International Journal of Management, Economic, Business and Accounting

Green Finance Business Model Innovation in Indonesian State-Owned Banks toward Net Zero Emission 2060: A Triple Layered Business Model Canvas Approach

2026-07-02T10:11:51+07:00

Purpose—This study examines how Indonesian state-owned banks organize economic, environmental, and social value creation through green finance in the context of Indonesia’s Net Zero Emissions (NZE) 2060 agenda.

Method—A qualitative multiple-case study investigated Bank Rakyat Indonesia (BRI), Bank Mandiri, Bank Negara Indonesia (BNI), and Bank Tabungan Negara (BTN). Eight purposively selected informants, two per bank, were interviewed. Sustainability reports identified in the source manuscript as 2024 reports and institutional documents supplemented the interviews. Framework Analysis used the 27 components of the Triple Layered Business Model Canvas (TLBMC), with NVivo supporting data organization and cross-case comparison.

Findings—The accounts indicate different emphases: inclusive micro, small, and medium enterprise financing at BRI; corporate and infrastructure financing at Mandiri; ESG governance at BNI; and housing finance at BTN. Sustainability commitments coexist with reported gaps in impact measurement and strategic–operational alignment. These patterns describe business orientations rather than a validated ranking of sustainability maturity.

Conclusion and Implications—Green finance integration remains uneven. Banks should strengthen outcome measurement, organizational capabilities, and alignment across the three value layers. The findings identify potential support for the NZE agenda; they do not establish attributable emissions reductions or achievement of the national target.

Originality/Value—The study adapts TLBMC to compare four banking cases and proposes an untested integration framework linking economic, environmental, and social value through governance and digital transformation.

DMAIC-Driven Paperless Operational Reporting for Operational Efficiency and Environmental Sustainability: A Case Study at a Bottled Drinking Water Manufacturing Plant

2026-07-07T07:08:27+07:00

Purpose— This study examines how Define-Measure-Analyze-Improve-Control (DMAIC) was used to transform manual operational reporting into paperless reporting at an Indonesian bottled drinking water manufacturing plant and evaluates the associated operational and environmental changes.

Method— An applied, participatory embedded mixed-methods single-case design combined eight Voice of Customer interviews, process observation, document review, NVivo 14 coding, root-cause analysis, 30 paired before-after observations, and post-implementation member checking. Paired differences were evaluated using Wilcoxon signed-rank and paired-samples t-tests.

Findings— After implementation, administrative workload decreased by 69.30%, reporting cycle time by 68.75%, data-retrieval time by 78.19%, and paper consumption by 99.25%. The estimated paper-related carbon footprint also declined by 99.25%. All five paired comparisons were significant at p < 0.001, while the documentation error rate decreased descriptively from 14.35% to 3.24%. Eight user validators reported an overall mean of 4.63/5.00.

Conclusion and Implications—DMAIC provided a traceable socio-technical architecture linking user requirements, baseline evidence, root causes, digital features, governance, and validation. Manufacturers should treat paperless reporting as process redesign supported by clear ownership, infrastructure controls, and continuing performance monitoring.

Originality/Value—The study integrates qualitative diagnosis, quantitative before-after evaluation, participatory digital implementation, environmental measurement, and Control-stage governance within one end-to-end reporting intervention, while explicitly distinguishing inferential indicators from descriptive and mathematically derived measures.

Green HRM and Green Servant Leadership: Enhancing Employee Performance through Green Innovation

2025-11-26T14:20:19+07:00

Purpose— This study examines the influence of Green Human Resource Management (Green HRM) on employee performance, with Green Innovation as a mediator and Green Servant Leadership (GSL) as a moderator, in Bangladesh’s ready-made garment (RMG) sector.

Method— A quantitative approach was employed using data collected from 180 RMG employees through a structured questionnaire. SPSS 27 and AMOS 24 were used for descriptive statistics, correlation analysis, and confirmatory factor analysis (CFA).

Findings— The findings indicate that Green HRM positively influences employee performance, with Green Innovation acting as a mediator. GSL moderates the relationship between Green HRM and employee performance, strengthening the positive influence of Green HRM on performance.

Conclusion and Implications— The study highlights the importance of integrating Green HRM, Green Innovation, and GSL to enhance employee performance in the RMG sector. RMG companies should incorporate sustainable practices into their HRM and leadership approaches to support innovation and performance. Future research could examine other sectors to assess the generalizability of the findings.

Originality/Value— This study contributes context-specific evidence from Bangladesh’s RMG sector by integrating Green Innovation as a mediator and GSL as a moderator in the relationship between Green HRM and employee performance. It offers practical insights into aligning HRM and leadership practices with sustainability objectives in an emerging economy.