covin PP, van der Have RP (2014) Beating competitors to international markets: the value of geographically balanced networks for innovation. Strategic Manag J 35(5):691–711. https://doi.org/10.1002/smj.2114

Peattie K (2016) Green marketing. In: Baker M, Hart S (eds) The marketing book. Routledge, p. 573–597

Podsakoff PM, MacKenzie SB, Lee JY, Podsakoff NP (2003) Common method biases in behavioral research: a critical review of the literature and recommended remedies. J Appl Psychol 88(5):879

Article   PubMed   Google Scholar  

Polas MRH, Kabir AI, Jahanshahi AA, Sohel-Uz-Zaman ASM, Karim R, Tabash MI (2023) Rural entrepreneurs behaviors towards green innovation: Empirical evidence from Bangladesh. J Open Innov: Technol Mark Complex 9(1):100020. https://doi.org/10.1016/j.joitmc.2023.100020

Porter ME, Kramer MR (2011) Creating shared value. Harvard Business Rev 89(1–2). https://doi.org/10.32591/coas.ojss.0201.04037b

Porter ME, Van Der Linde C (2017) Green and competitive: ending the stalemate. In: Corporate environmental responsibility. https://doi.org/10.4337/9781782543978.00010

Pratono AH, Darmasetiawan NK, Yudiarso A, Jeong BG (2019) Achieving sustainable competitive advantage through green entrepreneurial orientation and market orientation. Bottom Line 32(1):2–15. https://doi.org/10.1108/BL-10-2018-0045

Purcărea T, Ioan-Franc V, Ionescu Ş-A, Purcărea IM, Purcărea VL, Purcărea I, Mateescu-Soare MC, Platon O-E, Orzan A-O (2022) Major shifts in sustainable consumer behavior in romania and retailers’ priorities in agilely adapting to it. Sustainability 14(3):1627. https://doi.org/10.3390/su14031627

Purwanti I, Abadi MD, Suyanto UY (2019) Green marketing: strategy for gaining sustainable competitive advantage in industry 4.0. Manajemen Bisnis, 9(2). https://doi.org/10.22219/jmb.v9i2.10039

Rahimli A (2012) Knowledge Management and competitive advantage. Iiste 2(7):37–43

Rao P, Holt D (2005) Do green supply chains lead to competitiveness and economic performance? Int J Oper Prod Manag 25(9):898–916. https://doi.org/10.1108/01443570510613956

Rathore B (2018) Navigating the Green marketing landscape: best practices and future trends. Int J N Media Stud 05(02):01–09. https://doi.org/10.58972/eiprmj.v5i2y18.113

Riva F, Magrizos S, Rubel MRB (2021) Investigating the link between managers’ green knowledge and leadership style, and their firms’ environmental performance: the mediation role of green creativity. Bus Strategy Environ 30(7):3228–3240. https://doi.org/10.1002/bse.2799

Sahoo S, Kumar A, Upadhyay A (2022) How do green knowledge management and green technology innovation impact corporate environmental performance? Understanding the role of green knowledge acquisition. Bus. Strategy Environ. 1–19. https://doi.org/10.1002/bse.3160

Santos-Vijande ML, López-Sánchez JÁ, Rudd J (2016) Frontline employees’ collaboration in industrial service innovation: routes of co-creation’s effects on new service performance. J Acad Mark Sci 44(3):350–375. https://doi.org/10.1007/s11747-015-0447-4

Schaltegger S, Wagner M (2011) Sustainable entrepreneurship and sustainability innovation: categories and interactions. Bus Strategy Environ 20(4):222–237. https://doi.org/10.1002/bse.682

Seman NAA, Govindan K, Mardani A, Zakuan N, Mat Saman MZ, Hooker RE, Ozkul S (2019) The mediating effect of green innovation on the relationship between green supply chain management and environmental performance. J Clean Prod 229:115–127. https://doi.org/10.1016/j.jclepro.2019.03.211

Shalley CE, Gilson LL, Blum TC (2000) Matching creativity requirements and the work environment: effects on satisfaction and intentions to leave. Acad Manag J 43(2):215–223. https://doi.org/10.5465/1556378

Shang T-T, Tian M, Tao N, Chen Y (2022) Market-oriented green innovation model: conceptualisation and scale development of disruptive green innovation. Asian J Technol Innov 30(3):672–688. https://doi.org/10.1080/19761597.2021.1968304

Sharma S, Vredenburg H (1998) Proactive corporate environmental strategy and the development of competitively valuable organizational capabilities. Strategic Manag J 19(8):729–753. 10.1002/(sici)1097-0266(199808)19:8<729::aid-smj967>3.0.co;2-4

Siddik AB, Rahman MN, Yong L (2023) Do fintech adoption and financial literacy improve corporate sustainability performance? The mediating role of access to finance. J Clean Prod 137658. https://doi.org/10.1016/J.JCLEPRO.2023.137658

Siddik AB, Yong L, Rahman MN (2023) The role of Fintech in circular economy practices to improve sustainability performance: a two-staged SEM-ANN approach. Environ Sci Pollut Res. https://doi.org/10.1007/s11356-023-25576-7

Singh N, Jain S, Sharma P (2014) Determinants of proactive environmental management practices in Indian firms: an empirical study. J Clean Prod 66:469–478. https://doi.org/10.1016/j.jclepro.2013.11.055

Singh SK, Chen J, Del Giudice M, El-Kassar AN (2019) Environmental ethics, environmental performance, and competitive advantage: Role of environmental training. Technol Forecast Soc Change 146:203–211. https://doi.org/10.1016/J.TECHFORE.2019.05.032

Smith KT, Brower TR (2012) Longitudinal study of green marketing strategies that influence Millennials. J Strategic Mark 20(6):535–551. https://doi.org/10.1080/0965254X.2012.711345

Soto-Acosta P, Popa S, Martinez-Conesa I (2018) Information technology, knowledge management and environmental dynamism as drivers of innovation ambidexterity: a study in SMEs. J Knowl Manag 22(4):824–849. https://doi.org/10.1108/JKM-10-2017-0448

Teece DJ (2018) Business models and dynamic capabilities. Long Range Plan 51(1):40–49. https://doi.org/10.1016/j.lrp.2017.06.007

Testa F, Iraldo F (2010) Shadows and lights of GSCM (Green Supply Chain Management): determinants and effects of these practices based on a multi-national study. J Clean Prod 18(10–11):953–962. https://doi.org/10.1016/j.jclepro.2010.03.005

Testa F, Iraldo F, Frey M, Daddi T (2012) What factors influence the uptake of GPP (green public procurement) practices? New evidence from an Italian survey. Ecol Econ 82:88–96. https://doi.org/10.1016/j.ecolecon.2012.07.011

Tjahjadi B, Soewarno N, Hariyati H, Nafidah LN, Kustiningsih N, Nadyaningrum V (2020) The role of green innovation between green market orientation and business performance: its implication for open innovation. J Open Innov: Technol Mark Complex 6(4):173. https://doi.org/10.3390/joitmc6040173

Tseng ML, Chiu ASF, Tan RR, Siriban-Manalang AB (2013) Sustainable consumption and production for Asia: sustainability through green design and practice. J Clean Prod 40:1–5. https://doi.org/10.1016/j.jclepro.2012.07.015

Tseng S (2010) The correlation between organizational culture and knowledge conversion on corporate performance. J Knowl Manag 14(2):269–284. https://doi.org/10.1108/13673271011032409

Tumpa TJ, Ali SM, Rahman MH, Paul SK, Chowdhury P, Rehman Khan SA (2019) Barriers to green supply chain management: an emerging economy context. J Clean Prod 236:117617. https://doi.org/10.1016/J.JCLEPRO.2019.117617

Turner ME (2011) Creativity—a closer look. Perspect: J Early Child Music Mov Assoc 6(1):25–27. https://doi.org/10.1386/IJMEC_0189_1

Uddin MK, Islam MR (2020) Factors influencing the effectiveness of Green Supply Chain Management in the garments industry of Bangladesh. GITAM J. Manag. 18(2):1–21

Uwem EI, Oyedele OO, Olubiyi OT (2021) Workplace green behavior for sustainable competitive advantage. p. 248–263. https://doi.org/10.4018/978-1-7998-4522-5.ch014

Valmohammadi C, Sofiyabadi J, Kolahi B (2019) How do knowledge management practices affect sustainable balanced performance? mediating role of innovation practices. Sustainability 11(18):5129. https://doi.org/10.3390/su11185129

Vilkaite-Vaitone N, Skackauskiene I (2019) Green marketing orientation: evolution, conceptualization and potential benefits. Open Econ. 2(1):53–62. https://doi.org/10.1515/openec-2019-0006

von Flüe L, Efferson C, Vogt S (2024) Green preferences sustain greenwashing: challenges in the cultural transition to a sustainable future. Phil Trans Roy Soc B: Biol Sci 379(1893). https://doi.org/10.1098/rstb.2022.0268

Wagner SM, Grosse-Ruyken PT, Erhun F (2018) Determinants of sourcing flexibility and its impact on performance. Int J Prod Econ 205:329–341. https://doi.org/10.1016/j.ijpe.2018.08.006

Wang H, Tong L, Takeuchi R, George G (2016) Corporate social responsibility: an overview and new research directions. Acad Manag J 59(2):534–544. https://doi.org/10.5465/amj.2016.5001

Weina A, Yanling Y (2022) Role of knowledge management on the sustainable environment: assessing the moderating effect of innovative culture. Front Psychol 13. https://doi.org/10.3389/fpsyg.2022.861813

Wong CWY, Lai K, Shang K-C, Lu C-S, Leung TKP (2012) Green operations and the moderating role of environmental management capability of suppliers on manufacturing firm performance. Int J Prod Econ 140(1):283–294. https://doi.org/10.1016/j.ijpe.2011.08.031

Wu Z, Pagell M (2011) Balancing priorities: decision‐making in sustainable supply chain management. J Oper Manag 29(6):577–590. https://doi.org/10.1016/j.jom.2010.10.001

Yahya S, Khan A, Farooq M, Irfan M (2022) Integrating green business strategies and green competencies to enhance green innovation: evidence from manufacturing firms of Pakistan. Environ Sci Pollut Res 29(26):39500–39514. https://doi.org/10.1007/s11356-021-18430-1

Yan C, Siddik AB, Yong L, Dong Q, Zheng G, Rahman MN (2022) A two-staged SEM-artificial neural network approach to analyze the impact of FinTech adoption on the sustainability performance of banking firms: the mediating effect of Green. Systems 10:148. https://doi.org/10.3390/systems10050148

Article   CAS   Google Scholar  

Yang MG, Hong P, Modi SB(2011) Impact of lean manufacturing and environmental management on business performance: an empirical study of manufacturing firms Int J Prod Econ 129(2):251–261. https://doi.org/10.1016/j.ijpe.2010.10.017

Yu D, Chen Y (2021) Dynamic structure and knowledge diffusion trajectory research in Green supply chain. J Intell Fuzzy Syst 40(3):4979–4991. https://doi.org/10.3233/JIFS-201720

Yu S, Abbas J, Álvarez-Otero S, Cherian J (2022) Green knowledge management: scale development and validation. J Innov Knowl 7(4):100244. https://doi.org/10.1016/j.jik.2022.100244

Zack M, McKeen J, Singh S (2009) Knowledge management and organizational performance: an exploratory analysis. J Knowl Manag 13(6):392–409. https://doi.org/10.1108/13673270910997088

Zameer H, Wang Y, Yasmeen H (2020) Reinforcing green competitive advantage through Green production, creativity and Green brand image: Implications for cleaner production in China. J Clean Prod 247. https://doi.org/10.1016/j.jclepro.2019.119119

Zhang Y, Sun J, Yang Z, Wang Y (2020) Critical success factors of green innovation: technology, organization and environment readiness. J. Clean. Prod. 264:121701. https://doi.org/10.1016/j.jclepro.2020.121701

Zheng W, Yang B, McLean GN (2010) Linking organizational culture, structure, strategy, and organizational effectiveness: mediating role of knowledge management. J Bus Res 63(7):763–771. https://doi.org/10.1016/j.jbusres.2009.06.005

Zhou KZ, Yim CK(Bennett), Tse DK(2005) The effects of strategic orientations on technology- and market-based breakthrough innovations J Mark 69(2):42–60. https://doi.org/10.1509/jmkg.69.2.42.60756

Zhu Q, Sarkis J, Lai Khung (2013) Institutional-based antecedents and performance outcomes of internal and external green supply chain management practices. J Purchasing Supply Manag 19(2):106–117. https://doi.org/10.1016/j.pursup.2012.12.001

Zhu Y, Zhang H, Siddik AB, Zheng Y, Sobhani FA (2023) Understanding corporate Green competitive advantage through green technology adoption and Green dynamic capabilities: does green product innovation matter? Systems 11(9):461. https://doi.org/10.3390/systems11090461

Download references

Acknowledgements

The authors express gratitude for the efforts and contributions of all individuals involved in the preparation and execution of this study.

This study was funded by the Henan Provincial Soft Science Research Program Project (Grants no: 242400411245).

Author information

Authors and affiliations.

School of Economics and Management, Zhoukou Normal University, 466001, Zhoukou, Henan, China

You can also search for this author in PubMed   Google Scholar

Contributions

Z.Z. confirms sole responsibility for the following: study conception and design, data collection, analysis and interpretation of results, and manuscript preparation.

Corresponding author

Correspondence to Zhen Zhang .

Ethics declarations

Competing interests.

The authors declare no competing interests.

Ethics approval

This study is exempted in line with the Zhoukou Normal University ethical guidelines as per the Declaration of Helsinki, ensuring participant anonymity and avoiding sensitive topics. Informed consent was obtained during the data collection period of January to May 2023, detailing purpose, data use, and risks, emphasizing voluntary participation. This reflects our commitment to ethical standards, prioritizing participant rights and welfare. Since the study exempted and any procedures requiring ethical approval by an institutional review board, no specific ethical approval number was assigned.

Informed consent

Written and oral consent was obtained from all individuals involved in this study during the data collection period of January to May 2023.

Additional information

Publisher’s note Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.

Supplementary information

Rights and permissions.

Open Access This article is licensed under a Creative Commons Attribution 4.0 International License, which permits use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons licence, and indicate if changes were made. The images or other third party material in this article are included in the article’s Creative Commons licence, unless indicated otherwise in a credit line to the material. If material is not included in the article’s Creative Commons licence and your intended use is not permitted by statutory regulation or exceeds the permitted use, you will need to obtain permission directly from the copyright holder. To view a copy of this licence, visit http://creativecommons.org/licenses/by/4.0/ .

Reprints and permissions

About this article

Cite this article.

Zhang, Z. Exploring the green edge: the role of market orientation and knowledge management in achieving competitive advantage through creativity. Humanit Soc Sci Commun 11 , 647 (2024). https://doi.org/10.1057/s41599-024-03174-3

Download citation

Received : 26 November 2023

Accepted : 13 May 2024

Published : 21 May 2024

DOI : https://doi.org/10.1057/s41599-024-03174-3

Share this article

Anyone you share the following link with will be able to read this content:

Sorry, a shareable link is not currently available for this article.

Provided by the Springer Nature SharedIt content-sharing initiative

Quick links

• Explore articles by subject
• Guide to authors
• Editorial policies

• Sports Page
• Cayuga County
• Livingston County
• Ontario County
• Schuyler County
• Seneca County
• Steuben County
• Tompkins County
• Wayne County
• Yates County
• Now Streaming

Sustainable Influencer Marketing: How AI Influencers are Shaping Green Branding

• May 27, 2024 3:44 PM / Updated: May 27, 2024 3:44 PM

In the rapidly evolving landscape of digital marketing, the emergence of artificial intelligence (AI) influencers marks a significant turning point, particularly in the realm of sustainable branding. These digital entities, powered by advanced AI, offer a unique blend of innovation and environmental consciousness, reshaping how brands connect with their audience on matters of sustainability. This article delves into the multifaceted role of AI influencers in promoting green branding, exploring their benefits, successful campaigns, inherent challenges, and strategic incorporation into marketing efforts.

Benefits of using AI influencers for sustainable branding

A new horizon for engagement.

AI influencers represent a groundbreaking approach in the realm of digital marketing, particularly for brands committed to sustainability. Their ability to generate content around the clock without the carbon footprint associated with human influencers’ travel and lifestyle is a game-changer. This non-stop engagement capability allows brands to maintain a constant online presence, ensuring their sustainable messaging reaches the audience without interruption. Moreover, the precision and customization offered by AI technology mean that messages can be tailored to resonate deeply with specific segments of the audience, enhancing the impact of sustainable branding efforts.

Cost-Effectiveness and Scalability

Another compelling advantage of leveraging AI influencers is the cost efficiency and scalability they bring to marketing campaigns. Unlike traditional influencer partnerships, which often involve negotiations, contracts, and fluctuating fees, AI influencers can be deployed with greater financial predictability and control. This aspect is particularly beneficial for startups and small businesses in the green sector, enabling them to compete in the digital arena without the hefty investment typically required for high-profile human influencers. Furthermore, the scalability of AI influencers allows brands to expand their reach globally without additional logistical costs, making sustainable branding accessible on an unprecedented scale.

Consistency in Sustainable Messaging

The use of AI influencers ensures a level of message consistency that is hard to achieve with human counterparts. Programmed to embody the brand’s values and ethics, these digital personas can deliver the sustainable branding message with unwavering accuracy and dedication. This consistency reinforces the brand’s commitment to sustainability, building trust and credibility among the audience. Additionally, AI influencers can quickly adapt to new information and trends in sustainability, ensuring that the brand’s messaging remains relevant and up-to-date.

Case studies: Successful AI influencer campaigns

Pioneering the green conversation.

One notable example of a successful AI influencer campaign is the collaboration between a leading eco-friendly fashion brand and an AI-generated influencer, “EcoElla.” Through a series of Instagram posts and stories, EcoElla highlighted the importance of sustainable fashion practices, showcasing the brand’s commitment to using recycled materials and ethical manufacturing processes. The campaign not only garnered millions of impressions but also sparked meaningful conversations about sustainability in fashion, demonstrating the powerful role AI influencers can play in driving social change.

Amplifying Environmental Awareness

Another case study involves a renewable energy company that created an AI influencer, “SolarSam,” to educate the public about the benefits of solar energy. Through engaging content and interactive Q&A sessions, SolarSam was able to demystify solar technology and address common misconceptions, effectively increasing interest and investment in renewable energy solutions. This campaign showcased the potential of AI influencers to serve as knowledgeable ambassadors for complex environmental issues, making them accessible and engaging to the broader public.

Transforming Sustainable Living

A home goods company specializing in eco-friendly products leveraged an AI influencer to promote sustainable living practices. The digital persona, “GreenGuru,” shared tips on reducing waste, conserving energy, and making environmentally conscious purchasing decisions. The campaign not only boosted sales for the brand’s sustainable products but also encouraged followers to adopt greener lifestyles, illustrating the impact of AI influencers in fostering a culture of sustainability.

Challenges and concerns with AI influencers

Ethical considerations and authenticity.

Despite the numerous benefits, the use of AI influencers in sustainable branding raises important ethical questions and concerns about authenticity. Critics argue that the lack of genuine human experience behind these digital personas may undermine the authenticity of the brand’s sustainability message, potentially leading to skepticism and mistrust among the audience. Addressing these concerns requires transparent communication about the AI nature of these influencers and a careful balance between automated content and genuine human input.

Navigating the Uncanny Valley

The concept of the “uncanny valley” — a term used to describe the eerie feeling elicited by humanoid robots or digital entities that closely resemble humans but are not quite lifelike — presents another challenge. Brands employing AI influencers must skillfully design these personas to be relatable and engaging without crossing into discomforting territory. Striking the right balance is crucial for maintaining audience engagement and ensuring the effectiveness of sustainable branding efforts.

Data Privacy and Security

The integration of AI technology in influencer marketing also brings to the forefront issues of data privacy and security. The collection and analysis of vast amounts of user data for personalizing content and interactions raise valid concerns about privacy infringement and data protection. Brands need to implement stringent data security measures and adhere to privacy regulations to build and maintain trust with their audience.

How to incorporate AI influencers into your sustainable branding strategy

Aligning ai personas with brand values.

The first step in incorporating AI influencers into your sustainable branding strategy is to ensure that these digital personas align with your brand’s core values and sustainability goals. This alignment is crucial for maintaining consistency and authenticity in your messaging. Creating AI influencers that embody your brand’s commitment to sustainability can help forge a deeper connection with your audience, enhancing the credibility and impact of your green branding efforts.

Leveraging AI for Tailored Content

Utilizing the advanced analytics and machine learning capabilities of AI technology can enable brands to produce highly tailored and engaging content. By analyzing audience data, AI influencers can customize their messaging and interactions to resonate with different segments of the audience, increasing the relevance and effectiveness of sustainable branding campaigns. This personalized approach can significantly enhance audience engagement and drive home the importance of sustainability.

Integrating Human Touchpoints

While AI influencers offer numerous advantages, integrating human touch points into your strategy can address concerns about authenticity and relatability. Collaborating with human influencers or brand representatives on joint campaigns or incorporating user-generated content can provide a human element that complements the AI-driven efforts. This blend of AI efficiency and human authenticity can create a more rounded and impactful sustainable branding strategy.

Finding the right AI influencer for your brand

Identifying the ideal persona.

The process of selecting the right AI influencer for your brand involves identifying the persona that best represents your target audience’s aspirations and interests. This persona should embody the characteristics, style, and tone that resonate with your audience while aligning with your brand’s sustainable values. Conducting audience research and leveraging AI analytics can provide valuable insights into the ideal persona for your brand.

Evaluating Technical Capabilities

Assessing the technical capabilities of potential AI influencers is essential to ensure they can deliver the level of engagement and interactivity required for your campaigns. This evaluation should consider the AI’s learning algorithms, language processing abilities, and content creation tools. Opting for AI influencers powered by advanced technology can enhance the effectiveness and dynamism of your sustainable branding efforts.

Prioritizing Sustainability Expertise

Given the focus on sustainable branding, it’s crucial to prioritize AI influencers with built-in sustainability expertise or the ability to learn and communicate complex environmental concepts effectively. This expertise ensures that the content remains informative, credible, and impactful, driving forward the brand’s sustainability agenda.

Measuring the success of AI influencer campaigns

Setting clear objectives and kpis.

To accurately gauge the success of AI influencer campaigns, brands must first establish clear objectives and key performance indicators ( KPIs ). These might include metrics such as engagement rates, campaign reach, conversion rates, and changes in audience attitudes towards sustainability. Setting these benchmarks at the outset provides a framework for evaluating the campaign’s impact and effectiveness.

Analyzing Engagement and Audience Growth

Monitoring engagement levels and audience growth throughout the campaign offers insights into the AI influencer’s resonance with the target audience. An increase in likes, comments, shares, and followers can indicate a successful connection, while stagnant or declining engagement may signal the need for strategy adjustments. This analysis helps brands understand the content and approaches that best captivate their audience.

Assessing Impact on Sustainability Awareness and Behavior

Ultimately, the success of AI influencer campaigns in sustainable branding should be measured by their impact on raising sustainability awareness and influencing audience behavior. Surveys, feedback forms, and social media sentiment analysis can provide valuable data on how the campaign has shifted perceptions and inspired action towards sustainability. This deeper level of impact assessment is critical for understanding the true effectiveness of AI influencers in promoting green branding.

Tips for a successful AI influencer marketing campaign

Emphasize transparency and ethics.

To mitigate concerns about authenticity and ethical issues, brands should prioritize transparency in their use of AI influencers. Clearly disclosing the AI nature of these influencers and ensuring ethical content creation practices can help build trust and credibility with the audience. This transparency is especially important in sustainable branding, where authenticity and integrity are paramount.

Foster Engagement through Interactivity

Maximizing the interactivity of AI influencers can significantly enhance campaign engagement. Incorporating interactive elements such as Q&A sessions, polls, and challenges encourages audience participation and strengthens the connection between the AI influencer and followers. This interactive approach can make sustainable branding messages more relatable and memorable.

This content is brought to you by the FingerLakes1.com Team. Support our mission by visiting www.patreon.com/fl1 or learn how you send us your local content here .

• All Solutions
• Audience measurement
• Media planning
• Marketing optimization
• Content metadata
• Nielsen One
• All Insights
• Case Studies
• Perspectives
• Data Center
• The Gauge TM – U.S.
• Top 10 – U.S.
• Top Trends – Denmark
• Top Trends – Germany
• Women’s World Cup
• Men’s World Cup
• Big Data + Panel
• News Center

Client Login

2024 Annual Marketing Report

Discover how global marketers are allocating budgets, maximizing ROI and what these trends mean for your own impact…

Need to Know: The basic of TV media buying

Are you investing in performance marketing for the right reasons.

A look at how CTV reach and viewership trends shift across generations

See how different CTV trends vary across Gen Z, millennials and baby boomer generations.

Influencer marketing: The obvious approach

Working with Nielsen’s Brand Impact solution has been a valuable partnership for Obviously,” says Heather at…

‘Data driven’ is no longer enough for your ROI strategy

ROI strategies hinge on capturing the right data at every stage of the customer journey. Just because data is easy to…

Reaching Asian American Audiences 2024

Understanding the media preferences of Asian American, Native Hawaiian and Pacific Islanders is critical to resonating in…

Featured reports

Metadata matters: Powering future FAST channel success

This guide will help FAST channels prepare for the future, when search and discovery features within individual services…

Explore all insights

Find the right solution for your business

In an ever-changing world, we’re here to help you stay ahead of what’s to come with the tools to measure, connect with, and engage your audiences.

How can we help?

Building Homes, Enriching Communities, Changing Lives

The National Association of Home Builders represents the largest network of craftsmen, innovators and problem solvers dedicated to building and enriching communities.

NAHB to Congress: Federal Push on Energy Efficiency Will Exacerbate Housing Affordability

Testifying on behalf of NAHB before a House energy subcommittee, Shawn Woods, a home builder from Blue Springs, Mo., explained how the negative consequences of implementing a restrictive and costly national energy code, with no consideration for local conditions, outweigh the minimal improvements to energy efficiency.

Latest News

Become a member.

Access exclusive member benefits to help you build a better business today.

Housing Economics

In-depth economic analyses of the home building industry to help you gain insight into the issues and trends driving the industry.

HBA Resources

NAHB offers numerous tools to state and local HBAs to help you grow your membership, enhance your services and stay connected within your community.

Education topics include business management, multifamily housing and more.

NAHB fights for our members on Capitol Hill, in your state and in the communities where you do business.

Find Your Local HBA

Your local home builders association is your best resource to find a member, hire a local professional or join NAHB.

Member Benefits

NAHB members get the best information, advocacy, education and networking opportunities with their 3-in-1 membership.

Education Spotlight

How to get started in land development.

Learn the tips and tricks that will help you to limit risk and maximize profit when finding land for small development projects.

Building Homes

NAHB members construct about 80% of the new homes built each year.

Enriching Communities

NAHB represents more than 140,000 members who live and work in the communities they serve.

NAHB Community

Changing Lives

NAHB strives to protect the American Dream of housing opportunities for all.

The NAHB website uses cookies. We do this to provide a personalized experience, improve our content, and monitor the site performance. By clicking Accept you consent to NAHB’s use of cookies in accordance with its Privacy Policy . To learn more and control what cookies are used, go to Manage Cookies .

Antioxidants

Often used as a marketing buzzword, learn about the role of antioxidants beyond the hype, and some of the research on health and disease prevention.

Jump to: – What are antioxidants? – Health benefits of antioxidants: what’s the buzz? – Studies of antioxidant supplements and disease prevention – Antioxidants in food – Bottom line on antioxidants and disease prevention

What are antioxidants?

The body’s trillion or so cells face formidable threats, from lack of food to infection with a virus. Another constant threat comes from chemicals called free radicals. In very high levels, they are capable of damaging cells and genetic material. The body generates free radicals as the inevitable byproducts of turning food into energy. Free radicals are also formed after exercising or exposure to cigarette smoke, air pollution, and sunlight. [1]

Free radicals come in many shapes, sizes, and chemical configurations. What they all share is a voracious appetite for electrons, stealing them from any nearby substances that will yield them. This electron theft can radically alter the “loser’s” structure or function. Free radical damage can change the instructions coded in a strand of DNA. It can make a circulating low-density lipoprotein (LDL, sometimes called bad cholesterol) molecule more likely to get trapped in an artery wall. Or it can alter a cell’s membrane, changing the flow of what enters the cell and what leaves it. An excessive chronic amount of free radicals in the body causes a condition called oxidative stress, which may damage cells and lead to chronic diseases. [2]

We aren’t defenseless against free radicals. The body, long used to this relentless attack, makes many molecules that quench free radicals as surely as water douses fire. We also extract free-radical fighters from food. These defenders are labeled “antioxidants.” They work by generously giving electrons to free radicals without turning into electron-scavenging substances themselves. They are also involved in mechanisms that repair DNA and maintain the health of cells.

There are hundreds, probably thousands, of different substances that can act as antioxidants. The most familiar ones are vitamin C , vitamin E , beta-carotene , and other related carotenoids, along with the minerals selenium and manganese. They’re joined by glutathione, coenzyme Q10, lipoic acid, flavonoids, phenols, polyphenols, phytoestrogens, and many more.  Most are naturally occurring, and their presence in food is likely to prevent oxidation or to serve as a natural defense against the local environment.

But using the term “antioxidant” to refer to substances is misleading. It is really a chemical property, namely, the ability to act as an electron donor. Some substances that act as antioxidants in one situation may be pro-oxidants—electron grabbers—in a different situation. Another big misconception is that antioxidants are interchangeable. They aren’t. Each one has unique chemical behaviors and biological properties. They almost certainly evolved as parts of elaborate networks, with each different substance (or family of substances) playing slightly different roles. This means that no single substance can do the work of the whole crowd.

Health benefits of antioxidants: what’s the buzz?

Antioxidants came to public attention in the 1990s, when scientists began to understand that free radical damage was involved in the early stages of artery-clogging atherosclerosis. It was also linked to cancer , vision loss, and a host of other chronic conditions. Some studies showed that people with low intakes of antioxidant-rich fruits and vegetables were at greater risk for developing these chronic conditions than were people who ate plenty of those foods. Clinical trials began testing the impact of single substances in supplement form, especially beta-carotene and vitamin E, as weapons against chronic diseases.

Even before the results of these trials were in, the media and the supplement and food industries began to hype the benefits of “antioxidants.” Frozen berries, green tea, and other foods labeled as being rich in antioxidants began popping up in stores. Supplement makers touted the disease-fighting properties of all sorts of antioxidants.

The research results were mixed, but most did not find the hoped-for benefits. Most research teams reported that vitamin E and other antioxidant supplements didn’t protect against heart disease or cancer. [3] One study even showed that taking beta-carotene supplements actually increased the chances of developing lung cancer in smokers. On the other hand, some trials reported benefits; for example, after 18 years of follow-up, the Physicians’ Health Study found that taking beta-carotene supplements was associated with a modest reduction in the rate of cognitive decline. [4]

These mostly disappointing results haven’t stopped food companies and supplement sellers from banking on antioxidants. Antioxidants are still added to breakfast cereals, sports bars, energy drinks, and other processed foods , and they are promoted as additives that can prevent heart disease, cancer, cataracts, memory loss, and other conditions.

Often the claims have stretched and distorted the data: While it’s true that the package of antioxidants, minerals , fiber , and other substances found naturally in fruits , vegetables , and whole grains helps prevent a variety of chronic diseases , it is unlikely that high doses of antioxidant supplements can accomplish the same feat.

Antioxidant foods hyped to super-status

Antioxidant supplements and disease prevention: little supportive evidence.

Randomized placebo-controlled trials, which can provide the strongest evidence, offer little support that taking vitamin C, vitamin E, beta-carotene, or other single antioxidants provides substantial protection against heart disease, cancer, or other chronic conditions. The results of the largest trials have been mostly negative.

Vitamin E, beta-carotene, and other antioxidants in supplement form aren’t the silver bullet against heart disease and stroke that researchers were hoping for.  A modest effect of vitamin E has been found in some studies but more research is needed.

• In the Women’s Health Study, 39,876 initially healthy women took 600 IU of natural source vitamin E or a placebo every other day for 10 years. At the study’s end, the rates of major cardiovascular events and cancer were no lower among those taking vitamin E than those taking the placebo. However, the trial did observe a significant 24% reduction in total cardiovascular mortality. Although this was not a primary endpoint for the trial, it nevertheless represents an important outcome. [6]
• Earlier large vitamin E trials, conducted among individuals with previously diagnosed coronary disease or at high risk for it, generally showed no benefit. In the Heart Outcomes Prevention Evaluation (HOPE) trial, the rates of major cardiovascular events were essentially the same in the vitamin E (21.5%) and placebo (20.6%) groups, although participants taking vitamin E had higher risks of heart failure and hospitalization for heart failure. [7] In the Gruppo Italiano per lo Studio della Sopravvivenza nell’Infarto Miocardico (GISSI) trial, the results were mixed but mostly showed no preventive effects after more than three years of treatment with vitamin E among 11,000 heart attack survivors. [8] However, some studies suggest potential benefits among certain subgroups. A recent trial of vitamin E in Israel, for example, showed a marked reduction in coronary heart disease among people with type 2 diabetes who have a common genetic predisposition for greater oxidative stress. [9]
• Beta-carotene, meanwhile, did not provide any protection against heart disease or stroke, as demonstrated by the Physicians’ Health Study. [10]
• What about combinations? In the Supplementation en Vitamines et Mineraux Antioxydants (SU.VI.MAX) study, 13,017 French men and women took a single daily capsule that contained 120 mg vitamin C, 30 mg vitamin E, 6 mg beta-carotene, 100 mcg selenium, and 20 mg zinc, or a placebo, for seven and a half years. The vitamins had no effect on overall rates of cardiovascular disease. [11]
• In the Women’s Antioxidant Cardiovascular Study, vitamin E, vitamin C, and beta-carotene had similar effects as a placebo on myocardial infarction, stroke, coronary revascularization, and cardiovascular death, although there was a modest and significant benefit for vitamin E among women with existing cardiovascular disease. [12]

A 2014 study from the Journal of Respiratory Research found that different isoforms of vitamin E (called tocopherols) had opposing effects on lung function. [13] The study analyzed data from the Coronary Artery Risk Development in Young Adults (CARDIA) cohort and measured serum levels of alpha- and gamma-tocopherol in 4,526 adults. Lung function was tested using spirometric parameters: higher parameters are indicative of increased lung function, while lower parameters are indicative of decreased lung function. The study found that higher serum levels of alpha-tocopherol were associated with higher spirometric parameters and that high serum levels of gamma-tocopherol were associated with lower spirometric parameters. Though the study was observational in nature, it confirmed the mechanistic pathway of alpha- and gamma-tocopherol in mice studies. [14]

When it comes to cancer prevention, the picture remains inconclusive for antioxidant supplements. Few trials have gone on long enough to provide an adequate test for cancer.

• In the long-term Physicians’ Health Study, cancer rates were similar among men taking beta-carotene and among those taking a placebo. [10] Other trials have also largely shown no effect, including HOPE. [7]
• The SU.VI.MAX randomized placebo-controlled trial showed a reduction in cancer risk and all-cause mortality among men taking an antioxidant cocktail (low doses of vitamins C and E, beta-carotene, selenium, and zinc) but no apparent effect in women, possibly because men tended to have low blood levels of beta-carotene and other vitamins at the beginning of the study. [11]
• A randomized trial of selenium in people with skin cancer demonstrated significant reductions in cancer and cancer mortality at various sites, including colon, lung, and prostate. [15]  The effects were strongest among those with low selenium levels at baseline.
• A six-year trial, the Age-Related Eye Disease Study (AREDS), found that a combination of vitamin C, vitamin E, beta-carotene, and zinc offered some protection against the development of advanced age-related macular degeneration, but not cataracts, in people who were at high risk of the disease. [16,17]
• Lutein, a naturally occurring carotenoid found in green, leafy vegetables such as spinach and kale, may protect vision. However, relatively short trials of lutein supplementation for age-related macular degeneration have yielded conflicting findings. [18,19] A follow-up trial to the AREDS, the AREDS2, examined lutein/zeaxanthin supplementation on late age-related macular degeneration (AMD) in men and women for up to five years. [20] It found a favorable but not significant effect of the supplements on AMD.
• A Cochrane review of 19 randomized controlled trials compared antioxidant vitamin/mineral supplements (multivitamin, vitamin E, lutein, zeaxanthin, zinc) with placebo or no intervention in people with AMD. [21] The participants were generally well-nourished. The study found that people taking the vitamins were less likely to progress to late-stage AMD and vision loss. However, the study authors noted that taking lutein and zeaxanthin alone or vitamin E alone did not have a beneficial effect on these eye conditions.
• The Selenium and Vitamin E Cancer Prevention Trial (SELECT) Eye Endpoints Study, which followed 11,267 men for a mean of five years, did not find that vitamin E and selenium supplements, in combination or alone, protected from age-related cataracts. [22]
• The Physicians’ Health Study II, a randomized trial giving 50 mg beta-carotene supplements or a placebo to 5,956 men older than 65 years, found that longer-term supplementation for at least 15 years provided cognitive benefits. [4]
• The Prevention of Alzheimer’s Disease by Vitamin E and Selenium (PREADViSE) trial followed more than 3,700 men ages 60 and older for six years. It did not find that antioxidant supplements of vitamin E or selenium, alone or in combination, protected against dementia compared with a placebo. [23]
• A meta-analysis of 68 antioxidant supplement trials found that taking beta-carotene and vitamin A and E supplements increased the risk of dying. [24] Although healthy participants were included in 21 of the trials, most of the studies included people who already had some type of serious illness. It was also difficult to compare interventions because the types of supplements, the dosages taken, and the length of time they were taken varied widely.
• The same authors conducted another systematic review of 78 randomized clinical trials on antioxidant supplements including beta-carotene, vitamin A, vitamin C, vitamin E, and selenium (alone or in combination). [25]   Again, the majority of trials included people with various established diseases. The study found that both people who were healthy and those with diseases taking beta-carotene and vitamin E supplements had a higher rate of death. The duration of the studies varied widely from one month to 12 years, with varying dosages.

If antioxidants were harmless, it wouldn’t much matter if you took them “just in case.” A few studies, though, have raised the possibility that taking antioxidant supplements, either single agents or combinations, could interfere with health.

• The first inkling came in a large trial of beta-carotene conducted among men in Finland who were heavy smokers, and therefore at high risk for developing lung cancer. The trial was stopped early when researchers saw a significant increase in lung cancer among those taking the supplement compared to those taking the placebo. [26]
• In another trial among heavy smokers and people exposed to asbestos, beta-carotene was combined with vitamin A. Again, an increase in lung cancer was seen in the supplement group. [27] Not all trials of beta-carotene show this harmful effect, however. In the Physicians’ Health Study, which included few active smokers, no increase in lung cancer or any other adverse affect was seen even after 18 years of follow-up. [10]
• In the SU.VI.MAX trial, rates of skin cancer were higher in women who were assigned to take vitamin C, vitamin E, beta-carotene, selenium, and zinc. [28]
• Vitamin E supplements were found to significantly increase the risk of prostate cancer by 17% in healthy men compared with those who took a placebo. These results came from the Selenium and Vitamin E Cancer Prevention Trial (SELECT) that followed 35,533 men for up to 12 years. [29]

High-dose antioxidant supplements can also interfere with medicines. Vitamin E supplements can have a blood-thinning effect and increase the risk of bleeding in people who are already taking blood-thinning medicines. Some studies have suggested that taking antioxidant supplements during cancer treatment might interfere with the effectiveness of the treatment. Inform your doctor if starting supplements of any kind. [1]

Antioxidants in food

One possible reason why many studies on antioxidant supplements do not show a health benefit is because antioxidants tend to work best in combination with other nutrients, plant chemicals, and even other antioxidants.

For example, a cup of fresh strawberries contains about 80 mg of vitamin C, a nutrient classified as having high antioxidant activity. But a supplement containing 500 mg of vitamin C (667% of the RDA) does not contain the plant chemicals (polyphenols) naturally found in strawberries like proanthocyanins and flavonoids, which also possess antioxidant activity and may team up with vitamin C to fight disease.  Polyphenols also have many other chemical properties besides their ability to serve as antioxidants.  There is a question if a nutrient with antioxidant activity can cause the opposite effect with pro-oxidant activity if too much is taken. This is why using an antioxidant supplement with a single isolated substance may not be an effective strategy for everyone.

Differences in the amount and type of antioxidants in foods versus those in supplements might also influence their effects. For example, there are eight chemical forms of vitamin E present in foods. However, vitamin E supplements typically only include one form, alpha-tocopherol. [1]

Epidemiological prospective studies show that higher intakes of antioxidant-rich fruits, vegetables, and legumes are associated with a lower risk of chronic oxidative stress-related diseases like cardiovascular diseases , cancer, and deaths from all causes. [30-33] A plant-based diet is believed to protect against chronic oxidative stress-related diseases.  [2] It is not clear if this protective effect is due to the antioxidants, other substances in the foods, or a combination of both. The following are nutrients with antioxidant activity and the foods in which they are found:

• Vitamin C : Broccoli, Brussels sprouts , cantaloupe, cauliflower, grapefruit, leafy greens (turnip, mustard, beet, collards), honeydew, kale , kiwi, lemon, orange, papaya, snow peas, strawberries, sweet potato , tomatoes, and bell peppers (all colors)
• Vitamin E : Almonds , avocado, Swiss chard, leafy greens (beet, mustard, turnip), peanuts, red peppers, spinach (boiled), and sunflower seeds
• Carotenoids including beta-carotene and lycopene: Apricots, asparagus, beets, broccoli, cantaloupe, carrots, bell peppers, kale , mangos, turnip and collard greens, oranges, peaches, pink grapefruit, pumpkin, winter squash , spinach, sweet potato , tangerines, tomatoes, and watermelon
• Selenium: Brazil nuts, fish, shellfish, beef, poultry, barley, brown rice
• Zinc : Beef, poultry, oysters, shrimp, sesame seeds, pumpkin seeds, chickpeas , lentils , cashews, fortified cereals
• Phenolic compounds: Quercetin ( apples , red wine, onions), catechins ( tea , cocoa , berries), resveratrol ( red and white wine , grapes, peanuts, berries), coumaric acid (spices, berries), anthocyanins (blueberries, strawberries)

Bottom line on antioxidants and disease prevention

Excessive free radicals contribute to chronic diseases including cancer, heart disease, cognitive decline, and vision loss. This doesn’t automatically mean that substances with antioxidant properties will fix the problem, especially if they are taken out of their natural context. The studies so far are inconclusive but generally don’t provide strong evidence that antioxidant supplements have a substantial impact on disease. Keep in mind that most of the trials conducted have had fundamental limitations due to their relatively short duration and inclusion of people with existing disease. At the same time, abundant evidence suggests that eating whole in fruits , vegetables , and whole grains —all rich in networks of naturally occurring antioxidants and their helper molecules—provides protection against many scourges of aging.

• National Center for Complementary and Integrative Health (NCCIH). Antioxidants: In Depth. https://nccih.nih.gov/health/antioxidants/introduction.htm Accessed 7/1/19.
• Carlsen MH, Halvorsen BL, Holte K, Bøhn SK, Dragland S, Sampson L, Willey C, Senoo H, Umezono Y, Sanada C, Barikmo I. The total antioxidant content of more than 3100 foods, beverages, spices, herbs and supplements used worldwide. Nutrition journal . 2010 Dec;9(1):3.
• Semba RD, Ferrucci L, Bartali B, Urpí-Sarda M, Zamora-Ros R, Sun K, Cherubini A, Bandinelli S, Andres-Lacueva C. Resveratrol levels and all-cause mortality in older community-dwelling adults. JAMA internal medicine . 2014 Jul 1;174(7):1077-84.
• Grodstein F, Kang JH, Glynn RJ, Cook NR, Gaziano JM. A randomized trial of beta carotene supplementation and cognitive function in men: the Physicians’ Health Study II. Archives of internal medicine . 2007 Nov 12;167(20):2184-90.
• USDA Oxygen Radical Absorbance Capacity (ORAC) of Selected Foods, Release 2 (2010).  http://www.orac-info-portal.de/download/ORAC_R2.pdf Accessed 7/1/2019.
• Lee IM, Cook NR, Gaziano JM, Gordon D, Ridker PM, Manson JE, Hennekens CH, Buring JE. Vitamin E in the primary prevention of cardiovascular disease and cancer: the Women’s Health Study: a randomized controlled trial. JAMA . 2005 Jul 6;294(1):56-65.
• Lonn E, Bosch J, Yusuf S, Sheridan P, Pogue J, Arnold JM, Ross C, Arnold A, Sleight P, Probstfield J, Dagenais GR. Effects of long-term vitamin E supplementation on cardiovascular events and cancer: a randomized controlled trial. JAMA . 2005 Mar;293(11):1338-47.
• GISSI-Prevenzione Investigators. Dietary supplementation with n-3 polyunsaturated fatty acids and vitamin E after myocardial infarction: results of the GISSI-Prevenzione trial. The Lancet . 1999 Aug 7;354(9177):447-55.
• Milman U, Blum S, Shapira C, Aronson D, Miller-Lotan R, Anbinder Y, Alshiek J, Bennett L, Kostenko M, Landau M, Keidar S. Vitamin E supplementation reduces cardiovascular events in a subgroup of middle-aged individuals with both type 2 diabetes mellitus and the haptoglobin 2-2 genotype: a prospective double-blinded clinical trial. Arteriosclerosis, thrombosis, and vascular biology . 2008 Feb 1;28(2):341-7.
• Hennekens CH, Buring JE, Manson JE, Stampfer M, Rosner B, Cook NR, Belanger C, LaMotte F, Gaziano JM, Ridker PM, Willett W. Lack of effect of long-term supplementation with beta carotene on the incidence of malignant neoplasms and cardiovascular disease. New England Journal of Medicine . 1996 May 2;334(18):1145-9.
• Hercberg S, Galan P, Preziosi P, Bertrais S, Mennen L, Malvy D, Roussel AM, Favier A, Briançon S. The SU. VI. MAX Study: a randomized, placebo-controlled trial of the health effects of antioxidant vitamins and minerals. Archives of internal medicine . 2004 Nov 22;164(21):2335-42.
• Cook NR, Albert CM, Gaziano JM, Zaharris E, MacFadyen J, Danielson E, Buring JE, Manson JE. A randomized factorial trial of vitamins C and E and beta carotene in the secondary prevention of cardiovascular events in women: results from the Women’s Antioxidant Cardiovascular Study. Archives of internal medicine . 2007 Aug 13;167(15):1610-8.
• Marchese ME, Kumar R, Colangelo LA, Avila PC, Jacobs DR, Gross M, Sood A, Liu K, Cook-Mills JM. The vitamin E isoforms α-tocopherol and γ-tocopherol have opposite associations with spirometric parameters: the CARDIA study. Respiratory research . 2014 Dec;15(1):31.
• Berdnikovs S, Abdala-Valencia H, McCary C, Somand M, Cole R, Garcia A, Bryce P, Cook-Mills JM. Isoforms of vitamin E have opposing immunoregulatory functions during inflammation by regulating leukocyte recruitment. The Journal of Immunology . 2009 Apr 1;182(7):4395-405.
• Duffield-Lillico AJ, Reid ME, Turnbull BW, Combs GF, Slate EH, Fischbach LA, Marshall JR, Clark LC. Baseline characteristics and the effect of selenium supplementation on cancer incidence in a randomized clinical trial: a summary report of the Nutritional Prevention of Cancer Trial. Cancer Epidemiology and Prevention Biomarkers . 2002 Jul 1;11(7):630-9.
• Age-Related Eye Disease Study Research Group. A randomized, placebo-controlled, clinical trial of high-dose supplementation with vitamins C and E, beta carotene, and zinc for age-related macular degeneration and vision loss: AREDS report no. 8. Archives of ophthalmology . 2001 Oct;119(10):1417.
• Age-Related Eye Disease Study Research Group. A randomized, placebo-controlled, clinical trial of high-dose supplementation with vitamins C and E and beta carotene for age-related cataract and vision loss: AREDS report no. 9. Archives of Ophthalmology . 2001 Oct;119(10):1439.
• Richer S, Stiles W, Statkute L, Pulido J, Frankowski J, Rudy D, Pei K, Tsipursky M, Nyland J. Double-masked, placebo-controlled, randomized trial of lutein and antioxidant supplementation in the intervention of atrophic age-related macular degeneration: the Veterans LAST study (Lutein Antioxidant Supplementation Trial). Optometry-Journal of the American Optometric Association . 2004 Apr 1;75(4):216-29.
• Bartlett HE, Eperjesi F. Effect of lutein and antioxidant dietary supplementation on contrast sensitivity in age-related macular disease: a randomized controlled trial. European journal of clinical nutrition . 2007 Sep;61(9):1121.
• Chew EY, Clemons TE, SanGiovanni JP, Danis RP, Ferris FL, Elman MJ, Antoszyk AN, Ruby AJ, Orth D, Bressler SB, Fish GE. Secondary analyses of the effects of lutein/zeaxanthin on age-related macular degeneration progression: AREDS2 report No. 3. JAMA ophthalmology . 2014 Feb 1;132(2):142-9.
• Evans JR, Lawrenson JG. Antioxidant vitamin and mineral supplements for slowing the progression of age‐related macular degeneration. Cochrane Database of Systematic Reviews . 2017(7).
• Christen WG, Glynn RJ, Gaziano JM, Darke AK, Crowley JJ, Goodman PJ, Lippman SM, Lad TE, Bearden JD, Goodman GE, Minasian LM. Age-related cataract in men in the selenium and vitamin e cancer prevention trial eye endpoints study: a randomized clinical trial. JAMA ophthalmology . 2015 Jan 1;133(1):17-24.
• Kryscio RJ, Abner EL, Caban-Holt A, Lovell M, Goodman P, Darke AK, Yee M, Crowley J, Schmitt FA. Association of antioxidant supplement use and dementia in the prevention of Alzheimer’s disease by vitamin E and selenium trial (PREADViSE). JAMA neurology . 2017 May 1;74(5):567-73.
• Bjelakovic G, Nikolova D, Gluud LL, Simonetti RG, Gluud C. Mortality in randomized trials of antioxidant supplements for primary and secondary prevention: systematic review and meta-analysis. JAMA . 2007 Feb 28;297(8):842-57.
• Bjelakovic G, Nikolova D, Gluud LL, Simonetti RG, Gluud C. Antioxidant supplements for prevention of mortality in healthy participants and patients with various diseases. Cochrane database of systematic reviews . 2012(3).
• Albanes D, Heinonen OP, Taylor PR, Virtamo J, Edwards BK, Rautalahti M, Hartman AM, Palmgren J, Freedman LS, Haapakoski J, Barrett MJ. α-Tocopherol and β-carotene supplements and lung cancer incidence in the Alpha-Tocopherol, Beta-Carotene Cancer Prevention Study: effects of base-line characteristics and study compliance. JNCI: Journal of the National Cancer Institute . 1996 Nov 6;88(21):1560-70.
• Omenn GS, Goodman GE, Thornquist MD, Balmes J, Cullen MR, Glass A, Keogh JP, Meyskens Jr FL, Valanis B, Williams Jr JH, Barnhart S. Effects of a combination of beta carotene and vitamin A on lung cancer and cardiovascular disease. New England journal of medicine . 1996 May 2;334(18):1150-5.
• Hercberg S, Ezzedine K, Guinot C, Preziosi P, Galan P, Bertrais S, Estaquio C, Briançon S, Favier A, Latreille J, Malvy D. Antioxidant supplementation increases the risk of skin cancers in women but not in men. The Journal of nutrition . 2007 Sep 1;137(9):2098-105.
• Klein EA, Thompson IM, Tangen CM, Crowley JJ, Lucia MS, Goodman PJ, Minasian LM, Ford LG, Parnes HL, Gaziano JM, Karp DD. Vitamin E and the risk of prostate cancer: the Selenium and Vitamin E Cancer Prevention Trial (SELECT). JAMA . 2011 Oct 12;306(14):1549-56.
• Joshipura KJ, Hu FB, Manson JE, Stampfer MJ, Rimm EB, Speizer FE, Colditz G, Ascherio A, Rosner B, Spiegelman D, Willett WC. The effect of fruit and vegetable intake on risk for coronary heart disease. Annals of internal medicine . 2001 Jun 19;134(12):1106-14.
• Bhupathiraju SN, Wedick NM, Pan A, Manson JE, Rexrode KM, Willett WC, Rimm EB, Hu FB. Quantity and variety in fruit and vegetable intake and risk of coronary heart disease. The American journal of clinical nutrition . 2013 Oct 2;98(6):1514-23.
• Aune D, Giovannucci E, Boffetta P, Fadnes LT, Keum N, Norat T, Greenwood DC, Riboli E, Vatten LJ, Tonstad S. Fruit and vegetable intake and the risk of cardiovascular disease, total cancer and all-cause mortality—a systematic review and dose-response meta-analysis of prospective studies. International journal of epidemiology . 2017 Jun 1;46(3):1029-56.
• Miller V, Mente A, Dehghan M, Rangarajan S, Zhang X, Swaminathan S, Dagenais G, Gupta R, Mohan V, Lear S, Bangdiwala SI. Fruit, vegetable, and legume intake, and cardiovascular disease and deaths in 18 countries (PURE): a prospective cohort study. The Lancet . 2017 Nov 4;390(10107):2037-49.

Terms of Use

The contents of this website are for educational purposes and are not intended to offer personal medical advice. You should seek the advice of your physician or other qualified health provider with any questions you may have regarding a medical condition. Never disregard professional medical advice or delay in seeking it because of something you have read on this website. The Nutrition Source does not recommend or endorse any products.