Sustainable Production and Consumption 20 (2019) 326–339

Contents lists available at ScienceDirect

Sustainable Production and Consumption

journal homepage: www.elsevier.com/locate/spc

Review article

Green business value chain: a systematic review

∗
Md. Morshadul Hasan a,d , , Md. Nekmahmud b,d , Lu Yajuan a , Masum A. Patwary c,d
a
School of Finance, Nanjing Audit University, Nanjing 211815, China
b
Doctoral School of Management and Business Administration, Szent Istvan University, Godollo 2100, Budapest, Hungary
c
School of Science and Engineering, Teesside University, Middlesbrough, TS1 3BA, UK
d
Begum Rokeya University, Rangpur 5400, Bangladesh

article info a b s t r a c t

Article history: Compared to the past few decades, traditional companies are implementing more and more green
Received 18 February 2019 strategies, because companies must respond to environmental impacts immediately. This study has
Received in revised form 2 August 2019 economic, social, and commercial implications to implement environmental protective measures,
Accepted 7 August 2019
establish social security and improve business stability. With these considerations in mind, the
Available online 9 August 2019
purpose of this study was specified to explore the implications of green strategies in each business
Keywords: process through considering green business practices in various functions of the business value
Green business process chain. In methodology, a systematic literature review analysis through qualitative sampling study
Green business value chain was conducted to address the findings. This review includes the impacts, relationships, characteristics,
Sustainable development practices, and benefits of executing green strategies in business value chain. A number of examples
Green supply chain management of how green business can improve the environment and increase the cost-effectiveness have been
Green information systems discussed in the literature. Also, the study shows that the practices of green business are essential for
Green technology
today’s world in the context of green capital. Different frameworks for green strategy implementation
Green marketing
Green accounting
or business process have been developed and presented in findings to achieve the purposes of this
Green management study. In addition, the relationship between green strategies and business functions are revealed
Green 3R through the systematic review study. In conclusion, the practical significance and future research
directions are specified.
© 2019 Institution of Chemical Engineers. Published by Elsevier B.V. All rights reserved.

Contents

1. Introduction....................................................................................................................................................................................................................... 327
2. Foundations of the research field................................................................................................................................................................................... 327
2.1. The meaning of green business ......................................................................................................................................................................... 327
2.2. Why green business? .......................................................................................................................................................................................... 328
2.3. Green business practices..................................................................................................................................................................................... 328
3. Methodology ..................................................................................................................................................................................................................... 329
4. Findings ............................................................................................................................................................................................................................. 329
4.1. Green information systems ................................................................................................................................................................................ 329
4.2. Green technology ................................................................................................................................................................................................. 330
4.3. Green management ............................................................................................................................................................................................. 331
4.4. Green supply chain management ...................................................................................................................................................................... 332
4.4.1. Green design ......................................................................................................................................................................................... 333
4.4.2. Green purchasing ................................................................................................................................................................................. 333
4.4.3. Green production/manufacturing ....................................................................................................................................................... 333
4.4.4. Green logistics ...................................................................................................................................................................................... 333
4.5. Green marketing .................................................................................................................................................................................................. 333
4.5.1. Green product....................................................................................................................................................................................... 334
4.5.2. Green price............................................................................................................................................................................................ 334
4.5.3. Green place ........................................................................................................................................................................................... 334

∗ Corresponding author.
E-mail addresses: arif.morshad@gmail.com, arif.morshad@yahoo.com (M.M. Hasan), argonmkt@yahoo.com (Md. Nekmahmud), luyajuan66@126.com (L. Yajuan),
patwaryma@gmail.com (M.A. Patwary).

https://doi.org/10.1016/j.spc.2019.08.003
2352-5509/© 2019 Institution of Chemical Engineers. Published by Elsevier B.V. All rights reserved.
 M.M. Hasan, Md. Nekmahmud, L. Yajuan et al. / Sustainable Production and Consumption 20 (2019) 326–339
4.5.4. Green promotion ..................................................................................................................................................................................
4.6. Green 3R (reduce, reuse, and recycle) ..............................................................................................................................................................
4.7. Green accounting .................................................................................................................................................................................................
5. Conclusion and recommendations .................................................................................................................................................................................
Acknowledgment ..............................................................................................................................................................................................................
References .........................................................................................................................................................................................................................
1. Introduction
Green business can provide a mechanism to influence the
environmental, commercial, and social development in different
ways (Elkington, 1994; Grindle, 2007). Not only less developed or
developing countries, but also developed countries have adopted
different receptive approaches of green business to protect their
environment, business, and society (Hasper, 2009; van der Gaast
and Begg, 2012). The industrial development of environmen-
tal management is reflected in the growth and development
of commodities, the management of service sector, the use of
renewable resources, waste management as a by-product, etc.
(O’Sullivan, 2000; Pane Haden et al., 2009). Chin et al. (2015, pp.
685) describe the major threats to industrial pollution from the
environment if green strategies are not used to manage business
activities. The green business adopts the principles, procedures,
practices, and policies of all elements of the business to improve
business continuity, environmental protection, social welfare, and
social responsibilities (Loknath and Abdul Azeem, 2017; Seidel
et al., 2010). While, traditional business practices affect in en-
ergy, climate change, and ecosystems (Barton, 2004; Crane and
Kitchens, 2013), day by day, the importance of green businesses
is increasing rapidly (Rajala et al., 2016).
Considering the environmental impact, many entrepreneurs
around the world have incorporated greening strategies into their
businesses (Taib et al., 2015). There are mainly two reasons for
manufacturers to involve in green businesses. These are internal
(social responsibility, competitiveness) and external motivation
(customers and government pressures or stakeholder pressure).
However, most companies have the incentives to implement
green practices that are mainly driven by competitiveness and
cost concerns, not just social responsibility (Ashton et al., 2017;
Karagülle, 2012). Besides the environmental impacts, green busi-
ness practices are very significant in both the economic and social
development. It influences business with all sustainable advan-
tages (Guimaraes and Sato, 1996; van der Gaast and Begg, 2012;
Weinberg, 1998), and all business factors such as organizational
decision-making, risk management, stakeholders’ influences, em-
ployee engagement and innovations, social marginality, technical
complexity, marketing and communication (Nkonoki and Erics-
son, 2010). Nowadays, many commercial organizations are en-
suring greening strategies, standing in green business practices,
and establishing different green business frameworks to achieve
different advantages through sustainability (Paul et al., 2014). It
makes the interaction between industry and the environment,
business models and industry, business models and environment
(Nair and Paulose, 2014).
Green businesses are associated with green economy, green
society, and environmental planning, which will from an eco-
friendly chain system. In addition to social business and profit
maximizations, green business practices have significant impacts
on the use of natural resources at different stages of activities and
productions. However, it is one of the most important topics in
business research that emphasizes the environment.
Business researchers who are directly involved in business
operations and production always seek a business value chain in
an integrated manner to achieve the factual development of the
327
334
335
335
335
336
336
company. Many researchers have addressed greening practices
in specific contexts, but a few have initiated green business
practices in a comprehensive format. After examining the impacts
of green businesses and its’ practices, researchers feel this gap
that the integration of green business value chains is an emerging
issue that needs to be highlighted. In this paper, the behavior of
green business practices seems to be more casual and systematic.
Environmental philosophy can add analysis of green business
processes at diverse stages of the greening strategy, which is
the novelty of this research. Through this review analysis, re-
searchers, business professionals, academicians, and readers will
get ideas about the integration of the green business value chain.
In this study, researchers have collected and analyzed the
views of different authors, researchers, fellows, and others related
to green practices. This research not only attempts to test the
existing theoretical frameworks but also to gain an in-depth
understanding of the research study from the qualitative data.
Moreover, the inclusion of what is known as green business
and behavior can help to delineate a clear role for leaders’ in
producing a socially suitable environment. Thus, this article aims
to provide a discussion of the most important findings on the
understanding of green business. All of these levels of analysis are
potentially informative, and the study of green business strategies
has developed using these different approaches.
2. Foundations of the research field
2.1. The meaning of green business
Before explaining the term ‘green business’, it is obvious to de-
fine the term ‘green’ and ‘business’ first. The term green has almost
the same meaning as sustainability and is often used interchange-
ably (Yanarella et al., 2009). It is currently used in both relative
and absolute terms (Walley and Taylor, 2002). The term ‘green’
covers a wide range in scope, such as sustainability, scarcity
of energy sources, eco-friendly, pollution-free, social or political
stability. It focuses on environmentally friendly activities, such as
green practices everywhere in society (Čekanavičius et al., 2014;
Bergquist, 2017; Srivastava, 2007). In addition, the term green
has been found in the literature to be more relevant to every
aspects of sustainable development (Staniškis, 2011; Bergquist,
2017; Ahlstrom, 2010; Nair and Paulose, 2014; Molenaar and
Kessler, 2017; Sarkis et al., 2013, 2011). In this perspective, the
term ‘green’ and ‘business’ can be merged into ‘Green Business.’
According to the key-characteristics of definitions of green
business of different scholars, the green business process is an-
alyzed. They focus on green business from different perspectives,
some of which resulted in the below definitions.
‘‘the definition of green business is becoming undermined by a
proliferation of green labeling and standards. These standards are
leading some consumers to consider ‘‘green labels’’ to simplify a
marketing tool with little significance behind it. The basic concept
of a green business lies in business sustainability’’. (Kabiraj et al.,
2010, pp. 24)
‘‘Business practices which are evaluated to be environmentally
friendly. These practices might include the use of organic and
natural products to build its facilities, tighter protections against
328 M.M. Hasan, Md. Nekmahmud, L. Yajuan et al. / Sustainable Production and Consumption 20 (2019) 326–339
emissions, environmentally responsible sourcing of supplies and
designing organizations and processes to the efficient and eco-
nomical use of resources’’. __ (Karagülle, 2012, pp. 457)
‘‘green business is an organization that is committed to the
principles of environmental sustainability in its operations, strives
to use renewable resources, and tries to minimize the negative
environmental impact of its activities’’. __ (Čekanavičius et al.,
2014, pp. 76)
After exploring different characteristics of the above defi-
nitions, we propose a definition of green business as ‘‘Green
business is the sustainable business process of executing business
with improving the economic conditions of a country, protecting the
environment from the adverse effects, and finally ensuring the posi-
tive response to the society as a green capital’’. Here researchers try
to highlight a complete business process that takes into account
the environmental effects, which may influence a company’s
long-term shareholder wealth and business profit maximization.
As a result, society will ultimately benefit as well.
2.2. Why green business?
Reducing the quantity of wastes, reusing wasted materials,
and recycling them as by-product or as raw materials for other
products can decrease costs through environment-friendly pro-
cesses (Gadde et al., 1997). Makower (2014) argues that revenue-
raising and cost-saving are the benefits of greening. Molenaar and
Kessler (2017, p.16) have recognized that businesses derive new
benefits from the five different levels of the process through using
sustainability standards; operations, procurement, sales & mar-
keting, stakeholder engagement, and sector-wide changes. These
benefits include cost reduction, increased profitability, productiv-
ity growth, improved reputation, supply security, legal compli-
ance, enabling policy environment, and level playing field. In ad-
dition, Molenaar and Kessler (2017) have identified three factors
that influence most of the green business benefits. These include
company characteristics, sector characteristics, and standard sys-
tems characteristics. Moreover, industries can change their ability
to engage in improving their business performance and green
innovation by focusing on three predictors of green business
advantages; assimilation, acquisition, and transformation (Gluch
et al., 2009).
Earlier studies by renowned researchers (e.g., Čekanavičius
et al., 2014; Florida et al., 1999; Franco et al., 2009; Molenaar and
Kessler, 2017; Pattinson, 2015) identified different advantages of
green business. Greening the essential elements of business gives
some eco-advantages through profitability improvement. Exam-
ples include reducing the use and cost of resources, saving money
through digitalization, improving budgets for higher incomes, ob-
taining investment capital, establishing business status and high
business growth, and obtaining incentives from the government
through tax incentives. In addition, it capitalizes some compet-
itive advantages by attracting innovations and perceptions of
green consumer, improving brand reputation with operational
efficiency and cost savings, increased productivity, and business
capability to meet the terms of regulation. Moreover, it mitigates
risks by meeting legal requirements and regulatory compliance,
predicting new regulations, engaging stakeholders proactively,
and improving risk management processes. Moreover, it retains
and attracts top talent by recruiting top talent, improving em-
ployee morality, ensuring employees health and satisfaction, pro-
moting a safer and healthier working environment, and making a
more reliable and healthier world.
2.3. Green business practices
With globalization, business experience can be attributed to
general business skills with more complicated conditions
(Aguilera-Caracuel and Ortiz-de Mandojana, 2013). In some cases,
researchers ponder on a single dimension of international busi-
ness capabilities (Johnson, 1998; Bull and Crompton, 2006; Kox
and Rubalcaba, 2007). Research on multidimensional concepts
such as green business, a collection of international business com-
petencies with every aspect of business, society, and economy,
is still limited (de Vasconcellos et al., 2018; Rana and Morgan,
2018). Therefore, there is a need to gain an insight view from the
green strategy on the meaning of competence, business compe-
tence, international business competence, international business
competence indicators, and the most significant international
business competence for internationalized green business.
In the international arena, the society faces different financial,
industrial, economic, and environmental crises due to misman-
agement as well as misuse of social and natural resources (Are-
nas et al., 2010). In this prospect, green practices, capabilities,
strategies, and greening impacts around the world are consid-
ered highly crucial issues of every business practices through
the positive effect on the economy, society, environment, and
business (Nogareda and Ziegler, 2006). For instances, climate
change is one of the complex and hazardous threats to busi-
ness and sustainable development (Hammond et al., 1995; Lin-
nenluecke et al., 2016). The growing effect of climate change
demands a more holistic approach to reduce and prevent the
adverse effects of climate change (Mioara and Mihai, 2014). Chun
et al. (2015) expose that climate change, environment protec-
tion, environmental stability, and environment-friendly products
are directly related to green practices and greening strategies.
Ahlstrom (2010) suppose that businesses contributions to society
should also be emphasized besides profit-maximizing as it may
influence longer business prospects. From this perspective, the
greening strategies of every business behavior are to explore
the organizational ‘eco-culture,’ environmental excellence, and
corporate environmental strategy (Newton and Harte, 1997). Ad-
ditionally, it faces some challenges in business competition, green
collaboration, chemical transparency, sustainability, company’s
performance, disclosure & transparency, employee engagement,
and energy storage (Makower, 2014).
Nulkar (2014) pointed out that green business can ensure
four competitive advantages, these are emerging market oppor-
tunities, early mover advantages, managing costs & risks, and
environmental stewardship. It also creates advantages ranging
from environmental stewardship classifications to management,
personnel, operational efficiency, and apparent advantages (Lun,
2011). The companies practicing higher degrees of environmental
stewardship get higher business benefits than those to derive
a lower degrees of environmental stewardship (Guimaraes and
Sato, 1996). Another important fact is that business size does
not affect the relationship between business practices and en-
vironmental impact. Even for SMEs, there is no way to ignore
the environmental impact. This is why SMEs fully emphasize the
importance of environmental effects (Chun et al., 2015).
There are various organizational factors, such as strategy def-
inition, top-management support, bottom-up support, organiza-
tional structure, human resources, business inclusion, innovation
capability, and personal motivator factors also playing effective
roles in enabling green business practices through organizational
changing (Lee, 2009; Seidel et al., 2010). Also, businesses have ex-
tended remarkable advantages from the advanced environmental
management systems (AEMS) through practicing green strategies
(Florida et al., 1999). In addition, internal environmental man-
agement and green information systems influence directly and
 M.M. Hasan, Md. Nekmahmud, L. Yajuan et al. / Sustainable Production and Consumption 20 (2019) 326–339
positively on purchasing, cooperation with customers, designing,
and investment recovery (Green et al., 2012). Even with green
management process, green supply chain management, and green
technologies coexist to ensure business sustainability (Taib et al.,
2015).
In addition, information systems are also an important force
for providing necessary information to consumers, management
team, decision-making team, and different groups of stakeholder
at the managerial decision level, strategic level, and operational
level (Pane Haden et al., 2009; Sarkis et al., 2013). It creates op-
portunities to enhance profitability and productivity (Cardoso and
Carvalho, 2010; Standing et al., 2008). Also, the increasing uses
of advanced information systems increase paperless information
communication accurately and efficiently. Moreover, in a clean
energy economy, the green business strategies play central roles
by utilizing renewable energy, technologies and employing green
labor-forces to provide clean energy services and goods (Hong-
tao Yi, 2014). Furthermore, various organizational factors such
as strategic definitions, top-management supports, bottom-up
supports, organizational structure, human resources, corporate
inclusion, innovation capabilities, and personal motivating fac-
tors also play active roles in achieving green business practices
through organizational changes (Seidel et al., 2010; Lee, 2009).
3. Methodology
This study presents a literature review of different articles
focusing on green business published in reputed journals (Ogun-
yemi and Aktas, 2013; Srivastava, 2007). There is no detailed
schedule for the article publication date. We focused not only
on green business practices but also on all green business ele-
ments separately such as green supply chain management, green
accounting, green marketing, green information systems, green
technology, and green 3R (reuse, reduce, recycle). Published rel-
evant articles were selected from different research area by us-
ing a combination of adaptive sampling for literature review,
purposive sampling, and an authoritative sampling approach. A
series of research review approaches is incorporated on green
business strategies include keywords ‘green business’ ‘sustain-
able business’, ‘eco-friendly business’, ‘green supply chain man-
agement’, ‘green accounting’, ‘carbon accounting’, ‘green mar-
keting’, ‘green information systems’, ‘green technology’, ‘green
innovation’, ‘green management’, ‘environmental management
systems’, ‘green reuse, reduce, recycle’, ‘green logistics’, ‘green
design’, ‘green production/manufacturing’, and so on. Most of
the research articles were collected from Elsevier, Springer, Wi-
ley, Emerald, Taylor & Francis, and so on. The review study
investigated the elements of green business, the processes of
different components, the benefits of greening, the impacts on
the environment, and economy. In addition to resources from
those specified publishers, we have collected articles from other
publications to gather the necessary information (Ahi and Searcy,
2015). Despite the help from these researches on relevant studies
on green business practice and process, we also analyzed some
frameworks that were established in previous studies. However,
this research was followed by a systematic review method that
helped us to easily finish this research project in a systematic
way. A systematic research framework is given below in Fig. 1
to explain the research process.
The reviewed data has been encoded and categorized multiple
times by the first author to create a thematic classification system
for the collected data. Data has been analyzed and verified to
ensure that the units of classification (themes, issues, concepts)
are sensitive to descriotions of population. After collecting the
data through review of the literature, the assessed data has been
provided to the associate co-authors to allow them to reflect
329
on their thoughts for the second time and to modify or add or
rearrange these data in a second brief review with the first author.
We conducted a thematic analysis in three steps. The theme has
been extracted from the transcript; the extracted topics have
categorized and organized; finally, an interpretive analysis has
produced a theoretical environmental interpretation of the green
context of business strategy. This categorizing and organizing
review process takes a structured approach that is shown in
Table 1 in the below section.
The following sections deal with each of the thematic steps
one by one. In order to help the readers’ better understanding,
significant direct references accumulated from the collected data
are used to illustrate qualitative results.
4. Findings
The green business process requires the coordination and in-
tegration of all green surroundings. It is found that all elements
of green business value chain are deeply interrelated with each
other. First, Green Information Systems (GIS) connects all busi-
ness function through a broader and more powerful information
system. In this case, technology helps to connect each depart-
ment to work together. This is why using the best technology to
connect the entire business systems is the first thing. In addition,
Green Supply Chain Management (GSCM), Green Marketing, and
Green 3R are related sequentially. Mainly four functions; green
information systems, green management, green technology, and
Green 3R are related to each function in a business. Additionally,
after studying the existing literature related to green business and
its practices, we classified the green business value chain into
several parts, as shown in Fig. 2. The diversified areas of the green
business value chain are also based on the determination that the
previous research done by Chun et al. (2015), Green et al. (2012),
Mueller (2017), Staniškis (2011), Nogareda and Ziegler (2006).
These are green supply chain management, green management,
green marketing, green information systems, green accounting,
green technology, and 3R.
4.1. Green information systems
Green Information Systems (GIS) is an integrated form of in-
formation and communication system that directly supports en-
vironmental sustainability initiatives across the economy (Ogun-
yemi and Aktas, 2013; Standing et al., 2008; Dedrick, 2010).
It connects all the functions of business through technology.
Additionally, it established the colloquial term information tech-
nology and corporate information systems to overcome the chal-
lenges of green and sustainable practices (Ogunyemi and Aktas,
2013). It focuses on information systems that design and im-
plement sustainable business processes through reducing trans-
portation costs, enabling sustainable processes and practices, im-
plementing a fleet management system, tracking environmental
information, monitoring firm’s waste product management and
operational emissions effectively, and improving economic and
environmental performance (Raisinghani and Idemudia, 2019;
Melville, 2010). Ogunyemi and Aktas (2013) illustrated a concep-
tual framework for green information systems, which considers
both the traditional supply chain performance and sustainable
supply chain performance. Sustainable supply chain performance
is categorized into internal performance (economic performance)
and external performance (environment & social performance).
Compared to traditional supply chain performance, sustainable
supply chain performance influences economy, environment, and
society, while traditional supply chain performance influences
cost, quality, flexibility, dependability, and speed. The conceptual
framework of green information systems is given in Fig. 3.
330 M.M. Hasan, Md. Nekmahmud, L. Yajuan et al. / Sustainable Production and Consumption 20 (2019) 326–339
Fig. 1. A framework for the systematic research process. A systematic research process is followed here. We adopted a research framework concept of Milian et al.
(2019) to complete this article. The figure below shows the systematic representation of the entire research process of the study.
Source: Illustrated by Authors.
4.2. Green technology
The industrial revolution has changed the relationship be-
tween mankind and the earth’s ecology with the help of technol-
ogy (Dastbaz, 2015). Therefore, the concept of ‘green technology’
considers the use of renewable natural resources that will never
exhaust and minimize the negative impact of technological inno-
vations and green engineering (Hongtao Yi, 2014). It incorporates
sustainability through the ‘‘Cradle to cradle’’ design for recy-
cling and reusing, source reduction by reducing waste and pollu-
tion, innovation by developing alternative advance technologies,
demonstrated economic benefits through environmental protec-
tion, and reduction of the human impact on the environment
through creating ways of sustainable development (Das, 2014). In
addition, environmentally-friendly innovations in the information
and communication sector have changed almost every aspect of
our lives and is influenced by the environment. Another tech-
nological concept is ecological efficiency or eco-efficiency that
creates additional value in using technology by reducing environ-
mental effects and resource uses throughout the product lifecycle.
In addition to reducing environmental impacts, the use of green
technologies can help to reduce industrial hazards (Hasan et al.,
2018; Hasan and Mahmud, 2017a,b). Additionally, cloud com-
puting is an emerging concept of green technology, which is
used to achieve sustainability without affecting the environment
(Domdouzis, 2015). Moreover, software design is also considered
a significant factor in green technology (Engel, 2015). Muruge-
san San (2008) has developed a holistic approach to reduce the
environmental impact of technology including green use, green
disposal, green design, and green manufacturing. By focusing on
these complementary pathways, companies can achieve complete
environmental sustainability through technological innovations.
These factors are briefly discussed below;
• Green use: Minimize the energy consumption of technolog-
ical innovations by using these systems in an environmen-
tally sound manner.
• Green disposal: Reuse and refurbish old technological in-
novations and properly recycle unwanted hardware and
equipment.
• Green design: Design energy-efficient and eco-friendly tech-
nological practice system.
• Green manufacturing: Manufacturing hardware and equip-
ment that have minimal or no environmental impact.
Different applications of green technology exist in commercial
life; solar panels, solar water heaters, reusable water bottles,
 M.M. Hasan, Md. Nekmahmud, L. Yajuan et al. / Sustainable Production and Consumption 20 (2019) 326–339 331

Table 1
Integrated overview of green business value chain with literature.
Source: Author’s explanation.
Topic Authors
Green Business & (Ahlstrom, 2010; Arenas et al., 2010; Ashton
SUSTAINABILITY et al., 2017; Bainbridge, 2006; Bergquist, 2017;
Bull and Crompton, 2006; Čekanavičius et al.,
2014; D’Souza et al., 2007; Ebrashi R. El,
2013; Elkington, 1994; Florida et al., 1999;
Hirsch, 2010; Hongtao Yi, 2014; Johnson,
1998; Kabiraj et al., 2010; Karagülle, 2012;
Kren, 2008; Li-Hua and Lu, 2013; Makower,
2014; Mioara and Mihai, 2014; Moser, 2001;
Nair and Paulose, 2014; Newton and Harte,
1997; Prothero et al., 1997; Seidel et al., 2010;
Smith and Perks, 2010; Staniškis, 2011; van
der Gaast and Begg, 2012; Weinberg, 1998)
GSCM (Ahi and Searcy, 2015; Chin et al., 2015; Chun
et al., 2015; Deif, 2011; Dowie, 1994; Green
et al., 2012; Greene and Wegener, 1997;
Kumar and Ghodeswar, 2015; Liobikiene et al.,
2017; Mckinnon et al., 2014; Mckinnon, 2010;
Nikbakhsh, 2009; Paul et al., 2014; Rajala
et al., 2016; Sarkis et al., 2011; Shrivastava,
2011; WBCSD, 2010)
Green Management (Babiak and Trendafilova, 2011; Darnal et al.,
2008; Florida and Davison, 2001; Hosseini,
2007; Loknath and Abdul Azeem, 2017; Lun,
2011; Mustapha et al., 2017; Nogareda and
Ziegler, 2006; Pane Haden et al., 2009)
Green Accounting (Ascui, 2014; Bastianoni et al., 2005; Bowen
& Finance and Wittneben, 2011; El Serafy, 1997; Franco
et al., 2009; Hashim et al., 2015, 2017;
Karvonen, 2000; Linnenluecke et al., 2016;
Medley, 1997; Moorthy and Yacob, 2013; Nash
et al., 1992; Owen et al., 1997; Bartelmus,
1999; Rahman and Hussain, 2012; Rogers and
Kristof, 2003; Ruiz et al., 2016;
Sonja Gallhofer and Jim Haslam, 1997;
Thornton, 2013; Wang and Zhi, 2016)
Green Marketing (Chan, 2013; Dangelico and Vocalelli, 2017;
Davari and Strutton, 2014; Esmaili and Fazeli,
2015; Goh and Balaji, 2016; Grant, 2008; Joshi
and Rahman, 2015; Lampe and Gazda, 1995;
Peattie and Crane, 2005; Polonsky and
Rosenberger III, 2001; Prothero et al., 1997;
Sharma and Singh, 2015; Simão and Lisboa,
2017; Testa et al., 2011; Yan and
Yanzdanifard, 2014)
Green Information (Dedrick, 2010; Diwekar, 2005; Domdouzis,
Systems 2015; Engel, 2015; Gluch et al., 2009;
Malhotra et al., 2013; Melville, 2010;
Murugesan San, 2008; Ogunyemi and Aktas,
2013; Raisinghani and Idemudia, 2019; Sarkis
et al., 2013)
Green Technology (Aguilera-Caracuel and Ortiz-de Mandojana,
2013; Cardoso and Carvalho, 2010; Chen
et al., 2006; Crane and Kitchens, 2013;
Dastbaz, 2015; Domdouzis, 2015; Hasper,
2009; Ito and Mousavi Jahan Abadi, 2002;
Leenders and Chandra, 2013; Li-Hua and Lu,
2013; Mueller, 2017; Murugesan San, 2008;
Pattinson, 2015; Taib et al., 2015; van der
Gaast and Begg, 2012)
3R (Brady, 2010; Bushnell et al., 2010; Essoussi
and Linton, 2010; Gadde et al., 1997)
Keywords
‘Green business’ ‘sustainable business’
‘green business benefits’ ‘green
business process’ ‘green business value
chain’ ‘business value chain’ ‘business
functions’ ‘business contribution to
society’ ‘business effects on
environment’ ‘sustainability’ ‘green
attitudes and practices’ ‘environmental
awareness’ ‘Sustainability’ ‘sustainable
development’ ‘sustainable economy’
‘Sustainable supply chain management
(SSCM)’ ‘Green supply chain
management (GSCM)’ ‘Green SCM’
‘SCM Process’ ‘Green logistics’ ‘green
manufacturing’ ‘green production’
‘green transportation’ ‘green
manufacturing’ ‘sustainable transport’
‘green manufacturing process’
‘manufacturing process’ ‘green design’
‘green product design’ ‘green’ ‘green
warehouse’
‘Sustainable Management’ ‘Green
Management’ ‘Management
Sustainability’ ‘Environmental
Management’ ‘Environmental
performance’ ‘Complementary
capabilities’ ‘Sustainable green
management systems (SGMS)’ ‘Green
indicators’
‘Carbon accounting’ ‘Environmental
Accounting’ ‘Green Accounting’ ‘Green
Finance’ ‘Sustainable accounting’
‘Accuracy’ ‘Consistency’ ‘Green
Disclosure’ ‘Environmental management
accounting.’
‘Green marketing’ ‘marketing mix’
‘green price’ ‘green product’ ‘green
place’ ‘green promotion’ ‘sustainable
marketing process.’
‘Green information systems’
‘Information technology’ ‘Integrated
sustainable-value framework.’
‘Green technology’ ‘green innovation’
‘green technology practice’ ‘green IT’
‘green technology benefits’
‘eco-friendly technology.’
‘3R practice’ ‘waste management in
business’ ‘recycling process’ ‘reduce,
reuse, recycling.’
Future research direction
After studying literature, some
important future research directions are
identified;
• Future research will address the ways
to promote the GSCM structure in both
an individual level and firm level
• Reduce the uncertainty of
implementing a supply chain
management process
• How companies view customer
pressure in different environments of
the supply chain process
• Relationship between different
variables of green management and
financial performance
• Research to explore the best portfolio
to get the most out of your business
• Industry-based management research
• Research to examine the pattern for
sustainable management
• Report on the adoption of sustainable
practices or greening strategies
• Impact of transparency on the
legitimacy of the company
• Research to explore the alternative
measures to reduce carbon emissions
• Research on how to implement the
zero carbon policy
• The impact of specific emotions (guilt,
generativity) will be addressed in future
research
• Research to explore the suitability of
different factors of green purchase
behavior
• The actual consumer behavior will be
explored to show how they behave in
reality
• Research on the sustainability value of
information systems practice in business
• Research to explore more integrated
IT practices and sustainability
approaches
• Research to consider the impact of
technological factors on environmental
issues
• Research to consider the efficiency of
different technologies in greening
practices
• The impact of technological on
sustainability
• Methods to change a person’s
behavior through technological greening
strategy
• Sustainable business and
competitiveness
• External pressure for greening practice
• Green practices, competitiveness, &
profit maximization

This table presents a comprehensive overview of the literature of green business value chain. Most importantly, the early research and future research directions of these researches are presented in this
table. The searching keywords are mentioned here to give the reader a clear understanding of the related keywords of this study.

wind turbines, green technology building, rainwater harvesting
systems, green nanotechnology, and green chemistry (Das, 2014).
The implementation of best technology applications and techno-
logical development plans must gain green technology benefits
from green business practices (Li-Hua and Lu, 2013). In addition,
different technological benefits of ensuring a sustainable envi-
ronment through practicing green strategies are briefly described
below;
• Technological recycling (Use of technological innovations in
recycling process)
• Reducing general expenses (Reduce waste in production
process)
• Purifying of water & air (Use of water purification technolo-
gies and low-carbon emission machinery)
• Improving budget for higher profits (Cost saving from use
nanotechnology)
• Conserving energy (energy-efficient information technolog-
ical innovations and nanotechnology)
• Regenerating ecosystems (Development of forest ecology,
regenerative agriculture systems, and sustainable energy)
4.3. Green management
The implementation of green strategies in the management
process is an emerging issue in business (Čekanavičius et al.,
2014; Molenaar and Kessler, 2017). In particular, practicing the
greening strategies to improve business and environmental per-
formance in management activities is considered as green man-
agement (Loknath and Abdul Azeem, 2017; Darnal et al., 2008).
Currently, the term ‘Green management’ has been replaced by
the term ‘Environmental management systems (EMS).’ Here, the
environmental issues are addressed through the implementation
of environmental plan or policy, planning to reduce negative
impacts on environment, providing necessary training to workers,
332 M.M. Hasan, Md. Nekmahmud, L. Yajuan et al. / Sustainable Production and Consumption 20 (2019) 326–339
Fig. 2. Theoretical Framework of Green Business Value Chain. This figure presents the theoretical framework of the green business value chain. This theoretical
framework will help readers get a complete concept at a glance. All functions of the green business value chain are included in this figure.
Source: Author’s Illustration.
Fig. 3. Conceptual framework of Green Information Systems. This diagram
presents a comparative framework for green information system, showing the
green influence of GIS on economy, environment, and society.
Source: Ogunyemi and Aktas (2013).
and monitoring and evaluating the environmental regulations
(Darnal et al., 2008). Besides, it involves cost savings, human
resources management, customer inspections, innovation abil-
ity, environmental considerations, and profitability (Lee, 2009).
Here, Chun et al. (2015) note that green management practices
contain almost three elements: environmentally friendly oper-
ations, assistance to supply-chain partners, and support for in-
ternal controls. It has substantial impacts on profitability, termi-
nal throughput, and efficient and cost-effective operations (Lun,
2011). Mustapha et al. (2017) explained that a unified green
management framework is directly related to sustainable devel-
opment, namely Sustainable Green management System (SGMS). It
provides an effective, integrated, systematic approach to moni-
tor, collect, manage, and analyze information on organizational
sustainability, profitability, cost redundancy, and efficiency in
the management framework. Similarly, the importance of im-
plementing green strategies in management and environmental
awareness is changing over time. After studying earlier studies by
Mustapha et al. (2017) and Pane Haden et al. (2009), a number of
ways in which business can benefit from green management have
been identified will be specified in points in the next section;
• Reduction of administrative costs, bureaucratic conflicts,
confusion in decision making, internal disputes, and dupli-
cation of documents
• Execution of internal audits and simplification of manage-
ment process
• Redefined managerial authorities and responsibilities
• Promotion of employee training
• Enhancing organizational efficiency and performance
• Improving the internal and external image, and corporation’
good-will
• Building effective internal communication mechanism;
After studying management functions identified by Henri Fayol
(1841–1925) and Luther H. Gulick (1892–1993), this study em-
phasizes on the execution of green management in planning,
organizing, controlling, and leading. These are briefly described
below;
• Green Planning: Green planning includes effective plans,
planning efficiency, and green management strategies
• Green Organizing: Green organizing involves the organiza-
tion and design of green strategy implementation tasks, as
well as the processing and completion of planned tasks
• Green Leading: Green leadership encompasses inspiring,
communicating, and motivating the internal components
that are related to green management strategic plan imple-
mentation
• Green Controlling: The internal elements of green control-
ling measures the accomplishment tasks and management
of strategically planned activities according to the green
management policy.
4.4. Green supply chain management
Green supply chain management (GSCM) refers as an inte-
grating environmental concern about business activities such as
procurement, production, material management, distribution or
marketing, reverse logistics practices to improve the productiv-
ity and profitability of the businesses (Srivastava, 2007; Green
et al., 2012). Darnal et al. (2008) defines GSCM considering the
environmental performance of the entire value chain, undertak-
ing the necessary measures to ensure eco-friendly products or
 M.M. Hasan, Md. Nekmahmud, L. Yajuan et al. / Sustainable Production and Consumption 20 (2019) 326–339
services, reducing the transport, warehouses, and waste related
to costs and decreasing the impacts of all SCM’s elements to the
environment. GSCM practice includes green procurement, green
manufacturing, green distribution, and green logistics (Chin et al.,
2015). In addition, this study is addressing green purchasing,
green manufacturing, green logistics, and green designing as the
elements of GSCM, which are discussed in the next section.
4.4.1. Green design
This research regards to design as one of the most critical
factors of the green business process. It is important for every
industry to prepare a good and useful design for every future
operation. It includes the design of the complete supply chain
process, the design of environmental support material procure-
ment, the planning of the manufacturing process, and the design
of the entire logistics process. These designs should examine the
environmental impact significantly. Diwekar (2005) explains that
the prior green design process helps to enterprise sustainability.
It begins at the planning stage and ends at the decision-making
stage. It will assist in establishing business with multiple goals. In
addition, Srivastava (2007) identified four parts that are directly
related to the green generation process; the first one is reduction,
the second one is control, the third one is elimination, and the
final one is re-control.
4.4.2. Green purchasing
Green purchasing, also known as environmentally preferred
purchasing (EPP), refers to the purchase of environmentally
friendly products that are decidedly less deleterious in impact
to the environment and are also socially beneficial (Chan, 2013;
Joshi and Rahman, 2015). The intentions of purchasing green
products come from the concern of environmental & knowledge
of environment, consumer attitudes, environmentally friendly
behavior, and social norms. The green purchasing decision of con-
sumers depends on five factors such as environmental protection,
environmental responsibility, product experience, environment
friendliness, and universal appeal (Kumar and Ghodeswar, 2015).
These environmental effects control the entire process of the
product purchase process. It begins at raw material purchase to
disposal of the product’s wastage with the most positive social
significance and the lowest environmental impact.
4.4.3. Green production/manufacturing
Greening strategies in the manufacturing process increase
profits by producing products or providing services in an envi-
ronmentally friendly manner (Deif, 2011; Paul et al., 2014). It
encompasses source reduction (minimizing waste or pollution),
and recycling. Also, green product design exhibits the green
manufacturing process, which includes three aspects of the trans-
formation of industrial operations; developing & selling green
products in markets, using green energy, and employing green
procedures in business operations. In such cases, technology plays
significant role as production depends entirely on technological
innovations. Even following green strategies in the production
process can help manage different types of risks (Hasan et al.,
2018; Hasan and Mahmud, 2017b,a). Dowie (1994) proposed
3Rs Distinguishing Products from Parts concept, considering the
concept of reuse, remanufacturing, and recycling (3R). In this
research, the concept of that manufacturing model is adopted,
and a new manufacturing model is proposed as shown in Fig. 4
considering the reuse, remanufacturing, and recycling (3R) idea
as Two-step green manufacturing process.
The first step of the Two-step green manufacturing process
is green manufacturing design. The green manufacturing process
design is categorized into two subsections; manufacturing design
for complete products, and manufacturing design for wastage.
333
This grouping is the specialty of this Two-step green manufacturing
process model. In the first category, each design will be planned
as a complete product.
The manufacturing design of complete products has a sequen-
tial operational process. The steps of this process are specified
sequentially; material processing of the finished products, manu-
facturing process (parts manufacturing and product assembling),
output of complete or usable products, use of the completed
products, disposal of the scrap or wastage from product usage,
and dumping with green recycling the wastage or scrap products
that are not usable for further production.
The manufacturing design for wastage has also a sequen-
tial operational process. This process falls into three categories.
The first one starts at the wastage from manufacturing process
and goes to manufacturing design for wastage products. The
second one starts at disassembling the products for reusing in an-
other purposes and proceed to manufacturing design for wastage
products, and the third one starts with the products reduced
parts after disassembling the products and goes on manufacturing
design for wastage products.
4.4.4. Green logistics
The way, goods and services are produced and delivered to the
targeted consumers is considered a significant determinant of so-
cial responsibility for consumers and the environment (Staniškis,
2011). In this prospect, green logistics is regarded as a sub-
stantial part of the company’s operations and modern supply
chain systems to gain sustainable development of the company
(Nylund, 2012; Rakhmangulov et al., 2017). Kotler and Armstong
(2018) identified three types of logistics, such as inbound lo-
gistics, outbound logistics, and reverse logistics. Among them,
inbound logistics supports the supplier to the company’s func-
tions, and outbound logistics supports the company to retailers’
services. These are the complete parts of reverse logistics. Now,
the two terms ‘green logistics’ and ‘reverse logistics’ are used
interchangeably. Industries are adopting greening strategies for
logistics activities in order to minimize the costs and the waste
of logistics operations. Reverse logistics is, therefore, the back
products flow from the consumers to an earlier stage of the sup-
ply chain management process. Seroka-Stolka (2014) identifies
that different stakeholders, including companies, clients, politics,
and society, directly influence the green logistics process. Here,
we emphasize that a green logistics framework comprises green
strategies for transport, warehousing, office management, inven-
tory control, and material handling systems. Fig. 5 shows how the
greening policies help to build sustainable logistics systems.
4.5. Green marketing
Green marketing is a holistic management process that
emerges from societal marketing (Peattie and Crane, 2005). Polon-
sky and Rosenberger III (2001) defines ‘‘green marketing as all
activities designed to generate and facilitate any exchanges intended
to satisfy human needs or wants, such that the satisfaction of
these needs and wants occurs, with a minimal detrimental impact
on the natural environment’’. Kotler and Keller (2016) specifies
the number of basic terms of marketing areas such as market-
ing mix (product, price, place, promotion), marketing strategy
(segmentation, differentiation, targeting, positioning), marketing
communication mix, and branding. Many marketing scholars
(e.g., Polonsky and Rosenberger III, 2001; Nekmahmud and Rah-
man, 2018; Majedul Huq et al., 2016; Davari and Strutton, 2014)
focus on the study of the traditional marketing mix in the context
of green marketing. Polonsky and Rosenberger III (2001) artic-
ulates the Green 4Ps (product, price, place, and promotion) for
implementing green marketing strategies.
334 M.M. Hasan, Md. Nekmahmud, L. Yajuan et al. / Sustainable Production and Consumption 20 (2019) 326–339

Fig. 4. Two-step green manufacturing process.

Source: Illustrated by Authors.

Fig. 5. Green logistics Framework. This diagram presents the sequential highlights of green logistics framework. The array symbol signified the sequence in which
the elements of green logistics framework are arranged.
Source: Authors Explanation.

4.5.1. Green product
Green products are well suitable for both human health and
the environment. Peattie and Crane (2005) defines a product as
‘green’ ‘‘when its environmental and societal performance, in pro-
duction, use, and disposal, is significantly improved and improving
in comparison to conventional or competitive products of firings’’.
It includes repair, recycles, reuse, and remanufacture of products
or parts thereof (Prakash, 2002). Making products more durable,
repairable, compostable, healthy, and safer to transport is the
most common production strategy for green products. Green
products are treated as safer, healthier, and more benign than
other traditional products (Luchs and Naylor, 2010).
and product categories are also affect consumers’ willingness to
pay.
4.5.3. Green place
The green place is a vital element in the marketing mix, which
refers to the management policies connected to distribution and
reverse logistics from production to consumption (Davari and
Strutton, 2014). The trends of opening green retail outlets in
both Europe and the USA is an example (Lampe and Gazda,
1995). In addition, online marketplaces such as Amazon, Alibaba,
eBay, Taobao, OLX and so on are very effective in protecting the
environment. Also, they play a crucial role in green distribution
(Esmaili and Fazeli, 2015).

4.5.2. Green price 4.5.4. Green promotion

Price is one of the important factors that influences con-
sumers’ purchase decisions at the time of purchasing green prod-
ucts or services. Green pricing can be defined as setting prices
for the green products to offset consumers’ sensitivity to price
against their willingness to pay more for the products’ environ-
mental performance (Grove et al., 1996). Consumers are willing
to pay a premium for green products, but the perceived benefits
The green marketing mix is one of the practical tools to es-
tablish a green business where green advertising plays significant
roles in highlighting the environmental benefits of products. It
has also promoted a sustainable lifestyle, improved the green
image of brands, and reduced information asymmetry in green
products (D’Souza et al., 2007). Prothero et al. (1997) stated that
an effective green strategy depends on excellent communications.
 M.M. Hasan, Md. Nekmahmud, L. Yajuan et al. / Sustainable Production and Consumption 20 (2019) 326–339
While Papadas and Avlonitis (2014) includes communication as
a significant component of environmental business excellence
can educate and inform consumers. In addition, supportive en-
vironmental advertising strategies are changing production and
consumption patterns (Testa et al., 2011). The responses to green
advertising have been treated as quite positive for the consumer’s
response to green advertising (Yan and Yanzdanifard, 2014).
4.6. Green 3R (reduce, reuse, and recycle)
The 3R (reduce, reuse, recycle) concept is considered to achieve
long-term environmental sustainability of industrial manufactur-
ing process (Bushnell et al., 2010). This approach carries dif-
ferent opportunities by minimizing the consumption of natural
resources and reducing environmental pressure as much as pos-
sible. In addition, waste has been recognized as a resource for
efforts to recycle. In this perspective, this issue affects the use of
natural resources in the manufacturing process through waste,
pollution, and emissions of carbon. Chun et al. (2015, pp. 509)
argue that the content of 3Rs as ‘‘The policies for environmentally
friendly logistics needs an aggressive drive of the 3Rs (Reduce, Reuse,
Recycle) by resource circulation’’. From this perspective, waste
management is a related concept to the 3R issue in planning
and recycling, which influence environmental sustainability. It is
directly related to the green strategies followed in the industrial
manufacturing process, especially in the disposal and recycling
of waste materials. All business owners and stakeholders, even
environmentally conscious consumers, demand a proper waste
management process (Patwary et al., 2011, 2012). This concept
plays a vital role in the waste management cycle, which reduces
waste and contributes to the green recycling process. It works
to waste minimization through reusing, recycling, and reducing
systems. At present, the industry is using the waste manage-
ment systems, but sometimes they fail to manage waste up to
a satisfactory level (Patwary et al., 2011).
4.7. Green accounting
Environmental accounting, Accounting for environmental sup-
ports, and Green accounting are the same concept that plays
significant roles in sustainable development (Sonja Gallhofer and
Jim Haslam, 1997). To be fair to say, this is not a new concept
(Owen et al., 1997). It is considered as a common concern and
there is growing environmental interest at both nationally and
globally (Bailey and Soyka, 1996; Bainbridge, 2006; Karvonen,
2000; Medley, 1997; Bartelmus, 1999). It is embodied in an
integrating form of environment, management, accounting, and
finance that supports strategic decision-making systems by con-
sidering both environmental and economic measures (Bailey and
Soyka, 1996; Bainbridge, 2006; Bastianoni et al., 2005; Karvonen,
2000; Rogers and Kristof, 2003). At early stages, both the industry
and SMEs ignored environmental issues in their financial reports
(Karvonen, 2000). However, at present, all parties are giving a
close attention in implementing the result of green accounting
concept to eliminate the lack of awareness and ethical business
functions (Moorthy and Yacob, 2013; Thornton, 2013). The green
accounting system is different from traditional accounting system
because it is directly tied to voluntary or regulatory programs,
and the unit value is recorded as the price of carbon in the
product market (Bowen and Wittneben, 2011). Bowen and Wit-
tneben (2011) emphasizes that greening of accounts and finance
activities, includes consistency, certainty, and accuracy, and is
regarded as a challenging goal. A material dissimilarity exists
amongst the importance of accuracy, certainty, and consistency
in carbon emissions reporting. This study explains the greening
of accounting systems by emphasizing consistency, accuracy, and
335
certainty in the organization’s accounting systems and how to use
the terms as a primary concern of green accounting. The use of ac-
curacy, consistency, and certainty in greening the organizational
accounting systems is devised in the below sections;
• Accuracy: Bowen and Wittneben (2011) stated accuracy as
‘‘Measurement techniques need to be materially accurate, that
is, and they need to reflect actual atmospheric emissions’’.
The overestimation and underestimation of the informa-
tion in financial statements from optimistic and pessimistic
interpretations are entirely prohibited to prove the informa-
tion accuracy and to produce accurate financial statements
(Danimir, 2008).
• Consistency: The term consistency refers to the adoption of
the same accounting methods or principles in a continu-
ous business year or accounting periods consistently (Kieso
et al., 2016). Besides, Horn (1986, pp. 1) stated consistency
as ‘‘Do it the same way every time’’. The inconsistency of using
accounting methods or principles is acceptable only when
new problems or critical issues have arisen. If this incon-
sistency occurs or effects changes in financial statements,
disclosure note must require validating the inconsistency
(Wüstemann and Wüstemann, 2010). Besides, consistency
helps period-to-period results in comparison and reports
accurate revenue or profit (Van Beest et al., 2009).
• Certainty: Bowen and Wittneben (2011) states certainty, as
‘‘Measurement needs to incorporate indicators of uncertainty
as a key metric in carbon accounting to allow for valid interpre-
tation of data’’. It is imperative to interpret the data validly,
and the uncertainty indicator should be measured.
5. Conclusion and recommendations
The influence of greening practices is significant, in fact, for
the sustainability of the green economy as it is not only a matter
of one function but all the functions of business must go through
the greening practices. Sustainability is not about anything can
be created instantly, but a result of long-term stability. However,
some business functions have been well-established in green-
ing practices. These greening practices have made significant
changes in the business world with diversified opportunities. This
is why a considerable number of large companies in the world
are now practicing green strategies. For example, green prac-
tice in supply chain management is the most practiced areas of
business. The integration of social, environmental, and economic
policies plays vital roles in the development of green business. A
link between organizing, managing, and executing every element
of business is highly recommended. There are various benefits
of practicing greening strategies. This is why the impacts of
environmental protection should be considered as a more con-
scious issue. Also, its’ concept should be widened in business
practice. In addition, different strategies regarding green busi-
ness implementation and green awareness of the development
of green organizational movement are significant in establishing
green business practices. Besides, the green business environ-
ment requires more attention from the social scientists. More-
over, environmental safety, benefits, social security, and customer
satisfaction are crucial for the development of green business
practices. By adapting to green business, every component of the
green business must gear up toward the business sustainability.
This will help to accomplish to achieve the ultimate goal of a
green company.
Additionally, another important issue is how to amplify this
research in real-life business or practical operations. This research
creates opportunities to explore the benefits and implications
considering environmental influences in business. Also, business
336 M.M. Hasan, Md. Nekmahmud, L. Yajuan et al. / Sustainable Production and Consumption 20 (2019) 326–339
people will have the motivation to implement the greening prac-
tice in their companies. Moreover, it will help diversify areas
such as creating an environment supporting working environ-
ment, developing connectivity between the departments, min-
imizing costs through removing carbon-emitting materials and
technologies, and utilizing the 3R manufacturing process.
The green practices of companies can increase the productivity
of resources through green innovation and research. Every busi-
ness operates on its characteristics, which represents a business
that is somewhat different from other businesses. The green-
ing strategy is such a feature, which adds some new value to
traditional business. From this point of view, the importance of
following and implementing a greening strategy in traditional
business is much more important. In addition, it supports the
traditional business through the benefits of going green. It can
be followed and implemented in all areas of business, such as
marketing, accounting, management, technological implications,
innovation, and so forth. In this prospect, the most important
sectors of the entire business will be more aware of and conscious
about the social, economic, and environmental issues than the
traditional business. In this way, it can be easily identified by the
qualitative characteristics and behavioral deviations of green and
traditional business.
This research mainly explores the elements of the green busi-
ness value chain. Also, more research is needed on green pro-
duction or manufacturing, green 3R, and green technology from
business perspective. In addition, it is necessary to expand the
scope of greening practice in every aspect of the business in
future research. The impacts of green business on social respon-
sibility are also significant and have yet to be explored in more
details. Perhaps, the challenges of greening practices should be
covered in future research. Because we only found several types
of research relating to this issue, especially the research was
done by Čekanavičius et al. (2014). This study is noticeable for
future challenges of the green business value chain. Even some
empirical researches are also needed on this topic because the
present study is conducted through a literature review method-
ology based on secondary data and information. However, this is
not the conclusive statement, but it could be assumed that green
business must be encouraged due to saving the world from the
anthropogenic industrial pollution.
Acknowledgment
The first author acknowledges Appel Mahmud (Assistant Pro-
fessor, Dept. of AIS, Begum Rokeya University, Rangpur) and
Ashan Uz Zaman (Assistant Professor, Dept. of AIS, Begum Rokeya
University, Rangpur) for their helpful comments and critical guide-
line in the initial stage of the research. The second author ac-
knowledges Sheikh Majedul Huq (Associate Professor, Dept. of
Marketing, Begum Rokeya University, Rangpur) for his kind sug-
gestions during the preliminary stage of the research. The first
and the second author acknowledge the last author for his contin-
uous supports without any reservation. Thanks for reviewers and
editor for their comments to enrich the quality of this article. We
are also thankful to all others who helped directly and indirectly
during this journey.
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