DC FieldValueLanguage
dc.contributor.authorSamanta, Irene-
dc.contributor.authorArfara, Christina-
dc.date.accessioned2024-04-17T06:36:15Z-
dc.date.available2024-04-17T06:36:15Z-
dc.date.issued2020-08-
dc.identifiergoogle_scholar-qJIrQTgAAAAJ:M3NEmzRMIkIC-
dc.identifier.issn2667-6761-
dc.identifier.otherqJIrQTgAAAAJ:M3NEmzRMIkIC-
dc.identifier.urihttps://uniwacris.uniwa.gr/handle/3000/2103-
dc.description.abstractThe present study aims to explore the relationship between Green Strategy and Relational Capital. In doing so, it also investigates how green policies influence relational capital. The literature review refers to the significance of relational capital and its impact on strategic goals: organisational performance, organisational innovation and the social capital of the organisation. Examining the variables, green strategy and relational capital has also highlighted the factors that are influenced by green policies, including strengthening the negotiation capacity of the organisation, reinforcing knowledge diffusion and the development of a new corporate identity. Green practices that aim to improve the external conditions of the organisation are common characteristics and lead us to the following agents: Customers‐Suppliers–Alliances–Corporate Reputation. Consequently, the categorisation of green practices refers to the relational capital’s components. The impact of green practices on relational capital is therefore indirectly proven due to the strong relationship between the factors and the components.en_US
dc.language.isoenen_US
dc.relation.ispartofManagement and Business Research Quarterlyen_US
dc.sourceManagement and Business Research Quarterly 15, 29-42, 2020-
dc.subjectGreen strategyen_US
dc.subjectIntellectual‐relational capitalen_US
dc.subjectNegotiation capacityen_US
dc.subjectKnowledge diffusionen_US
dc.subjectCorporate identityen_US
dc.titleThe impact of green strategy on organisations’ relational capitalen_US
dc.typeArticleen_US
dc.relation.deptDepartment of Business Administrationen_US
dc.relation.facultySchool of Administrative, Economics and Social Sciencesen_US
dc.relation.volume15en_US
dc.identifier.spage29en_US
dc.identifier.epage42en_US
dc.linkhttps://api.eurokd.com/api/Articles/GetArticleFile/10.32038/mbrq.2020.15.03.pdfen_US
dc.collaborationUniversity of West Attica (UNIWA)en_US
dc.subject.fieldSocial Sciencesen_US
dc.journalsOpen Accessen_US
dc.publicationPeer Revieweden_US
dc.countryGreeceen_US
local.metadatastatusverifieden_US
item.cerifentitytypePublications-
item.languageiso639-1en-
item.openairetypeArticle-
item.openairecristypehttp://purl.org/coar/resource_type/c_18cf-
item.fulltextNo Fulltext-
item.grantfulltextnone-
crisitem.author.deptDepartment of Business Administration-
crisitem.author.facultySchool of Administrative, Economics and Social Sciences-
crisitem.author.orcid0000-0002-9933-9092-
crisitem.author.parentorgSchool of Administrative, Economics and Social Sciences-
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