This study aims to examine the organisational drivers that motivate small- and medium-sized enterprises (SMEs) to adhere to green public procurement (GPP). Drawing on the resource-based view, the authors investigate how environmental organisational culture (EOC), green training programmes (GTP) and managerial vision for sustainability (MVS) influence GPP motivation. By identifying how these internal resources interact, the study addresses the gap in understanding why SMEs – despite their relevance in the economy – are less engaged in GPP. The research contributes to sustainability management literature and provides insights into how SMEs can leverage internal drivers to advance sustainable procurement practices.
The authors conducted an empirical analysis of 206 SMEs in Andalusia (Spain), a region where SMEs dominate the economy. Data were collected using a structured questionnaire and analysed through moderated mediation regression models, using Hayes’ PROCESS macro. EOC was examined as an explanatory variable, GTP as a mediator and MVS as a moderator of the relationship between EOC and GPP adherence. Harman’s single-factor test was applied to control for common method variance, and steps were taken to minimise social desirability bias. This design ensured robust insights into the organisational mechanisms underpinning SMEs’ motivation to engage in GPP.
Results show that both EOC and GTP positively affect SMEs’ motivation to adhere to GPP, although the effects remain modest. Contrary to expectations, GTP did not mediate the relationship between EOC and GPP adherence, and MVS exhibited a negative moderation, weakening the EOC–GPP link. These findings suggest that when managerial commitment to sustainability is strong, firms are more likely to pursue environmental initiatives independently rather than as a response to GPP requirements. Overall, the study highlights the nuanced roles of organisational culture, training and leadership vision in shaping SMEs’ motivations for sustainable procurement.
This study focuses on SMEs in Andalusia, which may limit generalisability to other regions or larger organisations. The reliance on self-reported cross-sectional data may also introduce response bias and prevent causal inference. Nonetheless, the findings extend the resource-based view by clarifying the distinct and interactive roles of culture, training and leadership in sustainability adoption. Future research should use longitudinal or comparative designs across regions and firm sizes to capture the evolving dynamics of GPP motivations. These insights highlight the complexity of internal drivers in sustainability strategies, providing a foundation for further theoretical and empirical work.
SME managers can strengthen GPP engagement by embedding pro-environmental values in their organisational culture and offering green training to employees. However, leadership vision must balance support with cultural empowerment, as excessive top-down emphasis may reduce the motivational role of organisational culture. Policymakers should design GPP frameworks that support SME-specific constraints, such as financial incentives for training programmes and simplified GPP requirements. Facilitating knowledge-sharing between SMEs and larger firms could further enhance capabilities. Overall, the findings provide practical guidance for both managers and regulators seeking to foster sustainable procurement practices among resource-constrained SMEs.
By clarifying how internal drivers affect SMEs’ adherence to GPP, this study highlights pathways to foster sustainability in organisations that form the backbone of regional economies. Greater SME engagement in GPP can accelerate the transition to greener supply chains, promote eco-innovation and create spillover effects that benefit communities through reduced environmental impacts and enhanced social responsibility. Encouraging SMEs to be proactive in sustainability supports broader societal goals such as climate change mitigation and circular economy advancement. This research therefore demonstrates how strengthening organisational drivers can contribute to both economic resilience and sustainable development.
This study provides one of the first empirical analyses of SMEs’ motivation to adhere to GPP through the lens of internal organisational drivers. By integrating culture, training and leadership vision into a moderated mediation framework, it offers a more nuanced understanding of the interplay between collective and individual organisational factors. The findings reveal unexpected dynamics – such as the weakening role of culture under strong managerial vision – challenging assumptions in prior research. This contribution advances theory within the resource-based view and offers valuable, context-specific insights for policymakers and practitioners aiming to increase SME participation in sustainable procurement.
