Chapter 1: Green Business Practices in Emerging Economies

Contributors to this chapter will argue that rapid industrial modernisation has led to adverse environmental impacts, including greenhouse gas emissions, toxic pollutions, and chemical spills (Peng and Lin, 2008). In response to the growing global environmental awareness, green business practises have emerged and been embraced as business seek to remain relevant and have a green competitive edge. Green practices have proliferated as companies seek to reduce the environmental impacts of their products and services. Institutional theorists argue that external pressures play a critical role in determining organisational actions by pushing firm leaders to adopt certain practices and to refrain from practising others (Powell & DiMaggio, 1991). External and internal forces have prompted firms to consider and choose green business practises in emerging economies. Despite the burgeoning literature on green exercises in Western Developed countries, little research exists on the topic in small emerging and developing countries. In this chapter, the aim is to explore green practises in Emerging economies (Rettab, Brik and Mellahi, 2009). The questions the chapter seek to answer include but not limited

Chapter 2: Green Marketing Planning: The people management perspective

Planning is a strategic endeavour that cut across all organisational activities. To achieve a strategic goal, there must be a strategic plan this resonate in daily actions and departmental endeavours. Green marketing goals will not be achieved without a green marketing plan which also need people with the right green culture and orientation. This chapter will assess green marketing planning from the perspective of people management. Planning and people are key themes in the 8Ps of Green Marketing identified by Liu, Kasturiratne and Moizer (2012), this chapter will therefore focus on green marketing planning: a people management perspective in emerging market.

Chapter 3 Green Human Resources Management and Green Skills for Green marketing in an Emerging Market

Green human capital availability in an organisation fosters the adoption of environmental management practices such as green supply chain management including green manufacturing and reverse logistics to attain sustainability (Lee and Klassen, 2008; Jabbour et al., 2019). Iqbal et al. (2018) suggested a definite link between employees' green behaviour and environmental sustainability of organisation. Besides, the allocation of talented individuals who are specialised in environmental management plays a substantial role in adopting green strategies (Sarkis et al., 2010). Top management commitment and sustainability culture play a critical moderating role in enhancing environmental management practices and developing resource (green human capital) pool in the firm (Fraj et al., 2011; Renwick et al., 2013; El-Kassar and Singh, 2019). However, other researchers are of the view that the hiring environmentally-oriented staff is very costly and may create an economic burden on companies (Hahn et al., 2014), especially for firms operating from emerging countries where environmental, institutional voids and the lack of environmentally conscious personnel are significant challenges. Given the conflicting arguments, this chapter will seek to determine the status and challenges of green human resource management practises. To what extent does green human resource management promote green innovation? And lastly what are the factors that facilitate th