Small and medium-sized enterprises (SMEs) play a critical role in achieving environmental sustainability, particularly in developing economies where regulatory enforcement and resource constraints remain significant challenges. Drawing on Institutional Theory, this study examines how green leadership influences environmental performance in Ghanaian SMEs, with digital innovation as a mediating variable and environmental culture as a moderating variable. Institutional Theory provides the conceptual foundation for explaining how normative pressures embedded in leadership values and organizational culture, alongside mimetic pressures associated with digital innovation adoption, shape firms’ environmental outcomes. Using survey data collected from SMEs in Ghana and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM), the results revealed that green leadership has a significant positive effect on both digital innovation and environmental performance. Digital innovation also significantly enhances environmental performance and partially mediates the relationship between green leadership and environmental performance. Notably, the findings demonstrated that environmental culture significantly moderates the relationship between digital innovation and environmental performance, with the effect stronger in organizations with a well-developed environmental culture. This indicates that internalized environmental values amplify the effectiveness of digital innovation initiatives. The study contributes to the sustainability and organizational literature by extending Institutional Theory to the SME context in a developing economy and by clarifying the conditional role of environmental culture in translating digital innovation into superior environmental performance. Practically, the findings suggest that SME leaders and policymakers should promote environmentally oriented leadership, invest in digital innovation, and cultivate strong environmental cultures to enhance sustainability outcomes.

Sustainable leadership matters, spreads and lasts. It is shared responsibility, that does not unduly deplete human or financial resources, and that cares for avoids exerting negative damage on the surrounding educational and community environment. In fact, sustainability does not simply mean whether something can last. It addresses how particular initiatives can be developed without compromising the development of others in the surrounding environment, now and in the future. Sustainable leadership is one of the most valued characteristics that employers and stakeholders are looking for, especially in this new fast changing market. Having a good Leadership sense is essential for the success of a company and for its collaborative working environment. Leadership is usually linked with sustained learning, success, diversity, capacity and maintaining a continuous development of other team members and coworkers. However, various authors are debating and discussing how we define good and sustainable leadership and what we expect from a leader to do, but few of them are raising the question how we can build and create leaders?. We present in this paper an overview of leadership definition and the challenges set by this important and complex concept. We propose a vision based on four pillars to create an adequate environment to build leaders. We present and describe our perspective on what we need to provide and establish as a company or a community in order to create an effective team of leaders in the perspective of the new requirements of the market and the expectations of companies.

Presented article takes a study done by researchers Davari & Strutton in the US in 2014 and replicated the same approach and methodology in evaluating how green marketing mix elements (product, price, promotion, place) influence brand associations, grand loyalty, perceived brand quality, and brand trust, in the context of retail chain stores in Czechia. The reason for this is the fact that the issue of reconciling pro-environmental beliefs of consumers with their real behavior is still topical. Businesses need to be careful with their green claims and focus on authentic green marketing in order to attract and retain the trust of environmentally conscious consumers in the long term. The research employs quantitative data analysis, drawing data from the survey, which was run online for five weeks and collected 4700 responses. The respondents are people who live in Czechia and have shopped in one of five stores at least during the last month. The reason for focusing on the Czechia is primarily the fact that green marketing is basically only on the rise here, while greenwashing still remains a significant problem. Six hypothesis were formulated, and linear regression analysis was used to test them. Key findings of the research revealed that green products and promotions positively influence brand associations and perceived brand quality, while green promotions significantly enhance brand loyalty and trust. Additionally, there was observed influence of consumers´ environmental concerns and consideration of future consequences significantly moderating the relationship between green marketing and brand equity. The findings provide insight for businesses to integrate green marketing strategies to increase brand trust, loyalty, and perceived quality while environmentally conscious consumers.

Indonesia ranks as the second-largest source of plastic garbage in marine areas, behind China. This is a critical problem that emphasises the need for synergistic endeavors to safeguard the long-term viability of marine ecosystems. The objective of this work is to examine the implementation of the Penta Helix model in the management of marine plastic trash. For this purpose, a Systematic Literature Review (SLR) was carried out, utilizing scholarly papers sourced from the Science Direct, Scopus, and Web of Science databases. The analysis centred on evaluating the Penta Helix model as a cooperative framework for tackling plastic waste management in the marine environments of Indonesia and China. The results suggest that the Penta Helix methodology successfully enables the amalgamation of many interests and resources, making a valuable contribution to the mitigation of plastic pollution in the waters of both nations. In order to advance a more comprehensive and sustainable approach to plastic waste management, this multidisciplinary plan brings together stakeholders from government, academia, business, civil society, and the media. Under this framework, the government is responsible for formulating laws, guidelines, and programs to decrease the use of disposable plastics and improve waste management infrastructure, all while guaranteeing adherence to environmental constraints. Simultaneously, the industrial and academic sectors are responsible for creating sustainable technology and pioneering business strategies, while civil society, in collaboration with the media, has a crucial role in increasing public consciousness regarding the destructive effects of plastic trash. This comprehensive strategy emphasizes the need of synergistic endeavors in tackling the intricate issues of marine plastic contamination.

Plastic products are items that we use every day around us, and their replacement speed are very fast, so that to recycle waste plastic has become the focus of environmental problems. This study has proposed an optimized circular design for the recycle plant of waste plastic, therefore, and our proposed strategy is to build a new tertiary recycling plant to reduce the total generation amount of the derived solid plastic waste from ordinary and secondary recycling plants and the semi-finished products from secondary recycling plant. Results obtained from a real recycle plant has showed that to recycle the tertiary waste plastic in a tertiary recycling plant, the finished products produced from a secondary recycling plant accounts about 27% of ordinary waste plastic, and the semi-finished products that mainly is scrap hardware accounts about 1% of ordinary waste plastic. Other derived solid plastic waste accounts for 6% of ordinary plastic waste. Therefore, if the ordinary, secondary and tertiary recycle plant can be set all-in-one, it can reduce the total generation amount of derived solid plastic waste from 34% to 6%, without and with a tertiary recycling plant, respectively. It can also increase the operating income of the secondary recycle plant and the investment willingness of the new tertiary recycle plant.