Journal of Cleaner Production 251 (2020) 119674

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Journal of Cleaner Production

journal homepage: www.elsevier.com/locate/jclepro

Uncovering the influence mechanism between top management

support and green procurement: The effect of green training
Junqi Liu a, b, *, Yuting Liu a, Lu Yang c
a
School of Economics and Management, Southwest Jiaotong University, Chengdu, Sichuan, 610031, PR China
b
The Green Development Promotion Association of Sichuan Province (GDPAS), Chengdu, Sichuan, 610000, PR China
c
School of Economics & Management, Tongji University, Shanghai, 200092, PR China

a r t i c l e i n f o a b s t r a c t

Article history: Green procurement is a key component in green supply chain management (GSCM), and top manage-
Received 26 October 2019 ment support is a key factor in the implementation of environmental practice in firms. An increase in the
Received in revised form amount or academic research on GSCM has led to studies on the important influence of top management
9 December 2019
support for green procurement, but the influence mechanism has remained largely unexplored. To fill
Accepted 10 December 2019
Available online xxx
this research gap, this study, centering on Chinese manufacturing firms, develops a moderated multiple
mediation model to highlight the effect of green training. It aims to uncover the influence mechanism
Handling Editor: Charbel Jose Chiappetta between top management support and green procurement. Using regression methods to analyze data
Jabbour from 171 questionnaires, we find that their relationship can be mediated by green training on awareness
and responsibility and on technical knowledge and skills. Additionally, we find that the latter has a
Keywords: stronger mediating effect and that the corporate social responsibility (CSR) culture of firms can nega-
Green procurement tively moderate these two mediating effects. This study contributes to a better understanding of the
Top management support influence mechanism among specific related factors. Its implications can also be used for reference by
Green training
managers.
CSR culture
© 2019 Elsevier Ltd. All rights reserved.
Moderated mediation

1. Introduction 2010), although sometimes this relationship only works in the

Procurement acts as a gatekeeper for firms (Preuss, 2001) and
undertakes the key boundary-spanning function in the firm supply
chain (Yen and Yen, 2012). It is one of the sources of firms’
competitive advantage (Barney, 2012). Green procurement is
defined as procurement that incorporates environmental factors
into procurement policies, plans, and actions (Bohari et al., 2017;
Large and Thomsen, 2011). Increasing global environmental con-
cerns (Kumar et al., 2019) have led to green procurement receiving
increasing attention from industries and academia (de Sousa
Jabbour et al., 2019; Hou, 2012; Walker et al., 2012).
On the one hand, green procurement can directly or indirectly
exert a positive impact on firms’ environmental performance
(Green et al., 2012; Large and Thomsen, 2011; Zhu and Sarkis, 2004)
and financial performance (Carter et al., 2000; Carter, 2005; Chan
et al., 2012; Eltayeb et al., 2011; Song et al., 2017; Zhu et al.,
* Corresponding author. School of Economics and Management, Southwest
Jiaotong University, Chengdu, Sichuan 610031, PR China.
E-mail addresses: jqliu@my.swjtu.edu.cn, jqliu697@qq.com (J. Liu).
medium and long terms (Zhu et al., 2013). On the other hand, green
procurement, as the first step in the greening of organizations
(Dubey et al., 2013), plays an important role in successfully
implementing GSCM (Rao and Holt, 2005; Zhu et al., 2008). As
green procurement is so important, scholars have engaged in
studying what factors, external or internal, can motivate firms to
implement green procurement practices (Appolloni et al., 2014).
Although many studies explore external factors, such as regulations
(Chen, 2005), market (Zhu and Sarkis, 2007), competition (Carter
et al., 2000), and society (Zhu and Geng, 2013), internal factors
are equally indispensable (Bowen et al., 2001).
Among the internal factors of the organization, the role of top
management is crucial (Singh et al., 2019b, 2019c). Especially, top
management support has been regarded as a key factor for the
successful practice of green procurement (Blome et al., 2014; Carter
and Jennings, 2004; Dai et al., 2014; Giunipero et al., 2012;
Hoejmose and Adrien-Kirby, 2012; Huang and Yang, 2015; Yen
and Yen, 2012). Its importance (Daily and Huang, 2001) is consid-
ered even greater than that of other factors (Young and Jordan,
2008). However, existing studies mainly explore the direct

https://doi.org/10.1016/j.jclepro.2019.119674
0959-6526/© 2019 Elsevier Ltd. All rights reserved.
2 J. Liu et al. / Journal of Cleaner Production 251 (2020) 119674
relationship between top management support and green pro-
curement (Blome et al., 2014; Dai et al., 2014; Giunipero et al., 2012;
Hoejmose and Adrien-Kirby, 2012; Huang and Yang, 2015; Yen and
Yen, 2012). Few studies investigate their influence mechanism
(Carter and Jennings, 2004), but doing so is critical for discovering
how top management support affects green procurement practices.
To understand this, it is necessary to explore factors that
potentially mediate their relationship. One internal factor, namely
green training, is very important for green practices (El-Kassar and
Singh, 2019; Jabbour and de Sousa Jabbour, 2014; Jabbour et al.,
2017b; Singh and El-Kassar, 2019; Singh et al., 2019a). Green
training can help organizational members develop knowledge and
skills (Singh et al., 2020), which is exactly what green procurement
needs. Meanwhile, given the strong trend toward studies of orga-
nizational culture (Jabbour et al., 2019), we chose to explore
whether corporate social responsibility (CSR) culture (Duarte,
2010) had an impact on the mediating effect of green training.
Based on the research gaps and literature, we address this
research question (RQ): How and under what conditions does top
management support influence green procurement? To answer this
RQ, we develop a moderated multiple mediation model, high-
lighting green training and aiming to uncover the influence
mechanism between top management support and green pro-
curement. This first theoretical contribution of our study addresses
issues raised by or lacking in previous studies (Blome et al., 2014;
Carter and Jennings, 2004; Dai et al., 2014; Giunipero et al., 2012;
Hoejmose and Adrien-Kirby, 2012; Huang and Yang, 2015; Yen
and Yen, 2012). The study not only responds to Dai et al.’s (2014)
call for in-depth research on this relationship, but also responds
to Jabbour and de Sousa Jabbour’s (2016) call for introducing green
training into research on GSCM or green procurement. Our study’s
second contribution is that we explore not only the mediating ef-
fect of green training on top management support and green pro-
curement, but that we also divide green training into two focus
areas: awareness and responsibility training and technical knowl-
edge and skills training. This echoes Sarkis et al.’s (2010) call for
more in-depth research on green training, and it is also an exten-
sion of Singh et al. (2019a). Third, we incorporate CSR culture into
our green procurement research, which provides a detailed un-
derstanding of the extent to which green procurement of organi-
zations is affected. This echoes Walker et al.’s (2012) call and
expands CSR research.
To achieve our research objectives, the paper is organized as
follows. Section 1 provides the introduction; Section 2 presents the
theory and hypotheses; Section 3 describes the methodology and
results; Section 4 discusses the results and contributions, and
Section 5 concludes the study.
2. Theory and hypotheses
2.1. The natural resource-based view (NRBV)
This study uses the natural resource-based view (NRBV) of firms
as its theoretical perspective. This theory is one of the mainstream
theories in the field of GSCM (Sarkis et al., 2011). The NRBV is based
on resource-based view (RBV) (Hart, 1995; Sarkis et al., 2011) that
says if firms control valuable, rare, inimitable, and non-
substitutable (VRIN) resources, they can obtain a sustainable
competitive advantage (Barney, 1991). Hart’s (1995) NRBV
extended RBV, based on the belief that environmental factors affect
competitive advantage. NRBV considers that sustainable competi-
tive advantage can be achieved through better management of
environmental issues.
Before proceeding, it is necessary to clarify two concepts,
namely, resources and capabilities, which are often confused
(Andersen and Kheam, 1998). Grant (1991, p. 118) defined resources
as “inputs into the production process of the firm [that] comprise
capital equipment, finance, skills of individual employees, patents,
brand names, finance, and so on,” and he defined capabilities as
“capacities for a team of resources to perform some tasks or ac-
tivities.” Chan (2005), summarizing Grant’s (1991) view, considered
that a firm’s capabilities constitute “what it can do as a result of
bundles of resources working together” (Chan, 2005, p. 630). Hart
(1995) also agreed with Grant (1991).
Based on these definitions, we can view green procurement as
an environmental capability and green training as a resource. The
view that green procurement is an environmental capability has
been applied in studies like those by Blome et al. (2014) and Song
et al. (2017). Capabilities enable an organization to obtain a
competitive advantage (Rugman and Verbeke, 2002); NRBV holds
that competitive advantage is rooted in the capabilities of a firm’s
environmental activities (Hart, 1995; Shi et al., 2012). A recent
study shows that the adoption of green procurement gave firms a
competitive advantage (Song et al., 2017) and supported the notion
that green procurement is a capability.
Meanwhile, a firm’s resources are various (Delmas, 2001); hu-
man resources are especially important (Barney, 2001; Birdi et al.,
2008). Hart (1995) regarded resources to be a prerequisite for
organizational capabilities and as a fundamental unit for exploring
the competitive advantage; thus, according to NRBV, environment-
oriented human resources are an important for achieving envi-
ronmental capabilities such as green procurement. For example,
green training, highlighted in this study, is one resource that can
improve environmental capabilities (Hart, 1995; Sarkis et al., 2010).
In summary, based on NRBV, we suggest that there is strong
theoretical linkage between green training (as an organizational
resource) and green procurement (as an organizational capability).
2.2. Hypotheses development
2.2.1. The direct effect of top management support on green
procurement
Due to its position in the firm, top management guides the di-
rection of organization activities (Finkelstein and Hambrick, 1990).
An organization follows the actions, direction, and efforts of top
management in determining the ultimate development direction of
the firm (Wilms et al., 1994). The important function of top man-
agement support (Daily and Huang, 2001) makes it the most crucial
(Young and Jordan, 2008), fundamental (Kannan et al., 2014) factor
affecting the success of a project. Green procurement imple-
mentation is inseparable from top management support. The key
role of top management support in green procurement has been
acknowledged by many studies (Carter and Jennings, 2004; Dai
et al., 2014; Dubey et al., 2017; Hoejmose and Adrien-Kirby, 2012;
Islam et al., 2016; McMurray et al., 2014; Shen et al., 2017).
Top management support for green procurement actively pro-
motes the procurement function toward environmentally respon-
sible development (Carter and Jennings, 2004). It is also the basis
and guarantee for the organization to implement green procure-
ment (Yen and Yen, 2012). On the one hand, it represents clearly
conveying the importance of green procurement to the organiza-
tion and motivating the organization to create and maintain green
values (Blome et al., 2014). On the other hand, top management is
the decision-maker with respect to a firm’s resource allocation (Kor
and Mahoney, 2005). It can allocate sufficient human resources to
support organizational environment actions (Dai et al., 2014).
Kumar et al. (2019) argue that the importance of top management
support stems from its ability to fully influence other human
resourceerelated factors. According to NRBV, environment-
oriented resources are the fundamental unit to increase
 J. Liu et al. / Journal of Cleaner Production 251 (2020) 119674
environmental capability (Hart, 1995); the practice of green pro-
curement is inseparable from a variety of resources. Top managers,
as the main allocators of these resources, can ensure the successful
implementation of green procurement by sufficient allocation of
various resources, including human resources. In summary, top
management is the key factor affecting green procurement imple-
mentation. Accordingly, we propose the following hypothesis:
H1. Top management support is positively associated with green
procurement.
2.2.2. The mediating role of green training
Green training plays an important role in the environmental
practice of firms (Jabbour and de Sousa Jabbour, 2014; Jabbour et al.,
2015; Jabbour et al., 2017b; Jackson et al., 2011; Singh et al., 2019a).
It is considered one of the main ways to support environmental
practices in a firm (Jabbour and de Sousa Jabbour, 2016). It is also
the basis for the successful implementation of environmental
management (Jabbour, 2013). Typical green training generally in-
cludes four stages: definition of green training needs, design and
planning for green training, green training practice, and evaluation
results (Teixeira et al., 2012).
Although many studies have examined how green training can
affect the implementation of environmental practices such as green
procurement and GSCM (Nejati et al., 2017; Sarkis et al., 2010;
Teixeira et al., 2016; Zaid et al., 2018), most have not deeply
investigated the relationship between different types of green
training and environmental practices. Additionally, only a few
studies have discussed green training as a result or an intermediate
factor (Jabbour, 2013). Therefore, instead of focusing on specific
training stages, this study explores different green training content
and the idea of green training as a result or an intermediate factor.
Green training can improve employees’ awareness and re-
sponsibility for environmental issues (Perron et al., 2006;
Sammalisto and Brorson, 2008), and it can enhance their tech-
nical knowledge and skills in dealing with environmental issues
(Pinzone et al., 2016, 2019). Although there can be overlap, these
are two different contents: green training of awareness and re-
sponsibility (GTAR) and green training of technical knowledge and
skills (GTKS) (Brenner et al., 2013; Renwick et al., 2013;
Unnikrishnan and Hegde, 2007). This study posits that green
training should contain relevant training of awareness and re-
sponsibility and training of technical knowledge and skills and
explored them separately.
When there is a lack of environmental awareness or a negative
view of green procurement, a firm will be hindered in imple-
menting green procurement (Sajjad et al., 2015). Madsen and Ulhøi
(2001) found that 71.1% of the surveyed Danish firms had formu-
lated environmental policies, but only 41.4% of the respondents had
an in-depth understanding of those policies, emphasizing the need
for improving environmental awareness and responsibility.
Training is the main method to improve awareness of green pro-
curement (Bohari et al., 2017). Studies have shown that green
training related to improving environmental awareness can
encourage public sectors to implement green procurement (Araga ~o
and Jabbour, 2017). Similarly, it can also promote firms to imple-
ment green procurement.
Green training can improve employees’ motivation to partici-
pate in environmental practices through improving their environ-
mental awareness. GTAR plays a similar role in green procurement.
From the perspective of NRBV, GTAR is an environment-related
resource that can bring environmental awareness and re-
sponsibility to the members of an organization; when organization
members are able to understand green training correctly and
comprehend their responsibility with respect to the sustainable
3
development goals of the organization (e.g., the goal of green
procurement) (Pellegrini et al., 2018), they are more willing to take
actions that befit environmentally responsible procurement. In
other words, GTAR can help employees understand why there is a
need to implement green procurement. Therefore, this study posits
that GTAR is positively associated with firms’ green procurement
implementation.
Even if top management supports a firm’s implementation of
green procurement, the organizational response to this support
may be heterogeneous. This heterogeneity may be explained by
employees’ lack of GTAR. Successful environmental practices
require employees to possess environmental awareness and re-
sponsibility (Nejati et al., 2017). When the organization lacks GTAR,
employees may not have sufficient awareness of green procure-
ment. It is also not easy for them to understand the responsibility of
green procurement. This would make it difficult for them to make
environmentally responsible decisions, and consequently, hinder
green procurement implementation. Therefore, training needs top
management support (Daily and Huang, 2001), and top manage-
ment can further promote environmental practices by supporting
the organization for green training (Unnikrishnan and Hegde,
2007). Similarly, if top management supports green procurement,
it may help the organization overcome barriers to implementing
green procurement by encouraging the firm to provide GTAR. In
other words, top management support for green procurement can
promote green procurement practices through GTAR. Therefore, we
propose the following hypothesis:
H2a. Green training on awareness and responsibility mediates the
positive relationship between top management support and green
procurement.
If GTAR can help employees understand why green procurement
is implemented, then the corresponding GTKS can help them un-
derstand how to implement green procurement. Green procure-
ment is not easy to implement and includes responsibilities such as
the establishment and use of green procurement lists, identification
of green products and environmental labeling products (Zhu et al.,
2008), and the selection, evaluation, and development of green
suppliers (Blome et al., 2014). It can also be a big challenge to
maintain a good environmental partnership with suppliers (Yen
and Yen, 2012), and identify suppliers engaged in “greenwashing”
(Testa et al., 2018). Based on NRBV, GTKS is an environment-related
resource, and it can help employees acquire technical knowledge
and skills about green procurement. Meanwhile, such knowledge
and skills can enable employees to better practice green procure-
ment (Teixeira et al., 2016); it may even affect firm performance
(Al-Ahbabi et al., 2019; Kaur et al., 2019). In other words, GTKS (as
an organizational resource) can promote green procurement (as an
organizational capability). Therefore, lack of relevant technical
knowledge and skills can hinder firms from implementing green
procurement (Islam et al., 2016). Thus, we consider that GTKS is
positively associated with green procurement implementation.
From the perspective of NRBV, this study holds that GTKS will
mediate the relationship between top management support and
green procurement. Our reasoning is that although top manage-
ment might support the idea of implementing green procurement,
the actual implementation might be hindered by their lack of
technical knowledge resources. Since training plays an important
role in constructing and transferring knowledge resources (Sarkis
et al., 2010), lack of GTKS may be an important obstacle impeding
firms’ implementation of environmental practices. As an environ-
mental practice, green procurement faces the same obstacle. When
top managers support a firm’s implementation of green procure-
ment, they may overcome the obstacles impeding their imple-
mentation of green procurement by promoting GTKS in the firm
4 J. Liu et al. / Journal of Cleaner Production 251 (2020) 119674
(Kumar et al., 2019; Unnikrishnan and Hegde, 2007). In other
words, top management’s support for green procurement may
affect the success of green procurement practices through GTKS.
Therefore, we proposed the following additional hypothesis:
H2b. Green training on technical knowledge and skills mediates
the positive relationship between top management support and
green procurement.
2.2.3. Moderated mediation effects of CSR culture
Both organizational culture and green training, as factors related
to human resources, play important roles and are thus receiving
more scholarly attention (Busaibe et al., 2017; Jabbour, 2011;
Jabbour et al., 2019; Jabbour and de Sousa Jabbour, 2016). Organi-
zational culture refers to the content commonly shared by an or-
ganization’s members (Schein, 2004), and this includes firms’
environmental practices (Carter and Jennings, 2004; Kumar et al.,
2019). Another related field, CSR, refers to an organization’s
voluntary consideration of social and environmental issues, espe-
cially in its interactions with stakeholders (European Commission,
2001). CSR usually involves economic, social, and environmental
dimensions (Reverte et al., 2016). It has received increasing atten-
tion in recent years (Carroll and Shabana, 2010; Lindgreen and
Swaen, 2010), and it is associated with the environmental prac-
tices of firms. This study suggests that CSR culture is especially
worthy of attention in the field of green procurement, and more so
than other organizational subcultures, such as clan culture (Miao
et al., 2012) and adhocracy culture (Pasricha et al., 2018).
CSR culture is defined as the set of common meanings based on
the concept of sustainable development that gives an organization
its own unique character of ethics, fairness, and transparency in
social groups and environment (Duarte, 2010). It enables organi-
zation members to reach consensus on a range of CSR-related as-
sumptions, values, and beliefs (Yu and Choi, 2016). It is affected by
factors such as government pressure, competitor pressure, and
customer pressure. It may also be related to organization perfor-
mance (Rizzi et al., 2018; Phillips et al., 2019). Although few studies
have explored the relationship between CSR culture and green
procurement, this study does not explore whether CSR culture is
directly related to green procurement. However, from the
perspective of NRBV, CSR culture can be considered an organiza-
tional resource. Especially, since environmental issues are a part of
CSR, CSR culture has a relationship with the values and beliefs or-
ganization members hold regarding the environment, and these
values and beliefs may affect the mediating effect of the hypothesis.
In other words, CSR culture may interfere in how top management
support affects green procurement through green training.
The level of CSR culture varies from firm to firm, and CSR may
moderate the mediating effect of GTAR between top management
support and green procurement. Under the condition of higher-
level CSR culture, an organization has a higher CSR-related com-
mon assumptions, values, and beliefs; therefore, organization
members can better perceive CSR (Quazi, 2003) and have a higher
respect for the environment (Duarte, 2011). Thus, it may be easier
for members to be fully aware of and understand green procure-
ment. Meanwhile, in an organization that incorporates CSR culture,
members may pay more attention to environmental issues
(Ferna ndez et al., 2003), which makes it easier for them to under-
stand the responsibility of implementing green procurement.
Therefore, an organization’s response to top management support
may be less affected by the lack of GTAR. That is, the organization
may be less dependent on such training. For firms with lower-level
CSR culture, GTAR may still be an important way to be fully aware of
and understand green procurement.
Although the level of CSR culture varies from firm to firm, this
study considered that CSR culture may not moderate the mediating
effect of GTKS between top management support and green pro-
curement. In firms with higher-level CSR culture, organization
members might focus more on environmental issues (Ferna ndez
et al., 2003), and they might also have a fuller awareness of and
responsibility for green procurement. However, the success of
green procurement practices requires not only awareness and re-
sponsibility, but also expertise and skills, such as cooperation with
suppliers for environmental purposes, auditing suppliers’ internal
green management, and evaluation of second-tier suppliers (Zhu
et al., 2008). Honing such expertise and skills presents a new
problem for organizations with different levels of organizational
culture, but training is the primary way organizations acquire
expertise and skills (Sarkis et al., 2010). Therefore, regardless of the
level of CSR culture, organizations need to rely on GTKS.
Based on the above discussion, we propose the following two
hypotheses.
H3a. As CSR culture is stronger, green training on awareness and
responsibility will have a weaker mediating effect on the rela-
tionship between top management support and green
procurement.
H3b. Whether the CSR culture is stronger or weaker, there will be
no significant difference in the mediating effect of green training on
technical knowledge and skills on the relationship between top
management support and green procurement.
The conceptual model of this study is shown in Fig. 1.
3. Methodology and results
3.1. Procedure and participate
In order to answer the RQ and test the five hypotheses presented
above, this study obtains data via questionnaires. For the prepara-
tion of the questionnaire, we refer to Churchill (1979). We first
identified the research constructs through literature review. Sec-
ond, we selected the most appropriate items for our constructs, and
prepare a preliminary questionnaire. Third, we sent it to seven MBA
students and procurement practitioners, and asked them to check
its clarity and readability. Fourth, we invited three management
professors and doctoral students to evaluate the content validity of
the questionnaire, and then made minor modifications according to
their opinions. Finally, since the research object of this study is
Chinese firms, we employed professional English translators to
conduct English-Chinese and Chinese-English translations to
ensure the equivalence of the constructs (Lin et al., 2013).
This study selected Sichuan province and City Chongqing as its
survey area. Located in southwestern China, Sichuan and Chongq-
ing are important bases for China’s manufacturing and electronic
information industries. Meanwhile, both of them are located in
upstream of the Yangtze River, and they are facing great pressure
from ecological environment. So they have been highly valued by
the nation. Therefore, they are another better area for GSCM
research besides the eastern coastal areas of China (Feng et al.,
2018). In addition, the Central Environmental Protection Inspector
Group has been stationed in Sichuan and Chongqing in the past two
years, enabling more firms to realize the importance of green
procurement and take actions.
We have entrusted the questionnaire company operated by
Shanghai Loop Information Co., Ltd. to help us distribute and collect
data. The questionnaires were distributed online on July 2019. This
data collection method has been widely used (Xue et al., 2016; Wu
et al., 2019). This study adopted a convenient sampling method
(Zhu and Sarkis, 2004) to distribute the questionnaires to the
 J. Liu et al. / Journal of Cleaner Production 251 (2020) 119674
Fig. 1. The moderated mediation conceptual model.
management or procurement managers of manufacturing firms in
Sichuan and Chongqing. In order to reduce the problem of common
method variance (CMV), we guaranteed the anonymity of the
questionnaire. Meanwhile, with reference to the suggestions of
Chang and Eden (2010), we randomly arranged the questions of the
questionnaire. In addition, the respondents of this study have
professional knowledge of procurement, which also decreases the
impact of CMV (Narayanan et al., 2011). Considering China’s back-
ground, besides industry type and firm size, respondents can
choose not to provide other personal and firm information in order
to reduce the common rater effect (Zhu et al., 2013).
According to a previous study (Dai et al., 2014), our target in-
dustry is manufacturing, namely the C-13 ~ C-43 categories listed in
the industry classification of China’s national economy, including
furniture, electronics, information, automobiles, etc.(China
Standardization Administration, 2017). A total of 171 valid ques-
tionnaires were obtained, the attributes of the firms under this
survey are as follows. According to firm size (National Bureau of
Statistics, 2017), there are 18 (11% of total validity questionnaires)
large firms (with employees over 1000), 53 (31%) medium-sized
firms (with 300e1000 employees) and 100 (58%) small firms
(with employees under 300). According to industry, 52 (30% of total
validity questionnaires) firms belong to furniture manufacturing
industry (C-21), 39 (23%) firms belong to automobile
manufacturing industry (C-36), 32 (19%) firms belong to computer,
communication and other electronic equipment manufacturing
industry (C-39), and 48 (28%) firms belong to other industries
(28%).
3.2. Measures and measurement model
This study has measured 5 constructs with a total of 27 items. All
items use Likert 5 point scale. 3 items are used to measure top
management support (TMS) (Carter and Jennings, 2004). 7 items
are used to measure green training (GTAR and GTKS) (Teixeira et al.,
2016). It is worth noting that GTAR and GTKS are two independent
constructs because green training is divided into GTAR and GTKS. 5
items are used to measure CSR culture (CSRC) (Yu and Choi, 2016). 5
final items are used to measure green procurement (GP) (Zhu et al.,
5
2008). The specific items of the 5 constructs are presented in
Table 1. Besides, we also introduce a control variable, namely the
firm’s scale (Zhu and Sarkis, 2007). According to the resent actual
situation in China (National Bureau of Statistics, 2017), we divide
firms into large firms, medium firms and small firms.
Next, we analyze the reliability and validity of the questionnaire
(Fornell and Larcker, 1981). We first test the Cronbach’s-alpha value
of each construct for checking their reliability. Then, we use a
confirmatory factor analysis (CFA) to calculate the factor load,
composite reliability (CR) and average variance extraction (AVE) of
each construct item for checking the convergent validity. We finally
test the correlation coefficient and the square root of AVE of each
construct for checking the discriminant validity. The test results are
presented in Tables 1 and 2.
From Table 1, we find that the fitting indicators of the mea-
surement model are good (Chi2 ¼ 506.471, df ¼ 314, Chi2/df ¼ 1.613,
CFI ¼ 0.945, TLI ¼ 0.939, RMSEA ¼ 0.060). All of them reach the
corresponding standards (Kline, 2005; Kam and Bond, 2008),
indicating that the measurement model fits the data well. The
Cronbach’s-alpha value and CR of each construct exceed 0.7
(O’Leary-Kelly and Vokurka, 1998), and AVE exceeds 0.5 (Fornell
and Larcker, 1981). This shows that the questionnaire and con-
structs in this study have high reliability and convergent validity.
From Table 2, we find that the correlation coefficient of each
construct does not exceed 0.7, which preliminarily indicates
discriminant validity (Hair et al., 2010). Next, through comparing
the square root of AVE with the correlation coefficient, we find that
none of the correlation coefficients exceed the minimum square
root of AVE, indicating that the discriminant validity is higher (Hair
et al., 2010). The above tests show that the constructs and scales
have good reliability and validity.
3.3. CMV and non-respondent bias
We have used four methods to examine the potential CMV. First,
Harman one factor method based on exploratory factor analysis
(EFA) is used in this study (Podsakoff et al., 1990). We use the EFA of
principal component analysis (PCA). The first factor (mot rotated)
explains 36.687% of the total variation. It is below the threshold
6 J. Liu et al. / Journal of Cleaner Production 251 (2020) 119674

Table 1
Factor loading and constructs reliability and validity.

Constructs (All items are measured by Likert 5-point scale) Std. FL t Con-a CR AVE

1. Top management support for green procurement 0.857 0.863 0.679

The examples top-management provides 0.740 fixed
Requirements made by senior management 0.822 10.428
Top-down initiatives 0.902 10.962
2. Green training of awareness and responsibility
Contents of GTAR are raised through a systematic analysis of training gaps and needs 0.787 fixed 0.919 0.919 0.620
The responsibilities and duties of official green trainers are precisely defined 0.777 10.964
GTAR is offered to all employees (including outsourced) 0.802 11.403
There are adequate assessments of employees’ performance after attending GTAR sessions 0.751 10.498
Generally, employees are satisfied with the GTAR offered 0.817 11.688
The topics approached during GTAR are appropriate and current for company activities 0.800 11.376
Employees who receive GTAR have the opportunity to apply green knowledge in everyday activities 0.775 10.929
3. Green training of technical knowledge and skills
Contents of GTKS are raised through a systematic analysis of training gaps and needs 0.774 fixed 0.934 0.934 0.670
The responsibilities and duties of official green trainers are precisely defined 0.829 11.814
GTKS is offered to all employees (including outsourced) 0.789 11.095
There are adequate assessments of employees’ performance after attending GTKS sessions 0.819 11.636
Generally, employees are satisfied with the GTKS offered 0.839 11.993
The topics approached during GTKS are appropriate and current for company activities 0.838 11.963
Employees who receive GTKS have the opportunity to apply green knowledge in everyday activities 0.837 11.953
4. CSR organizational culture 0.927 0.934 0.740
The employees have a strong degree of awareness on the CSR 0.889 fixed
Our leader believes and values the adoption of CSR 0.825 14.475
Our organization develops strategy on the CSR activities 0.889 16.807
Our organization has the CSR training program for the employees 0.860 15.709
Our organization keeps a special department/person for CSR management 0.836 14.844
5. Green procurement practice 0.934 0.927 0.719
Eco labeling of products 0.901 fixed
Cooperation with suppliers for environmental objectives 0.834 15.061
Environmental audit of suppliers’ internal management 0.845 15.457
Suppliers’ ISO 14000 certification 0.850 15.665
Second-tier supplier environmentally friendly practice evaluation 0.806 14.079

Notes. GTAR ¼ Green training of awareness and responsibility, GTKS ¼ Green training of technical knowledge and skills, Std. FL¼ Standard factor loading, t ¼ Critical ratio, Con-
a ¼ Cronbach’s-alpha, CR¼ Composite reliability, AVE ¼ Average variance extraction.

value 40% or 50%.
Second, Harman single factor method based on CFA is used in
this study (Podsakoff et al., 2003). We load all items on the same
latent variable, develop a one-factor model and fit the model with
CFA. The fitting result (Chi2 ¼ 2209.276, df ¼ 324, Chi2/df ¼ 6.819,
CFI ¼ 0.463, TLI ¼ 0.419, RMSEA ¼ 0.185) is obviously worse than
our measurement model (Measurement model fit: Chi2 ¼ 506.471,
df ¼ 314, Chi2/df ¼ 1.613, CFI ¼ 0.945, TLI ¼ 0.939, RMSEA ¼ 0.060).
Third, this study also uses the CMV factor method (Podsakoff
et al., 2003). We add a potential CMV factor to the original mea-
surement model, set all other items equal to each path of the CMV
factor and fit the model with CFA. The fitting result (Chi2 ¼ 489.083,
df ¼ 313, Chi2/df ¼ 1.563, CFI ¼ 0.950, TLI ¼ 0.944, RMSEA ¼ 0.058)
shows no significant difference with our measurement model. In
addition, the difference of the CFI indicator between the two
models is 0.005 (0.950e0.945), which is lower than the recom-
mended threshold 0.05 (Little, 1997).
Fourth, referring to Lindell and Whitney (2001) and Wei et al.
(2017), we use marker variable method to test potential CMV. The
smallest and second smallest correlation coefficients should be
chosen as marker variables (Malhotra et al., 2006). In this study, we
select the correlation coefficient 0.027 between GTKS and CSRC, and
the correlation coefficient 0.058 between CSRC and GP as marker
variables. In Table 2 we calculate the revised correlation co-
efficients. We find the significant correlation coefficient does not
decrease. In summary, potential CMV does not seriously affect our
study.
To test the potential non-respondent bias, we use independent
sample T test to test the questionnaires that are early returned and
subsequently returned (Armstrong and Overton, 1977). The test
result shows no significant difference between the two groups
(P > 0.05, two-tailed). Therefore, the non-response bias of this
study does not need special consideration.
3.4. Hypotheses testing
We use linear regression to test our hypotheses. The PROCESS
macro is used for data analysis (Hayes et al., 2017), and this method
has been widely used (Fisher et al., 2012). Our test includes direct
effect analysis, multiple mediation effect analysis, and analysis of

Table 2
Descriptive and correlation analysis.

Construct Mean SD 1 2 3 4 5

1.TMS 3.088 1.135 0.824(0.679) 0.375*** 0.452*** 0.133* 0.515***

2.GTAR 2.711 1.069 0.392*** 0.787(0.620) 0.353*** 0.042 0.436***
3.GTKS 3.049 1.086 0.467*** 0.370*** 0.819(0.670) MV 0.631***
4.CSRC 2.847 1.292 0.156** 0.068 0.027 0.860(0.740) 0.032
5.GP 3.201 1.153 0.528*** 0.451*** 0.641*** 0.058 0.848(0.719)

Notes. The values on the cross diagonals represent the square root of AVE, and (AVE). The values below the cross diagonals represent the unadjusted correlations. The values
above the cross diagonals represent the CMV-adjusted correlations (Lindell and Whitney, 2001). MV ¼ marker variable. *** ¼ p  0.01, ** ¼ p  0.05, * ¼ p  0.1, two-tailed.
 J. Liu et al. / Journal of Cleaner Production 251 (2020) 119674 7

Table 3
Mediation effects of GTAR and GTKS.

Mediation model Effect SE 90% CI Hypotheses

Lower Upper

Total effect 0.536 0.065 0.428 0.643

Direct effect 0.253 0.064 0.148 0.359 H1: supported
Indirect effects-total 0.282 0.053 0.200 0.378
Indirect effects-GTAR 0.072 0.026 0.031 0.115 H2a: supported
Indirect effects-GTKS 0.210 0.051 0.133 0.297 H2b: supported
Indirect effect contrast (GTAR vs. GTKS) 0.138 0.060 0.243 0.045

Note. SE¼ Standard error. CI¼ Confidence interval. Method ¼ bootstrap bias-corrected percentile method, bootstrap times ¼ 1000. The effects shown are non-standardized
effects.

moderated mediation effect. Following the approach of Newton
et al. (2015), we first test the direct effect analysis and mediating
effect, and then add the moderating variable to the model for
testing. The specific test procedures and methods refer to Hayes
(2018). In this study, we use bootstrap analysis method with
1000-times repeated sampling. The confidence interval (CI) is set at
90%, and the bias-corrected percentile method is used for sampling.
If 0 is not included between the lower and upper limited of the CI,
the corresponding effect is significant. Particularly, we have
centralized the moderating variable before analyzing the moder-
ating effect (Jaccard et al., 1990). The specific analysis results are
presented in Tables 3 and 4. Furthermore, with reference to
Preacher et al. (2007), we have graphed the moderated mediation
effect, which is shown in Figs. 2 and 3.
From Table 3, we find that the direct effect is significant, indi-
cating H1 is supported. The indirect effects-total, indirect effects
GTAR and indirect effects GTKS are all significant, indicating H2a
and H2b are supported. The CSR culture has a moderating effect
on mediator GTAR at low and medium levels, and the moderating
effect decreases with the increase of CSR culture level. Meanwhile,
the CSR culture even has no moderating effect on mediating effect
at high level. Therefore, H3a is supported. Similarly, H3b is not
supported because the CSR culture shows a negative mediating
effect on mediator GTKS.
4. Discussion
Our empirical results support H1, H2a, H2a, and H3a. Regretfully,
H3b is not supported. Surprisingly, we find that the higher the CSR
culture, the lower the mediating effect of GTKS on top management
support and green procurement. One reasonable explanation may
be the “self-directed learning” of organization members. Self-
directed learning is a learning method in which individuals
realize the need of learning, seek learning resources, manage the
learning process, and evaluate the learning result (Candy, 1991). It is
an individual attribute of organization members (Brockett and
Hiemstra, 1991), and the organizational culture is a key factor
affecting self-directed learning (Park and Kwon, 2004).
For this study, when top management supports green procure-
ment, the organization members of the firm with higher CSR cul-
ture may acquire technical knowledge and skills of green
procurement through self-directed learning. Thus, they do not rely
on relevant training. Specifically, compared with organizations
with lower CSR culture, organizations with higher CSR culture may
better manage environmental issues (Maon et al., 2010; Barker
et al., 2014). This foundation of better environmental manage-
ment gives members a greater ability to acquire necessary technical
knowledge and skills through “self-directed learning.” For example,
even if at the beginning employees do not have the knowledge and
skills required for green procurement, they may have other types of
environmental practice knowledge, such as green supplier devel-
opment (Blome et al., 2014). Therefore, they can quickly acquire
technical knowledge and skills through independent access to in-
formation and learning from industry peers, such as peers with
advanced environmental practices that they encounter through
green supplier development.
Another assumption is that organizations with higher CSR cul-
ture may have a greater organizationaleindividual fit in environ-
mental practices. When the fit is better, the members are more
active in green-related responsibilities (for example, green pro-
curement) (Kristof, 1996). When top management supports green
procurement, members may more motivated to acquire relevant
knowledge and skills through self-directed learning. In summary,
improving CSR culture makes the influence of top management
support on green procurement less dependent on GTKS.
It is also worth discussing why the direct relationship between
CSR culture and green procurement is not strong. As Table 2 shows,
the correlation coefficient between CSRC and GP is not high, even
though some studies find that CSR culture is related to CSR prac-
tices (Phillips et al., 2019; Yu and Choi, 2016). The reason may be

Table 4
Conditional process of TMS on GP at different levels of CSRC.

Moderated mediation model Moderate Effect SE 90% CI Hypotheses

Lower Upper

At different levels of CSRC, the effect of TMS on GP via GTAR H3a: supported
1 SD (CSR culture) 1.292 0.140 0.061 0.035 0.238
Mean 0 0.071 0.026 0.032 0.117
þ1 SD 1.292 0.006 0.021 0.030 0.038

At different levels of CSRC, the effect of TMS on GP via GTKS H3b: not supported

1 SD (CSR culture) 1.292 0.248 0.082 0.120 0.393

Mean 0 0.207 0.049 0.131 0.289
þ1 SD 1.292 0.141 0.056 0.047 0.231

Note. SE¼ Standard error. CI¼ Confidence interval. Method ¼ bootstrap bias-corrected percentile method, bootstrap times ¼ 1000. The moderator has been mean-centred
before calculation. The effects shown are non-standardized effects.
8 J. Liu et al. / Journal of Cleaner Production 251 (2020) 119674
Fig. 2. At different levels of CSRC, the effect of TMS on GP via GTAR.
that even if firms with higher CSR culture can pay more attention to
environmental practices, green procurement is just one of many
environmental practices, and green procurement may not be the
most economical environmental practice in the short term (Eltayeb
et al., 2011). Firms may prefer symbolic environmental practices,
such as ISO 14001 certification, as well as environmental practices
that are more greenwashing than green (Testa et al., 2018). This
may creates a low correlation between CSR culture and green
procurement.
From another perspective, although CSR contains environ-
mental dimensions, it is not solely about environmental issues; the
social dimension is also very important (Duarte, 2010). In this study,
we investigated small- and medium-sized firms, and these may
have been more inclined to practice the social dimension of CSR,
such as improving employee welfare, than large-sized companies. It
is noteworthy that a recent study shows that green organizational
culture, which focuses more on environmental issues than CSR
culture, may have a stronger relationship with environmental
performance (Roscoe et al., 2019). These two different factors
deserve further research (CSR culture vs. green culture).
4.1. Theoretical contributions
Based on the theoretical perspective of NRBV, this study ex-
amines the relationship between top management support and
green procurement, and it also explores their influence mechanism.
The study offers the following theoretical contributions.
First, we re-examine existing knowledge in the Chinese context.
We examined the close relationship between top management
support and green procurement in Mainland China, the biggest
developing country. Our study not only supports the findings of Yen
and Yen (2012) and Dai et al. (2014), but also those of recent studies
on the importance of top management (El-Kassar and Singh, 2019;
Singh et al., 2019c, 2020). The results once again emphasize the
importance of top management support as a critical internal factor
(Kannan et al., 2014).
Second, this study explores the influence mechanism of top
management support on green procurement. We conduct an in-
depth research by highlighting the mediating effect of green
training between top management support and green procure-
ment. The moderated multiple mediation model developed by this
study helped reveal the influence mechanism. Our conceptual
model better explains the motivation of green procurement prac-
tice in firms, thus expanding current knowledge (Blome et al., 2014;
Carter and Jennings, 2004; Dai et al., 2014; Giunipero et al., 2012;
Hoejmose and Adrien-Kirby, 2012; Huang and Yang, 2015; Yen
Fig. 3. At different levels of CSRC, the effect of TMS on GP via GTKS.
and Yen, 2012). It answers Dai et al.’s (2014) call for in-depth
research on this relationship, as well as Jabbour and de Sousa
Jabbour’s (2016) call for introducing green training into research
on GSCM and green procurement.
Third, this study comprehensively examines two types of green
training. Following Longoni et al. (2018), we explore green pro-
curement, a specific green human resources intervention. We not
only explore the mediating role of green training, but also divide
green training into training focused on awareness and re-
sponsibility (GTAR) and training focused on technical knowledge
and skills (GTKS). Further, we explore the effects of different green
training contents. This answers Sarkis et al.’s (2010) call for more
in-depth research on green training and serves as an extension of
Singh et al. (2019a) and Singh and El-Kassar (2019). Interestingly,
although both GTAR and GTKS can mediate the relationship be-
tween top management support and green procurement, the sta-
tistical results show that there is a significant difference between
the two mediating effects, with the mediating effect of GTKS being
stronger.
Similar results are also found in the green procurement in public
sectors (Liu et al., 2019). In other words, the research results show
that knowing the “how” through green training plays a stronger
role in promoting green procurement practices than knowing the
“why.” This may be because green procurement requires more
technical knowledge and skills; therefore, knowing relevant tech-
nical knowledge and skills is an essential factor in green procure-
ment practices. GTAR can help employees know why green
procurement is implemented, while GTKS can help employees
understand how to implement green procurement. GTKS provided
by firms can better reflect the importance that firms attach to green
procurement, because those organizations have upgraded green
procurement from an ideological level to an operational level.
Fourth, we incorporate CSR organizational culture into green
procurement research. The introduction of CSR culture as a
moderating variable provides a detailed understanding of the
extent to which organizations affect green procurement. This
echoes Walker et al.’s (2012) call for further research, and also
expands research on CSR culture and the organizational culture
(Jabbour et al., 2019).
4.2. Managerial implications
Through the findings of this study and issues raised in the above
discussion, we offer the following management implications. First,
top management support is very important for firms looking to
achieve green procurement. If an organization wants to better
 J. Liu et al. / Journal of Cleaner Production 251 (2020) 119674
practice green procurement and secure green supply chains and
other green capabilities, top management need to actively support
these efforts. The significant indirect effects highlight the fact that
top management support does not only have a direct impact on
green capabilities (Dai et al., 2014), but also indirectly affects green
capabilities by influencing other green human resource factors,
such as training. This finding enables top management to better
understand how to promote the greening of an organization.
Second, firms need to attach more importance to green training.
The importance of green training has been reflected in this study
and other relevant studies (Sarkis et al., 2010; Singh et al., 2019a),
suggesting that it is necessary for firms to attach importance to
green training. However, the connotation of green training is rich,
and the contents and types of training are also different
(Unnikrishnan and Hegde, 2007). Choosing the appropriate content
and type of training are also important. This study tests green
training in two different content areas. Although our empirical
results show that GTKS has a stronger mediating effect, it does not
mean that GTAR is not important. GTAR is of great significance to
the medium- and long-term green development of firms. In Table 2,
the mean value of GTAR is lower than that of GTKS, suggesting that
the Chinese firms studied require more training in the area of green
awareness and responsibility.
Third, the results of this study suggest that firms need to pay
more attention to organizational cultures. CSR culture plays a
special role in organizations’ green practices. If managers can
improve their organizations’ CSR culture, this will be of great help
to the greening of the organization and even reduce the need for
investment in other human resource areas such as green training.
However, this study has provides only a preliminary exploration of
CSR culture, and it needs to be explored further.
Finally, the findings of this study are based on NRBV theory. Its
results suggest that firms need to mobilize adequate resources,
especially human resources, to support organizations in better
green practices, including green procurement. This poses a greater
challenge to organizations and its top management.
5. Conclusion
This study, centering on Chinese manufacturing firms, develops
a moderated multiple mediation model aims to uncover the in-
fluence mechanism between top management support and green
procurement. It concludes that top management support is posi-
tively associated with green procurement. This relationship is
mediated by both green training of awareness and responsibility
(GTAR) and green training of technical knowledge and skills (GTKS),
although GTKS has a stronger mediating effect. The study also finds
that the CSR culture of firms could negatively moderate these two
mediating effects. These results answer the RQ we have raised.
5.1. Implications for cleaner production
Green procurement plays an important role in cleaner produc-
tion. On the one hand, green procurement contributes to cleaner
production within firms. Since procurement plays the role of
gatekeeper, green procurement can control the raw materials
entering a firm, ensuring that they are green, thus reducing the
environmental impact of raw materials in the production process
and supporting cleaner production. On the other hand, green pro-
curement can affect the clean production of upstream firms; pur-
chasing assumes a critical cross-spanning function in the supply
chain that can influence firms’ suppliers.
In view of the significance of green procurement, the implica-
tions for cleaner production and sustainability are as follows. First,
top managers should actively support green procurement. Second,
9
firms should use green training to cultivate employees’ green
awareness and responsibility and to increase their green technical
knowledge and skills. This can help overcome barriers at the
ideological and operational levels, encourage employees to
consciously reduce waste sources during procurement, and
implement cleaner production to reduce pollution and wastage of
resources. Third, firms should actively promote CSR, which can
heighten employees’ awareness and reduce the environmental
impacts of the procurement and production processes. This not
only helps the greening of organizations but may also reduce
dependence on green training. Finally, green procurement is only
the first step along the path to cleaner production. As Jabbour and
Renwick (2018) have said, future studies should explore more
deeply how the human side of organizations can support green
productive processes.
5.2. Limitations and future research
There are some limitations to this study. The first related to the
questionnaire survey. Self-reported data collected may not reflect
objective reality. Respondents who know more about or who
actively practice green procurement, GSCM, and green training may
have been more willing to fill out the questionnaire, and this would
have resulted in “overvaluation” in our constructs. In addition, the
sample size and survey area are not large, which may have affected
the robustness of our results. The second limitation relates to
causality. The nature of the data used in this study is cross-
sectional, which makes it difficult to explain causality. Therefore,
future research may require the use of panel data to provide reliable
insights and causal discussion.
This study highlights the need for future research. This research
mainly explores the influence between top management support
and green procurement. Future research should explore the rela-
tionship between other GHRM factors (e.g., green employment,
green performance evaluation) and the important functions of
GSCM (e.g., green design and green manufacturing) and their in-
fluence mechanism. Meanwhile, future research should not only
study green SCM and procurement but also sustainable SCM and
procurement (de Sousa Jabbour et al., 2018), and it should explore
more dimensions (e.g., social) based on a sustainability framework,
not just the environmental dimension (Jabbour et al., 2017a).
Author contribution section
Conceptualization, J. Liu and Y. Liu; formal analysis, J. Liu.; sur-
vey and data curation, L. Yang and J. Liu.; writingdoriginal manu-
script preparation, J. Liu and Y. Liu; writingdreview and editing, J.
Liu and L. Yang; supervision, J. Liu.
Declaration of competing interest
None.
Acknowledgements
This study is supported by The National Social Science Fund of
China [Grant number: 15XZZ011] and MOE (Ministry of Education
in China) Project of Humanities and Social Science [Grant number:
18YJC630218].
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