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EFFECT OF GREEN MANAGEMENT INNOVATION ON 

ORGANIZATIONAL SUSTAINABILITY IN SOUTH EAST NIGERIA 

 
1Peterson Nwokorie, Ph. D and 2Egbo Doris Ebenouvbe, Ph. D 

1Department of Management, Faculty of Management Science, Imo State University (IMSU), Owerri 
2Department of Business Education, ESCET, Enugu State, Nigeria. 

 DOI: https://doi.org/10.5281/zenodo.17964872 

 

Abstract: The study examined the effect of green management innovation on organizational 

sustainability in South East Nigeria. The specific objectives were to examine the effect of Energy 

Efficiency Practices on organizational sustainability and evaluate the effect of Waste Management 

Systems on organizational sustainability in South East Nigeria. A descriptive cross-sectional research 

design was adopted for this study. A structured questionnaire design with a five-point Likert scale 

was used to collect data for the study. The data collected were analyzed using SPSS version 26.0, and 

simple linear regression analysis was employed to test the hypotheses. The result revealed that energy 

efficiency practices have a significant positive effect on organizational sustainability with a P-value 

of (0.019 < 0.05). Waste Management Systems has a significant positive effect on organizational 

sustainability with a P-value of (0.019 < 0.05) in South East Nigeria. The study concluded that green 

management innovation has a significant positive effect on organizational sustainability in 

South East Nigeria. The study concluded that green management innovation has a significant positive 

effect on organizational sustainability in South East Nigeria. Organizations should invest in energy-

efficient technologies and processes, such as the use of LED lighting, energy-efficient appliances, and 

renewable energy sources. Conducting energy audits can help identify areas for improvement and 

track savings. 

Keywords: Green Innovation, Management, Organizational Sustainability 

 

1.1 Introduction 

In the face of mounting global concerns about climate change, environmental degradation, and 

unsustainable resource exploitation, businesses are under increasing pressure to adopt practices that 

balance profitability with environmental responsibility. One prominent response to these demands is 

Green Management Innovation (GMI), which entails the development and integration of 

environmentally oriented managerial practices, processes, and strategies that simultaneously enhance 

organizational performance and promote sustainability (Chen et al., 2022). Green management 



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Impact Factor: 6.41  

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innovation emphasizes not only eco-friendly technologies and processes but also renewed managerial 

philosophies anchored on environmental stewardship, cost-efficiency, and long-term competitiveness. 

Globally, organizations are turning to GMI as a means of achieving organizational sustainability, which 

embodies the integration of economic, social, and environmental dimensions into long-term business 

strategies (Kraus et al., 2020). Green management initiatives such as sustainable supply chain 

practices, adoption of renewable energy, eco-design, green human resource management, and efficient 

waste management have been shown to improve stakeholder trust, reduce operating costs, and 

strengthen resilience against regulatory and environmental risks (Yusliza et al., 2020; Zhang et al., 

2022). In addition, GMI has been linked to greater reputational capital and competitive advantage in 

markets where environmental awareness significantly influences consumer behavior (Fernando et al., 

2019). In the Nigerian context, particularly in the South East region, organizations face unique 

sustainability challenges. These include inconsistent regulatory enforcement, infrastructural deficits, 

rising production costs, and societal pressure to balance rapid industrial growth with environmental 

conservation (Okafor & Onuoha, 2021). Many firms in South East Nigeria, particularly in 

manufacturing and service industries, operate in environmentally sensitive areas where ecological 

concerns—such as waste pollution, carbon emissions, and resource depletion—are prevalent. Thus, 

adopting green management innovations is increasingly seen not as an optional initiative but as a 

strategic necessity for ensuring long-term organizational sustainability within the local socio-economic 

and ecological environment (Amah & Nwokah, 2019). 

The effect of GMI on sustainability in South East Nigeria is particularly important because it provides 

a dual opportunity: on one hand, it allows firms to align with global sustainability standards (such as 

the United Nations’ Sustainable Development Goals), and on the other hand, it enables organizations 

to enhance operational performance and resilience in a volatile business environment (UN, 2021). 

Recent studies argue that integrating environmentally friendly innovations into management practices 

boosts not only environmental outcomes but also financial strength, employee engagement, and brand 

positioning (Chen et al., 2022; García-Machado & Martínez-Ávila, 2019). 

Therefore, examining the effect of green management innovation on organizational sustainability in 

South East Nigeria is of practical and theoretical importance. Practically, it addresses how firms in the 

region can achieve ecological balance while improving growth and competitiveness. Theoretically, it 

contributes to the growing discourse on sustainability management by exploring how GMI functions in 

developing economies where environmental pressures are high, but institutional support systems for 

green practices remain relatively weak. 

 

 



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1.2 Statement of the Problem 

In recent years, the concept of green management innovation has gained prominence as organizations 

strive to integrate sustainable practices into their operations. However, in South East Nigeria, there is 

a notable gap in understanding the effect of green management innovation on organizational 

sustainability. Despite the increasing awareness of environmental issues and the potential benefits of 

adopting sustainable practices, many firms in this region continue to face challenges in effectively 

implementing green innovations. 

The lack of empirical evidence regarding how green management innovations influence organizational 

sustainability raises critical concerns for businesses aiming to enhance their environmental 

performance and competitive advantage. Additionally, contextual factors such as economic constraints, 

regulatory environments, and cultural attitudes toward sustainability may further complicate the 

adoption of green practices in this region. 

This problem is exacerbated by insufficient research that specifically addresses the unique challenges 

and opportunities faced by organizations in South East Nigeria. As a result, there is an urgent need to 

explore the relationship between green management innovation and organizational sustainability, 

identifying key drivers and barriers to effective implementation. Understanding this relationship is 

essential for developing strategies that not only promote environmental stewardship but also ensure 

the long-term viability of organizations in the region. 

1.3 Objective of the Study 

The main objective of the study is to examine the effect of green management innovation on 

organizational sustainability in South East Nigeria. The specific objectives were to; 

i. Examine the effect of Energy Efficiency Practices on organizational sustainability in 

South East Nigeria. 

ii. Evaluate the effect of Waste Management Systems on organizational sustainability in 

South East Nigeria. 

1.4 Hypotheses of the study 

i. Energy Efficiency Practices have no significant effect on organizational sustainability in 

South East Nigeria. 

ii. Waste Management Systems has no significant effect on organizational sustainability in 

South East Nigeria. 

 

 

 

 



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Review of Related Literature 

2.1 Conceptual Review 

Green Management Innovation (GMI) 

For many people, minimizing negative environmental effects is becoming a way of life. Businesses have 

also come to embrace this practice. The term "green management Innovation" describes an 

organization's attempts to reduce its environmental impact by using effective procedures. The 

company's first concern should be environmental issues. Green innovation in management, according 

to Weng, Chen, and Chen (2015), is creating new business models and procedures that lessen their 

negative effects on the environment and increase resource efficiency while preserving or boosting a 

company's competitiveness. Song and Yu (2018). In order to achieve sustainable growth and 

competitive advantage through eco-friendly inventions, green management innovation is a strategic 

approach that incorporates environmental considerations into organizational management processes. 

According to Ilvitskaya and Prihodko (2018), recent research defines GMI as "the new or modified 

products and processes, including technology, managerial, and organizational innovations, which help 

to sustain the surrounding environment." GMI is separated into two categories: "green process 

inventions," often known as "greening" business methods, and "green product innovations," which 

include offering new green goods to customers (Tang et al., 2018).  

Furthermore, ecological management has emerged as a crucial component of many businesses' 

strategic goals and tactical strategies as a result of the rising customer-centered concerns regarding 

environmental preservation (Khan et al., 2019). The adoption of novel management techniques, 

processes, and strategies that assist businesses in achieving environmental sustainability and 

improving organizational performance by lowering resource consumption and environmental 

degradation is known as "green management innovation," according to Xie, Huo, and Zou (2019). 

Green innovation, according to the OECD (2020), refers to new or enhanced goods, procedures, 

advertising, or organizational improvements that lessen environmental damage. In particular, green 

management innovation entails managerial or organizational adjustments that promote this 

environmental performance. According to Yusliza et al. (2020), green management innovation is the 

process of incorporating environmental practices and technology into an organization's strategic 

management in order to promote environmental stewardship and sustainability objectives. In order to 

attain both ecological and economic benefits, Tang, Walsh, and Lerner (2022) define "green 

management innovation" as "managerial practices and policies that encourage environmental 

innovation in goods, services, and business models." 

 

 



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Energy Efficiency practices 

Brown and Dekay (2014) define energy efficiency techniques as the proportion of a system, process, or 

technology's usable energy output to its energy input. It gauges how well energy is transformed and 

used to carry out a certain operation or produce a desired result while reducing waste and losses. The 

goal of energy efficiency methods is to reduce energy input while preserving occupant comfort and 

functionality through deliberate interventions in building design, construction, and operation. 

Techniques and tools that reduce energy use in commercial, residential, and industrial settings without 

sacrificing output or productivity are known as energy efficiency techniques. Capehart, Turner, and 

Kennedy (2020). Energy efficiency is "the ratio between the useful output of an energy conversion 

process and the input, in energy terms," according to the International Energy Agency (2020). Heat, 

electricity, or mechanical labor might be the valuable output. Energy efficiency techniques are efforts 

made to use energy more efficiently, according to the United States Environmental Protection Agency 

(2022). To lower energy demand and greenhouse gas emissions, these strategies include modernizing 

machinery, streamlining procedures, and altering consumer behavior. According to the European 

Commission (2023), energy efficiency is the use of less energy to accomplish the same activity. Energy 

efficiency techniques are important steps in technological and regulatory frameworks to cut down on 

energy waste and meet sustainability targets. Energy efficiency methods, according to the U.S. 

Department of Energy (2024), include putting in place systems, technology, and behavioral 

adjustments that lower the energy needed to produce goods and services. A more precise definition of 

energy efficiency is given by Shehabi et al. (2016), who define it as "the ratio of useful energy output 

from an energy conversion device to the energy input to that device." The core idea of energy efficiency 

is emphasized by these definitions, which stress the need to maximize energy efficiency and cut waste 

across a variety of sectors, such as buildings, appliances, transportation, and industry. By lowering 

greenhouse gas emissions and dependency on finite energy supplies, energy efficiency is essential for 

energy security, sustainable development, and environmental impact mitigation. 

Organizational Sustainability  

According to Varsei et al. (2014), workplace sustainability entails incorporating sustainable 

development principles—such as social equity, economic efficiency, and environmental awareness—

into daily business operations. Sustainability in organizations refers to tactics and procedures that 

improve the organization's long-term financial performance as well as its social and environmental 

impact (Epstein & Buhovac, 2014). According to Varsei et al. (2014), organizational sustainability refers 

to the process of incorporating the objectives of sustainable development, such as economic efficiency, 

social justice, and environmentally friendly practices, into the operational environment of various 

enterprises. Conversely, "adopting organizational strategies and activities that meet the needs of the 



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enterprise and its stakeholders today while protecting, sustaining, and enhancing the human and 

natural resources that will be needed in the future" is what is meant by organizational sustainability. 

Three rings were emphasized by Elkington (2015) as indicators of sustainability: profit, planet, and 

people, which stand for social, environmental, and economic sustainability, respectively. According to 

Engert, Rauter, and Baumgartner (2016), the "triple bottom line" (TBL) concept highlights how 

businesses are working toward sustainability by meeting customer demands, improving products and 

services, and maximizing profits while continuously addressing social and ecological issues. 

Nonetheless, Hunt (2016) asserts that organizational sustainability is a multifaceted process founded 

on efficacy and efficiency that emphasizes knowledge, capacity building, networks of partners, 

outcomes, and goods and services. Accordingly, sustainability concerns must be continuously 

integrated into an organization's strategy, management, operations, and production (Rodríguez-Olalla 

and Avilés-Palacios, 2017; Lozano, 2018). Over time, organizational sustainability issues frequently 

change. Sustainability in the manufacturing sector refers to the fundamentals of environmentally 

friendly products or services, while the methods used to achieve them differ in their intended use. 

Sustainability might differ amongst industries, such as manufacturing and services. 

Waste Management Systems 

According to Igbinomwanhia (2011), waste management is the application of a deliberate combination 

of techniques to effectively move garbage from its source to its ultimate disposal site in order to 

maintain a safe environment and save expenses. Many governments have acknowledged waste 

management as a complicated global issue, with emerging countries receiving particular attention. 

Sridhar (2017) defines waste as any material that, given its composition, has no future use, such as 

trash, rubbish, junk, household items, or ashes. It might be contagious, dangerous, non-hazardous, or 

domestic. Every country in the twenty-first century has demonstrated a remarkable dedication to 

addressing the worldwide problem of solid waste management, particularly when formulating 

environmental and public health policies (Okoli et al., 2020). Due to ongoing economic expansion, 

urbanization, and industrialization, solid and hazardous waste volumes and varieties have rapidly 

increased. Several techniques are used to dispose of solid waste in urban areas. Nonetheless, techniques 

include recycling, anaerobic digestion, composting, landfilling, and incineration (Abila & Kantola, 

2017). According to Demirbas (2021), waste management is the process of collecting, moving, and 

processing waste before disposing of any leftovers. The efficient supervision and management, storing, 

collecting, transporting, treating, and disposing of garbage in a way that protects the environment and 

the general public is also how Tchobanoglous defines solid waste management. In order to handle waste 

management difficulties daily, Tchobanoglous continued, solid waste management uses expertise and 



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knowledge from a variety of disciplines, including legal, financial, and administrative. According to 

Demirbas (2021), the primary goal of waste management is to maintain a safe environment. 

2.2 Theoretical Review 

Institutional Theory 

Institutional theory posits that organizations adopt environmentally sustainable practices due to 

regulatory, normative, and cultural pressures (DiMaggio & Powell, 1983). Institutional theory focuses 

on the variety of institutions that are responsible for external and internal pressures on the 

organization, as well as the corresponding organizational responses that have been established within 

each business. Institutional theory is well adapted to explain the factors related to organizational supply 

because of the nature of green logistics management practice. Governments enforcing green logistics 

regulations and consumer demand for eco-friendly products drive firms to incorporate sustainability. 

The concepts of sustainability, as measured in the three dimensions of social, economic, and 

environmental, are primarily associated with the triple bottom line approach and its varied 

expectations. Institutional theory posits that organizations are influenced by their external 

environment, including the norms, values, and expectations of their stakeholders (Lok, 2019).  

2.3 Empirical Reviews 

Ziolkowska and Ziolkowski (2015) used a dynamic dematerialization paradigm to examine energy 

efficiency in the transport sector of the European Union (EU)-27. The analysis assesses whether the 

industry has attained sustainable patterns of energy use and how advancements in energy efficiency fit 

in with more general environmental and financial objectives. The analysis used yearly data from the 

EU-27 nations from the early 1990s until 2012. The findings showed that over the research period, the 

EU-27's transportation industry had modest gains in energy efficiency. 

Llorca and Jamasb (2017) investigated rebound effects and energy efficiency enhancements in the 

European road freight transport industry. The study investigates whether advances in energy efficiency 

resulted in fuel consumption reductions that were proportionate or whether the anticipated advantages 

were negated by a rebound effect. The research used econometric methods for panel data. The findings 

demonstrated that increased freight activity counteracted a significant amount of energy efficiency 

benefits, indicating that energy efficiency measures by themselves are not enough to provide 

proportionate drops in energy use. 

Research by Venkateshwarlu (2020) examined waste management and its effects on social, economic, 

health, and environmental factors. With an emphasis on improved water quality, less indoor and 

outdoor air pollution, and mitigating the effects of climate change, this study reviews the literature on 

valuation studies that extract monetary values linked to decreased environmental risk. A journalistic 

investigation was used in the study, along with data from regulatory and environmental sources. The 



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findings showed that improving access to clean energy, sanitation, and drinking and bathing water 

sources, as well as reducing exposure to environmental risk factors through improved air quality, is 

linked to significant health benefits and can help achieve the Millennium Development Goals of 

environmental sustainability, health, and development. 

In Nigeria, Olayiwola et al. (2023) studied environmental sustainability and waste management 

administration. The purpose of this study was to ascertain how environmental sustainability and waste 

management administration relate to each other in Lagos, Nigeria. Even though garbage creation is an 

unavoidable consequence of human activity, many countries still struggle with effective refuse 

management. We carried out this inquiry with this notion in mind. 250 of the 700 waste administrators 

in the Ikeja Local Government Area that made up the research population were selected using the 

Yamen sampling method. Of the 250 issued surveys, however, 233 were recovered. Using linear 

regression (at a significance threshold of 5% or 0.05), the ANOVA and coefficient findings were 

determined. The findings showed that garbage disposal, waste separation, and environmental 

cleanliness were negatively correlated with the operations of waste management agencies and 

environmental sustainability. Additionally, it was shown that pollution control and garbage recycling 

were negatively correlated. 

3.0 Research Design and Methods 

A descriptive cross-sectional research design was adopted for this study. Respondents were randomly 

selected from organizations across Southeast Nigeria, covering departments such as administration, 

operations, human resources, and finance. A structured questionnaire design with a five-point Likert 

scale was used to collect data for the study. A simple random sampling technique was employed to select 

respondents and firms. Data were analyzed using SPSS version 26.0, and simple linear regression 

analysis was employed to test the hypotheses. The purpose of this study was to examine the effect of 

green management innovation on organizational sustainability in Southeast Nigeria. 

3.1        Model Specification 

Based on the link between predictors and dependent variables, simple linear regression analysis is the 

model specification employed in this study endeavor. 

Y = β0 + β1x1 + β2x2 + µ………………………(1) 

Y = f(X) 

Where,  

Y=Dependent variable represented by Organizational Sustainability 

xi= Predictors variable (Energy Efficiency Practices) 

x2= Predictors variable (Waste Management Systems) 

β0= Slope or intercept 



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β1= Regression coefficients 

µ= Error term 

4. Data Analysis and Interpretation 

The data collected from respondents in the various firms under study are presented, analyzed, and 

interpreted in this part. To meet our goal for this study, the replies were categorized by categorizing 

them using a Likert scale approach. A study of the structured questionnaire was conducted utilizing a 

social science statistical software (SPSS version 26.0). 

Table 1: Response Rate 

 Frequency Percentage Cumulative Percent 

Returned 151 86.29 86.29 

Unreturned 24 13.71 100 

Total 175 100  

Source: Field Work 2024 

One hundred seventy-five (175 copies) of the questionnaires were distributed, but only one hundred 

and fifty-one (151) of them were returned, and the remaining copies were not. There were 24 unreturned 

items (24). The following are some of the causes for the unreturned. 

 A few respondents lost the questionnaire given to them. 

 A few respondents reluctantly did not respond to the questionnaire and lastly few 

others ticked two answers for a question, and this was recorded as a void to avoid incorrected 

interpretations. 

Energy Efficiency Practices  

The instrument sought to find out about Energy Efficiency Practices. 

Table 2: Energy Efficiency Practices 

Statement Strongly 

Agree 

Agree Neutral Strongly 

Disagree 

A well-defined Energy Efficiency Practices 

enhances the overall performance of my 

organization. 

47(30.9%) 69(45.4%) 24(15.8%) 12(7.2%) 

Clear reporting lines in the organization 

improve accountability. 

55(36.2%) 63(41.4%) 14(14.5%) 10(6.6%) 

The energy efficiency practices support 

effective communication among employees. 

53(34.9%) 64(42.1%) 23(15.1%) 12(7.8%) 



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The Energy Efficiency Practices of my 

organization allows quick decision-making. 

41(26.9%) 66(43.4%) 31(20.4%) 14(9.2%) 

Source: Field work 2025 

Energy Efficiency Practices enhances the overall performance of an organization, the findings revealed 

that 31% strongly agreed and 45% agreed. Because a greater percentage of respondents agreed, this 

implies that there is clear evidence that a well-defined Energy Efficiency Practices contributes positively 

to organizational performance. The study sought to determine whether clear reporting lines in the 

organization improve accountability. According to Table 2, 36% of employees strongly agreed, 41% 

agreed, 15% were neutral, and 7% strongly disagreed. Furthermore, 35% of employees strongly agreed 

that the Energy Efficiency Practices supports effective communication among employees. 42% agreed, 

15% were neutral, and 8% strongly disagreed, showing that most respondents believed communication 

is strengthened by the structure in place. The study went on to determine whether Energy Efficiency 

Practices allows quick decision-making. According to Table 2, the majority of respondents (27% 

strongly agreed, 43% agreed, 20% were neutral, and only 9% strongly disagreed). 

Waste Management Systems 

This instrument seeks to find out about the Waste Management Systems. 

Table 3: Waste Management Systems 

Statement Strongly 

Agree 

Agree Neutral Strongly 

Disagree 

My organization promotes Waste 

Management Systems among teamwork. 

73(48%) 62(40.8) 11(7.2%) 6(3.9%) 

The values and beliefs of Waste 

Management Systems shared in my 

organization positively influence 

performance. 

55(36.2) 61(40.1) 16(10.5) 20(13.2%) 

Employees in my organization are open to 

waste management systems. 

66(43.3%) 60(39.5) 17(11.2%) 9(5.9%) 

The Waste Management Systems 

encourages employees to take initiative. 

55(36.2%) 32(21.1%) 26(17.1%) 39(25.7%) 

Source: Field work 2025 

According to the findings, 48% of respondents strongly agreed, 41% agreed, 7% were neutral, and 4% 

strongly disagreed that their organization promotes Waste Management Systems among teamwork. 

The results indicate 36% of the participants strongly agreed, 40% agreed, 11% were neutral, and 13% 

strongly disagreed that the values and beliefs of Waste Management Systems shared in their 



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organization positively influence performance. Table 3 shows that 43% of the respondents strongly 

agreed, 40% agreed, 11% were neutral, and 6% strongly disagreed that employees in their organization 

are open to Waste Management Systems. From the study, 36% of the participants strongly agreed, 21% 

agreed, 17% were neutral, and 26% strongly disagreed that the Waste Management Systems encourages 

employees to take initiative. 

Organizational Sustainability 

This instrument seeks to find out about Organizational Sustainability. 

Table 3: Organizational Sustainability 

Statement Strongly 

Agree 

Agree Neutral Strongly 

Disagree 

My organization has experienced 

consistent growth in recent years. 

73(48%) 62(40.8%) 11(7.2%) 6(3.9%) 

Employees’ productivity in my 

organization has significantly improved. 

20(13.2%) 16(10.5%) 61(40%) 55(36.2%) 

My organization adapts quickly to 

market or environmental changes. 

9(5.9%) 17(11.2%) 66(43.3%) 60(39.5%) 

Customer satisfaction in my organization 

has improved over time. 

55(36.2%) 32(21.1%) 26(17.1%) 39(25.7%) 

Source: Field work 2025 

According to the findings, 48% of respondents strongly agreed, 41% agreed, 7% were neutral, and 4% 

strongly disagreed that their organization has experienced consistent growth in recent years. The 

results indicate that 13% of the participants strongly agreed, 11% agreed, 40% were neutral, and 36% 

strongly disagreed that employees’ productivity in their organization has significantly improved. Table 

3 shows that 6% of the respondents strongly agreed, 11% agreed, 43% were neutral, and 40% strongly 

disagreed that their organization adapts quickly to market or environmental changes. From the study, 

36% of the participants strongly agreed, 21% agreed, 17% were neutral, and 26% strongly disagreed that 

customer satisfaction in their organization has improved over time. 

4.2        Hypothesis Testing 

Decision Rule: Accept the null hypothesis if the probability value >0.05; otherwise, accept the 

alternative hypothesis. 

4.2.1      Hypothesis One 

iii. Ho1: Energy Efficiency Practices have no significant effect on organizational sustainability in 

South East Nigeria. 

 



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4.2.2      Hypothesis Two 

i. Ho1: Waste Management Systems has no significant effect on organizational sustainability in 

South East Nigeria. 

Table 4: Model Summary 

Model R R Square Adjusted R Square Std. Error of the Estimate 

1 .494a .722 .689 3.08124 

a. Predictors: (Constant), Energy Efficiency Practices; Waste Management Systems 

4.3.2      Model Testing and Interpretation 

The model summary above explains the percentage of the dependent variable (organizational 

sustainability) that can be determined by the independent variables (Energy Efficiency Practices and 

Waste Management Systems). According to this Table, the independent variables account for 72.2% (R 

Square, 0.722) of the variation in organizational performance, while the remaining 27.8% can be 

explained by other factors outside the scope of this model. This implies that Energy Efficiency Practices 

and Waste Management Systems have a direct influence on organizational sustainability. The Pearson 

correlation coefficient (R) result also showed a positive value of 0.494, which lends credence to the fact 

that the predictor variables have a direct relationship with the response variable. 

Table 5: ANOVA table 

Model  Sum of Squares df Mean Square F Sig. 

1 

Regression 129.014 1 129.014 4.860 .001a 

Residual 3982.249 151 26.548   

Total 4111.263 152    

a. Dependent Variable: Organizational sustainability. 

b. Predictors: (Constant): Energy Efficiency Practices; Waste Management Systems. 

The extent to which the independent variables (Energy Efficiency Practices and Waste Management 

Systems) relate to the dependent variable (organizational sustainability) was tested, and the result 

showed that the p-value obtained (0.001) was lower than the 5% level of significance specified in SPSS 

software for this analysis. Therefore, according to the decision rule, the alternative hypothesis is 

accepted, while the null hypothesis is rejected. This implies that Energy Efficiency Practices and Waste 

Management Systems have a significant influence on organizational sustainability. 

Table 6: Coefficients 

Model Unstandardized Coefficients Standardized 

Coefficients 

t Sig. 



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B Std. Error Beta 

1 
(Constant) 18.968 2.415  7.855 .000 

Energy Effici Practices 0.318 0.104 0.177 3.057 .019 

 Waste Mgt Systems 0.098 0.061 0.005 1.606 .024 

a. Dependent Variable: Organizational sustainability 

Simple linear regression analysis was also conducted to determine if the result established by the 

ANOVA statistic is similar to that of the regression coefficient. The result shows that the P-value 

obtained (i.e., 0.019) for the regression coefficient of Energy Efficiency Practices was lower than the 

alpha level of significance of 5% specified in SPSS for this analysis. Therefore, it can be inferred from 

this result that the ANOVA statistic is similar to that of the regression coefficient. Thus, the Alternate 

Hypothesis will be accepted while the Null Hypothesis will be rejected, which means that Energy 

Efficiency Practices have a significant positive effect on organizational sustainability. Also, the result 

shows that the P-value obtained (i.e., 0.024) for the regression coefficient of Waste Management 

Systems was also lower than the alpha level of significance of 5% specified in SPSS for this analysis. 

Therefore, it can be inferred from this result that the ANOVA statistic is consistent with that of the 

regression coefficient. Thus, the Alternate Hypothesis will be accepted while the Null Hypothesis will 

be rejected, which means that Waste Management Systems equally has a significant positive effect on 

organizational sustainability. 

4.0      Discussion of Results 

The result of this study indicates that Energy Efficiency Practices have a significant positive effect on 

organizational sustainability. This was confirmed by the result of the statistical analysis, which shows 

that the P-value obtained (0.019) was lower than the significance value of 5% specified in SPSS for this 

analysis. Similarly, the result of this study indicates that Waste Management Systems also has a 

significant positive effect on organizational sustainability. This was confirmed by the result of the 

statistical analysis, which shows that the P-value obtained (0.024) was lower than the significance value 

of 5% specified in SPSS for this analysis. Therefore, both Energy Efficiency Practices and Waste 

Management Systems are significant determinants of organizational sustainability, implying that 

improving the internal structure and culture of an organization will enhance its overall performance 

and sustainability. 

5. Conclusion 

In conclusion, green management innovation plays a pivotal role in enhancing organizational 

sustainability in South East Nigeria. The findings highlight that Energy Efficiency Practices 

significantly contribute to sustainable operations, enabling organizations to reduce costs, minimize 



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environmental impact, and improve their overall efficiency. By prioritizing energy conservation and 

implementing innovative energy-efficient technologies, organizations not only optimize their resource 

use but also strengthen their reputation as environmentally responsible entities. 

Additionally, the establishment of effective Waste Management Systems emerges as another critical 

factor positively influencing organizational sustainability. These systems mitigate the risks associated 

with waste generation by promoting recycling, reducing landfill use, and fostering a circular economy. 

Organizations that adopt robust waste management practices demonstrate a commitment to 

environmental stewardship and compliance with regulatory requirements, further enhancing their 

long-term viability and competitiveness. 

The combined effect of these green management innovations illustrates that organizations operating in 

South East Nigeria can achieve significant sustainability gains by integrating environmentally friendly 

practices into their operations. This not only contributes to their profitability and operational efficiency 

but also aligns with broader global efforts to combat climate change and promote sustainable 

development. Therefore, it is essential for organizations in the region to actively pursue and invest in 

green management innovations, thereby securing a sustainable future that benefits both their business 

and the environment. The study concluded that green management innovation has a significant positive 

effect on organizational sustainability in South East Nigeria. 

Recommendations 

To enhance organizational sustainability in South East Nigeria through green management innovation, 

the following recommendations are proposed: 

i. Organizations should invest in energy-efficient technologies and processes, such as the use of 

LED lighting, energy-efficient appliances, and renewable energy sources. Conducting energy audits can 

help identify areas for improvement and track savings. 

ii. Organizations must develop and adopt comprehensive waste management systems that 

prioritize waste reduction, recycling, and responsible disposal. Collaborating with local waste 

management authorities can help streamline processes and improve community engagement. 

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