In recent years, the issue of food packaging waste has become a vital environmental concern in the society which revolves around waste management practices particularly among food hawkers. The problem has been highlighted by many researchers and numerous suggestions have been made in order to improve sustainability with regard to green environment. Food packaging waste ranks the highest contributor to waste. Thus, environmentally friendly food packaging (EFFP) has been introduced in the market to ensure good management practices could be promoted among food hawkers so that environmental pollution can be reduced. However, even though many environmental programs have been implemented, the usage of EFFP among food hawkers has not improved. Hence, this paper aims to propose a specific actual behavior model to determine the usage of EFFP among food hawkers with personal value as a mediator. The development of the model used data that were collected from local food hawkers. Structural equation modeling was used to test related hypotheses. The findings indicated that personal values were a suitable mediator construct. Furthermore, attitudes, subjective norm, and perceived behavioral were all found to have had significant effects on the in-tention to use and the actual behavior. Finally, this paper also discusses the limitations of the present study and the contribution it has made.

This study aims to explore the role of personal value and broaden knowledge of perceive value and performance in business-to-business markets. A sample of 189 distributors was surveyed to test the theoretical model. The study focuses on paint and coating industries. Data was analyzed with partial least squares structural equation modeling (PLS-SEM) method. The hypothesized relationship that personal value drives information sharing, logistic performance, information support, and product quality, which is based on existing literature in channel behavior and relationship marketing, did not fit well with our data. Some drivers did not have significant effect on distributors’ perceived value. Finally, the distributors’s perceived value is a determinant of business performance. The paper also systematically addresses the antecedents of customer perceived value and performance from the perspective of distributors. The results of this study suggest that manufacturers should invest more effort in personal value with their key distributors to enhance the value of the relationships with those distributors. The managerial implications of the findings are considered, and the limitations along with future research directions in B2B channel relationship are discussed.