Green supply chain management practices and their implications for organisational sustainability: An empirical investigation using PLS-SEM

Purpose: This study investigates the differential relationships between six green supply chain management (GSCM) practices and three dimensions of organisational sustainability performance   economic, environmental, and social   grounded in resource-based view (RBV) theory.
Design/Methodology/Approach: A quantitative survey was administered to 267 manufacturing managers. Partial Least Squares Structural Equation Modeling (PLS-SEM) was employed to examine six GSCM practices   green design, green purchasing, green manufacturing, green logistics, reverse logistics, and customer cooperation   and their effects on three sustainability performance dimensions.
Findings: GSCM practices exert heterogeneous effects. All six practices significantly predict environmental performance (R² = 0.561), with green manufacturing yielding the strongest effect (β = 0.308, p < .001). Green design, green purchasing, green manufacturing, and customer cooperation significantly influence economic performance (R² = 0.428). Customer cooperation exerts the strongest social performance effect (R² = 0.472; β = 0.264, p < .001). Environmental performance partially mediates the relationships between green design, green purchasing, and green manufacturing and both economic and social performance.
Practical Implications: Organisations should prioritise GSCM practices strategically in alignment with sustainability objectives. Green manufacturing and green design generate benefits across multiple performance dimensions; customer cooperation is essential for social performance goals.
Originality/Value: This study provides comprehensive empirical evidence of the differential effects of distinct GSCM practices on multidimensional sustainability performance within an RBV framework, offering actionable managerial and policy guidance.