Table 1 Questionnaire used in the study...

Table 1

Questionnaire used in the study

Construct	Definition	Items details	Adopted from
Firm performance [FP]	FR underlines a company’s effectiveness in achieving its strategic and operational goals through various financial and non-financial tools	FP1: Sales growth	Barringer and Bluedorn (1999), Wiklund and Shepherd (2003)
		FP2: Market share growth
		FP3: Return on sales
		FP4: Return on assets
		FP5: Overall profitability
		FP6: Product/service quality
		FP7: New product/service development capability
		FP8: Job satisfaction of employees
		FP9: Customer satisfaction
Green HRM [GHRM]	GHRM underlines the integration of environmental management into HR practices, such as training, rewards, recruitment, policy communication, and employee involvement. It aims to promote eco-friendly behaviour, align personal values with environmental goals, and encourage active participation in sustainability initiatives within the organization	GHRM1: My organization provides adequate training to promote environmental management as core organizational value	Dumont et al. (2016)
		GHRM2: My University relates employees’ eco-friendly behaviour to rewards and compensation
		GHRM3: My organization considers personal identity-environmental management fit in recruitment and selection
		GHRM4: Employees fully understand the extent of corporate environmental policy
		GHRM5: My organization encourages employees to provide suggestions on environmental improvement
Risk-taking [RT]	RT refers to an organization’s willingness to engage in actions or projects that involve higher levels of uncertainty or potential for loss compared to its competitors. This includes a greater propensity to pursue opportunities with higher risks and less aversion to projects with significant risks	RT1: Relative to our competitors, our organization has higher propensity to take risk	Birkinshaw et al. (1998), Liu et al. (2002)
Risk-taking [RT]		RT2: Relative to our competitors, our organization is not averse to high-risk projects	Birkinshaw et al. (1998), Liu et al. (2002)
Innovativeness [IV]	IV underlines an organization’s ability and willingness to apply new ideas, identify and respond to customer needs, and engage in strategic planning. It maintains a strong commitment to realizing its vision and often surpasses its competitors in these areas	IV1: Relative to our competitors, our organization is willing to apply new ideas	Birkinshaw et al. (1998), Liu et al. (2002)
		IV2: Relative to our competitors, our organization has higher ability to identify customer needs and wants
		IV3: Relative to our competitors, our organization has higher level of innovation
		RV4: Relative to our competitors, our organization has higher ability to persevere in making our vision of the business a reality
		IV5: Relative to our competitors, our organization has a tendency to engage in strategic planning activities
Pro-activeness [PA]	PA underlines an organization’s ability to identify new opportunities earlier than competitors and to take early, comprehensive, and strategic actions to capitalize on them	PA1: Relative to our competitors, our organization has higher ability to identify new opportunities	Birkinshaw et al. (1998), Liu et al. (2002)
		PA2: Relative to our competitors, our organization is effort to early action in each opportunity
		PA3: Relative to our competitors, our organization is effort to do comprehensive and pretentious strategic actions

Construct	Definition	Items details	Adopted from
Firm performance [FP]	FR underlines a company’s effectiveness in achieving its strategic and operational goals through various financial and non-financial tools	FP1: Sales growth	Barringer and Bluedorn (1999), Wiklund and Shepherd (2003)
		FP2: Market share growth
		FP3: Return on sales
		FP4: Return on assets
		FP5: Overall profitability
		FP6: Product/service quality
		FP7: New product/service development capability
		FP8: Job satisfaction of employees
		FP9: Customer satisfaction
Green HRM [GHRM]	GHRM underlines the integration of environmental management into HR practices, such as training, rewards, recruitment, policy communication, and employee involvement. It aims to promote eco-friendly behaviour, align personal values with environmental goals, and encourage active participation in sustainability initiatives within the organization	GHRM1: My organization provides adequate training to promote environmental management as core organizational value	Dumont et al. (2016)
		GHRM2: My University relates employees’ eco-friendly behaviour to rewards and compensation
		GHRM3: My organization considers personal identity-environmental management fit in recruitment and selection
		GHRM4: Employees fully understand the extent of corporate environmental policy
		GHRM5: My organization encourages employees to provide suggestions on environmental improvement
Risk-taking [RT]	RT refers to an organization’s willingness to engage in actions or projects that involve higher levels of uncertainty or potential for loss compared to its competitors. This includes a greater propensity to pursue opportunities with higher risks and less aversion to projects with significant risks	RT1: Relative to our competitors, our organization has higher propensity to take risk	Birkinshaw et al. (1998), Liu et al. (2002)
Risk-taking [RT]		RT2: Relative to our competitors, our organization is not averse to high-risk projects	Birkinshaw et al. (1998), Liu et al. (2002)
Innovativeness [IV]	IV underlines an organization’s ability and willingness to apply new ideas, identify and respond to customer needs, and engage in strategic planning. It maintains a strong commitment to realizing its vision and often surpasses its competitors in these areas	IV1: Relative to our competitors, our organization is willing to apply new ideas	Birkinshaw et al. (1998), Liu et al. (2002)
		IV2: Relative to our competitors, our organization has higher ability to identify customer needs and wants
		IV3: Relative to our competitors, our organization has higher level of innovation
		RV4: Relative to our competitors, our organization has higher ability to persevere in making our vision of the business a reality
		IV5: Relative to our competitors, our organization has a tendency to engage in strategic planning activities
Pro-activeness [PA]	PA underlines an organization’s ability to identify new opportunities earlier than competitors and to take early, comprehensive, and strategic actions to capitalize on them	PA1: Relative to our competitors, our organization has higher ability to identify new opportunities	Birkinshaw et al. (1998), Liu et al. (2002)
		PA2: Relative to our competitors, our organization is effort to early action in each opportunity
		PA3: Relative to our competitors, our organization is effort to do comprehensive and pretentious strategic actions

Source(s): Adopted from the literature

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