Manufacturing companies constantly strive to produce products that promote better competitiveness. In addition, the current business environment requires manufacturing companies to adopt environmentally friendly concepts, which have become a global customer concern. Therefore, companies must inevitably meet environmental protection requirements through ecologically friendly processes and products. Meanwhile, environmentally friendly adoption requires a capital-intensive investment, which doubts the management regarding the investment return. Hence, top management commitment is highly needed to maintain eco-friendly products and contribute to the company's performance. This study examines the role of top management commitment to operational performance through adopting information technology, supply chain integration, and green supply chain management. This study surveyed manufacturing companies that have implemented ISO 14000, as many as 73 companies with criteria of having more than 100 employees. Data is collected using questionnaires directly and online with Google Forms. The results of data processing analysis found that top management commitment influences information technology adoption with a priority scale to maintain competitiveness and strategies that increase competitiveness. Top management commitment through information technology can improve supply chain integration and green supply chain management. In addition, supply chain integration improves green supply chain management and operational performance. Implement environmental-friendly measures by involving external partners to impact operational performance. The results of this study contribute to enriching supply chain management theory by significantly adopting green supply chain management to improve sustainable development and performance. It also makes a practical contribution by providing insight for practitioners to generate added value for customers.

The company seeks the role of internal function and external partnership to eliminate or reduce the waste generated and its impact on the environment. Internally, Top management needs to commit and actively increase the participation of employees in implementing total quality management and production waste management to enhance business performance. This study surveyed the companies engaged in the industry sector producing finished products while generating waste in the production process. Data collection is carried out using online questionnaires through Google Forms with data analysis using PLS software. One hundred and thirty-six (136) manufacturing companies located in East Java, Indonesia. The results of the data analysis indicated that top management commitment significantly influences firm performance, employee empowerment, and total quality management. Employee empowerment impacts total quality management and production waste management. Total quality management positively influences production waste management and firm performance. In addition, production waste management significantly impacts the firm performance. In addition, top management commitment indirectly affects firm performance through the mediating role of total quality management. However, the mediating effect of production waste management is insignificant in translating top management commitments to firm performance. The result provides a theoretical contribution to developing green supply chain practices and sustainability. Furthermore, the practical contribution provides insight for top management companies that production waste management can improve performance with high management commitment and employee empowerment.

This research has investigated the impact of top management commitment to enhance operational performance through green purchasing and green production Practices in the manufacturing industry. The study has surveyed 122 from 578 manufacturing companies domiciled in East Java, Indonesia, using a questionnaire designed with a seven-point Likert scale. Data analysis used the partial least square. The result revealed that top management commitment affects green purchasing, green production practices, and operational performance. Furthermore, operational performance is directly affected by green purchasing and green production. The green purchasing affects green production. In addition, top management commitment indirectly improves operational performance through green purchasing and green production. This result provides essential insight for the manager in the manufacturing industry that top management commitment and practicing green purchasing, and green production enhances operational performance. Furthermore, this research extends the acceptance of previous research related to top management commitment, green purchasing, and green production in improving operational performance. The novelty of this study is the revelation of the mediating role of green purchasing and green production in the influence of top management commitment on operational performance. Hence, this study contributes to enriching the current research in supply chain management.

Recently, environmental protection is emerging as global warming is becoming an increasing issue of concern worldwide. In addition, the world society has shifted its preference from the conventional product to the environmental-friendly product. But, on the contrary, the manufacturing industry management is still in doubt whether the green practices benefit the company, given that it requires a lot of capital investment and culture change. This study examines the impact of top management commitment on competitive advantage with the mediating role of supplier integration, customer integration, and green innovation. The data collection used a questionnaire designed with a five-point Likert scale to measure the objective opinion of the respondents against the item statement by choosing the predetermined measurement scale starting with 1: strongly disagree up to 5: strongly agree. Questionnaires were created in Google Form link and distributed to 600 respondents via email, WhatsApp groups, and Facebook. This survey received 285 responses (response rate 47.50%) considered valid for further analysis. Furthermore, the data were analyzed using the partial least square (PLS) technique using SmartPLS software version 3.0. The result revealed that top management commitment directly influences supplier integration, green innovation, customer integration. Top management commitment did not directly affect competitive advantage. Instead, competitive advantages were affected by supplier integration, green innovation, and customer integration. Similarly, green innovation was supported by supplier integration and customer integration. In addition, top management commitment indirectly affects competitive advantage through supplier integration, green innovation, and customer integration. This result implies that top management commitment plays a vital role and has multiple effects in enhancing competitive advantage through establishing strategy and policies. This result provides a practical contribution on how the manufacturing companies could improve competitive advantage and at the same time concerns the environmental protection through green innovation. This study could also enrich and extend the acceptance of the recent research in the context of the manufacturing industry. Finally, this work has some limitations, particularly regarding the population and the variables involved. Further studies on the current topic are suggested to apply the variables such as digital and technology capability as these issues are currently in the growing stage. Future research is also suggested to cover a broader population such as the service and health industry.

The research investigates the link between technology, organization, and environment, and the uptake of artificial intelligence among SMEs in Jordan. The objective is to get a deeper understanding of the factors that promote or hinder enterprises' use of artificial intelligence during the recruitment of leaders. A total of 295 participants, who were owners or managers in several SME sectors, manufacturing, including services, construction, and agriculture, were selected via judgmental sampling. Data collection was conducted utilizing a survey instrument, and the collected data was processed employing Smart PLS. The findings demonstrated a substantial correlation between attitude toward artificial intelligence uptake and factors such as relative advantage, complexity, top management commitment, and organizational preparedness. Nevertheless, factors like competitive pressure, external assistance, a favorable regulatory environment, compatibility, and staff flexibility do not significantly influence the attitude toward the uptake of artificial intelligence. In summary, these findings provide valuable insights for decision-making and resource distribution. They underscore the significance of factors such as relative advantage, complexity, top management commitment, and organizational readiness in achieving goals in the field of artificial intelligence. Additionally, they identify areas where efforts may not result in significant effects. The practical ramifications and future study paths are emphasized according to current technological needs.