Industrial Marketing Management 119 (2024) 218–237

Contents lists available at ScienceDirect

Industrial Marketing Management

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

Green brand identity and B2B channel partners' tactical green marketing
orientation: Moderating effect of brand governance
Shilpi Jain a, Sriparna Basu a, Yogesh K. Dwivedi b, c, *
a
FORE School of Management, Adhitam Kendra, B-18, Qutub Institutional Area, New Delhi 110016, India
b
Digital Futures for Sustainable Business & Society Research Group, School of Management, Swansea University, Bay Campus, Fabian Bay, Swansea, UK
c
Symbiosis International (Deemed University), Pune, Maharashtra, India

A R T I C L E I N F O A B S T R A C T

Keywords: Even though environmental values and sustainable branding have garnered much attention in the B2C context,
Attitude B2B contexts remain relatively less explored. This study introduces a novel synthesis of Signaling theory and
Brand governance Stewardship theory and examines the moderating impact of brand governance on the relationship between green
Consistent communication
brand identity, consistent communication and channel partner commitment, leading to tactical green marketing
Green brand identity
Green marketing orientation
orientation. Distinguishing itself from previous research, our approach embraces a multi-perspective lens,
delving into the viewpoints of both channel partners and organizations (i.e., managers). Employing an explan­
atory sequential mixed method design, the first phase involved an empirical survey with 248 respondents (Study
1). Subsequently, the second phase (Study 2) comprised qualitative interviews with 41 respondents. The findings
from both studies converged, revealing a positive association between “consistent communication” and “atti­
tude,” a robust connection between “attitude” and “commitment,” and a favorable correlation between “green
brand identity” and “attitude,” ultimately leading to a positive relationship between “attitude” and “green
tactical marketing orientation". This research significantly contributes to the comprehension of B2B green brand
positioning by demonstrating, that in the B2B context, brand governance influences channel partners' commit­
ment and tactical green marketing orientation.

1. Introduction and development projects, which can be incorporated as specific goals in

an organization's long-term business plan (Papadas et al., 2017). How­
Green brand positioning in the Business-to-business (B2B) context ever, to achieve a balance between business competitiveness and ethical
has not been extensively explored. There is limited knowledge about the environmental practices, firms also need to adopt a tactical green mar­
development of effective brand positioning strategies within the B2B keting orientation (TGMO) within their overall strategic marketing op­
context - how brands navigate the complex landscape of factors like erations, which includes taking short-term steps to transition to a
value, risk, and competition to successfully project themselves as envi­ greener marketing mix.
ronmentally conscious entities (Casidy & Lie, 2023; Iyer et al., 2023; The tactical steps a firm may take to develop a green brand approach
Minerbo, Kleinaltenkamp, & Brito, 2021). include product-related decisions like environmentally friendly pack­
While the spotlight has increasingly turned to sustainability brand­ aging and constituents, promotion tools that engage social media and
ing (Casidy & Lie, 2023; Olsen et al., 2014), amplified by environmental blogs for pro-environment dialogues, commitment to a greener supply
factors such as climate change, an important concern underlying green chain, and pricing strategies that consider end-user support (Papadas
branding is the potential for firms to exploit a green image solely for et al., 2017). With such choices, businesses can distinguish themselves
transactional motives (Riquelme & Román, 2014; Schmuck et al., 2018). from greenwashed rivals who make token moves to boost their brand
Firms with a clear strategic direction have the opportunity to be both recognition and organizational performance (Papadas et al., 2019).
competitive and environmentally friendly in practice - for example, Existing research has mainly examined green brand positioning in
making strategic investments in low-carbon technologies and research the B2C context (Rahman et al., 2023), and most studies have used a

* Corresponding author at: Digital Futures for Sustainable Business & Society Research Group, School of Management, Swansea University, Bay Campus, Fabian
Bay, Swansea, UK.
E-mail addresses: [email protected] (S. Jain), [email protected] (S. Basu), [email protected] (Y.K. Dwivedi).

https://doi.org/10.1016/j.indmarman.2024.04.013
Received 15 August 2023; Received in revised form 21 April 2024; Accepted 22 April 2024
Available online 6 May 2024
0019-8501/© 2024 Elsevier Inc. All rights reserved.
S. Jain et al. Industrial Marketing Management 119 (2024) 218–237

single-informant approach from the buyers' perspective (e.g., Casidy exploration of participants' views in the second phase helped us to
et al., 2019, 2018; Casidy & Lie, 2023; Casidy & Yan, 2022). This creates explain the statistical results gathered in the previous phase further
a gap in understanding, as we do not have adequate knowledge of how (Tashakkori & Teddlie, 1998; Creswell, 2003).
the green brand identity positioning of the firm influences the B2B By unravelling the complex dynamics that shape green branding in
seller's green marketing orientation. It is also noticeable that the ma­ the B2B context, this study establishes the positive role played by brand
jority of the sustainability positioning studies have been conducted in governance in forming attitudes and commitment among channel
developed markets where sustainable practices have already been partners. The study is organized as follows: Section 2 presents the
adopted by many firms. In contrast, in the emerging (and also devel­ literature review followed by the theoretical framework in Section 3;
oping) markets, the implementation of green branding and sustain­ Hypotheses and model development are explained in Section 4. Section
ability practices is still in its nascent stage (Rehman et al., 2016; Safari 5 discusses the methodology and Section 6 discusses the results of the
et al., 2018). Thus, there is a possibility that in the case of the latter, the two studies (quantitative and qualitative). Section 7 discusses the
adoption of the sustainability practices is not intrinsic to sellers; rather it theoretical contribution followed by practical contributions in Section 8.
is influenced by institutional handholding in the form of abidance with Section 9 concludes the study followed by the study limitations and
norms and incentivizing strategies (Casidy & Yan, 2022; Cobbinah et al., agenda for future research discussed in Section 10.
2015). The focus on tactical green marketing orientation (TGMO), can
give firms an advantage of quick feedback which may be fed into the 2. Literature review
overall strategy of turning the marketing mix into a greener one.
Incentivizing through TGMO has also been found to have a direct benefit 2.1. Brand governance
on the overall organizational performance (Negi et al., 2023).
Another gap in the literature is that prior research (e.g., Casidy & Lie, It has been acknowledged in literature since long the significance of
2023), has addressed the alignment of buyer-supplier values and its branding for a company's success (Helm & Jones, 2010). Several re­
impact on the efficacy of sustainable brand positioning, but there is no searchers explored the role of brand governance from diverse perspec­
discussion of institutional hand-holding via brand governance that may tives such as associating brand co-creation with brand governance
impact commitment to green brand identity. Brand governance encap­ (Hatch & Schultz, 2010), brand governance implications while man­
sulates the mechanisms through which enterprises establish communi­ aging brand instability and capital market reputation (Kambara, 2010),
cation conduits, through online and offline channels, with stakeholders the role of brand governance in regional brand building (Lucarelli &
who seek insights into organizations' brand support mechanisms (Hatch Giovanardi, 2016). An entire gamut of literature emerged on - relating
& Schultz, 2010). According to Ind and Bjerke (2007), stakeholder brand governance to an experience-centric perspective (Merrilees,
involvement in brand co-creation is a facet of brand governance, 2017), SME's brand orientation (Renton & Richard, 2019), and entre­
implying that organizations relinquish a degree of brand control to preneurial marketers protecting core brand values through brand
stakeholders. In essence, the triumph of brands seeking to portray governance (Renton & Richard, 2020). Implications for brand gover­
themselves as environmentally conscious does not rest solely on their nance have also been seen in the context of the sports industry (Taks
sustainability initiatives. Instead, effective brand governance strategies et al., 2020), and performance consequences and conflicts for export
assume a critical role in enhancing stakeholder awareness, fostering channel partners (Pyper & Doherty, 2022).
trust, and nurturing commitment. This not only safeguards a company's Companies invest substantial resources in both financial and tem­
reputation but also reinforces its commitment to sustainable practices, poral aspects to introduce new brands and exploit existing ones to gain a
building genuine trust among customers and stakeholders alike. Com­ competitive edge (Kumar, 2003). At the same time, while brand equity
panies that weave sustainability into their brand governance strategies may be pivotal for an organization's prospective value generation
are likely to be better poised to authentically communicate their green capability (Helm & Jones, 2010), it concurrently faces intricate chal­
brand identity to stakeholders. lenges arising from how the brand is managed. Such challenges arise in
In this study, we draw on both communication and sustainability an interconnected society in which digital media (e.g., social media)
literature by adopting signaling theory (Spence, 2002) and stewardship increases the proliferation of communication touchpoints among
theory (Donaldson & Davis, 1991) as our lenses to explore the research stakeholders, as well as the perils associated with it (Helm & Jones,
question: 2010). Brand governance has been seen as a paradigm for brand
RQ: “How does brand governance influence channel partners in governance whereby the upper management or leadership in an orga­
communicating a brand's sustainability practices to consumers, and what role nization establishes guidelines, standards, and protocols for communi­
does consistent communication play in fostering the development of a tactical cation (Helm & Jones, 2010; Ind & Bjerke, 2007). These may encompass
green marketing orientation among these channel partners?” components such as name, logo, typography, symbols, colour, or form –
Signaling theory (Erdem & Swait, 1998; Spence, 2002) suggests that which are typically overseen by mid-level management (Zaichkowsky,
organizations send out market signals (through online and offline 2010). Thus, by providing channel partners with predefined templates,
communication) in terms of the display of specific attributes or char­ content guidelines, and approved messaging, brand governance may
acteristics (e.g., green initiatives and values), to signal their qualities minimise the risk of miscommunication.
and intentions to customers, which help in reducing information While organizations seek to contribute to a sustainable environment
asymmetry to build trust between the parties. Stewardship theory, on by having lesser carbon footprints, they also want to partner with sup­
the other hand, suggests how organizations manage and safeguard their pliers to cultivate green practices (Bommenahalli Veerabhadrappa et al.,
brands while considering the interests of various stakeholders. Both 2023). Brand governance can ensure that the brand identity is linked to
signaling and stewardship theory frameworks connect very well with a company's presentation of itself (Alessandri, 2001), and that channel
brand governance which essentially refers to the set of practices, pol­ partners remain updated on green branding elements through nomen­
icies, and strategies, including the brand's messaging, that a company clature, graphics, and promotional media updates to convey a consistent
employs to manage and protect its brand's integrity, reputation, and image (Cian & Cervai, 2014). As stakeholders are likely to form judg­
value and building stakeholder commitment (Séguin & Abeza, 2019). ments about the brand based on the information they receive about the
We have used a mixed method sequential explanatory design to distinctiveness of the company's social responsibility (Melewar et al.,
gather data in two distinct phases - quantitative followed by qualitative 2017), coordinated brand governance may generate trust and motivate
(Creswell, Shope, Clark and Green, 2006)- to investigate the research channel partners to align themselves closely with the brand's values.
question. The first phase of our study was conducted to arrive at a Partners who share these values are more likely to commit to convincing
general understanding of our research problem, while the more in-depth customers about the brand's green messaging and contribute to a

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cohesive green brand narrative. Thus, brand governance will enable heuristic for assessing product or service quality (Erdem & Swait, 1998).
managers to gauge how green brand communication is received by the In the realm of green brand identity, firms leverage their brand names as
channel partners to create the right motivations which can positively signals to cultivate a perception among customers that these names
impact commitment. epitomise eco-friendliness, thereby mitigating the risks associated with a
purchase. A brand's signal can alleviate customer uncertainty and
3. Theoretical framework simplify the decision-making process.
Consistent green brand stewardship and signaling play a crucial role
In this study, we have used a combination of signaling theory in establishing a green brand identity through a conscientious approach
(Spence, 2002) and stewardship theory (Donaldson & Davis, 1991) to (Kapitan, Kemper, Vredenburg, & Spry, 2022) built on responsibility
explore the interaction between brand governance, green brand identity and commitment to innovative green brand practices (Iglesias & Ind,
communication and its effects on B2B suppliers' commitment and sub­ 2020). As indicated by Rahman et al. (2023), recognizing the possibil­
sequent green marketing orientation. ities and challenges arising from global climate change strengthens the
As per stewardship theory (Davis et al., 1997; Donaldson & Davis, correlation between industrial brand value and long-term creditwor­
1991) there is a relationship between stakeholders and the governance thiness. Proactive environmental initiatives and positioning through
structures of an organization (Donaldson & Davis, 1991). The concept of technological, operational, and managerial resources are crucial for
stewardship theory finds its roots in psychology and sociology and was corporate image and branding in the implementation of
developed to analyse scenarios where executives, acting as stewards, are sustainability-based business models (Martin-de Castro, 2021). The
driven to prioritise the best interests of those they represent (Donaldson integration of these factors, as also indicated by Pattinson et al. (2023),
& Davis, 1991). When faced with a choice between actions benefiting enables organizations to deliver multi-value benefits to stakeholders.
the organization and those serving their interests, stewards, according to Digital channels like social media, vlogs, blogs, and websites are
the theory, consistently align their behavior with the organization's essential to reflect the common values of the company and promote user
goals. Ultimately, this benefits external owners (investors, shareholders) interaction and trust (Zhang & Hon, 2020). Digital channels enable
and managerial superiors, as their goals are advanced by the steward's exchanges and discussions about sustainability-driven products,
actions. Stewardship theory posits a strong correlation between orga­ disseminating knowledge, and engaging with different customer groups
nizational success and the satisfaction of those represented (principals). (Belz & Peattie, 2012).
A steward with a pro-organizational stance is driven to maximize Therefore, through consistent green brand identity communication,
organizational performance, concurrently addressing the diverse in­ leveraging digital channels to send signals, and providing institutional
terests of shareholders (Davis, Schoorman and Donaldson, 1997). support, brands can foster pro-green attitudes and commitment in the
Importantly, this perspective acknowledges the awareness of a trade-off channel partner leading to the development of TGMO.
between personal needs and organizational objectives. Nonetheless, the
steward believes that by actively contributing to organizational goals, 4. Hypotheses and model development
personal needs will be met. The theory emphasizes intrinsic rewards that
are challenging to quantify, encompassing opportunities for personal 4.1. Green brand identity elements promotion and attitude formation
growth, affiliation, and achievement. among channel partners
Therefore, there isn't a fundamental issue with executive motivation,
the challenge may lie in the alignment of governance protocols of the Typically, promotions and advertising have three key functions, i.e.,
organization. To the extent the protocols provide clear and consistent to remind, to inform, and to persuade purchasing or trying the product.
job expectations and authorise and empower senior management, However, the purpose of green branding or green promotion is to create
governance structures will facilitate the achievement of this objective awareness and strong attitudes towards the brand's offerings (D'Souza &
(Donaldson & Davis, 1991, 1994). Stewardship theory provides an Taghian, 2005). Organizations are increasingly focused on positioning
important lens to suggest that green standards, protocols, and guidelines their brands as environmentally conscious entities, and achieving this
provided and emphasized by managers as stewards to suppliers will involves precise communication and differentiation from competitors,
elicit positive attitudes and commitment. with an emphasis on the brand's eco-friendly attributes (Cronin Jr et al.,
Signaling theory, as posited by Spence (2002), focuses on minimising 2011; Pickett et al., 1995). Developing a green brand identity through
information asymmetry between parties. Spence's groundbreaking work strategic green brand positioning is a vital aspect of green marketing
in 1973, particularly in labour markets, exemplifies how individuals, strategies (Coddington, 1993). Consequently, brand professionals
such as job applicants, employ actions to diminish information gaps that should prioritise the creation of a distinct green brand identity to gain a
impede employers' selection processes. In this context, Spence show­ competitive edge in emerging green markets (Gong et al., 2020).
cased how high-calibre job candidates set themselves apart through The evolving landscape of digital technology has prompted organi­
prominent signals, such as rigorous higher education. This pioneering zations and their partners to make a shift from conventional marketing
research laid the groundwork for an extensive body of literature strategies towards digital channels which wield a growing influence.
applying signaling theory across diverse disciplines, ranging from an­ The adoption of digital channels, coupled with organizational and
thropology to zoology (BliegeBird & Smith, 2005). environmental factors, acts as a catalyst for innovation (Khan et al.,
Management scholars have applied the theory to highlight an in­ 2019). Among prominent platforms, Websites, Facebook, LinkedIn,
formation asymmetry between customers and firms regarding the YouTube, Twitter, WhatsApp, and Instagram stand out in terms of user
quality of products and services. This information gap arises from firms base, underscoring users' trust in these platforms as sources of infor­
possessing superior knowledge about their product or service quality mation. Additionally, visual branding cues, including the use of colours
compared to customers. Consequently, this information disparity poses like green or blue in logos, environmentally conscious taglines, content
challenges in discerning between high and low-quality products focused on awareness, shapes, labels, and graphics, hold significance
(Almutairi & M., 2006). Firms, in response to this informational beyond their aesthetic appeal (Magnier & Schoormans, 2015; Pancer
imbalance, employ signaling strategies to establish the credibility of et al., 2017). These elements, along with the visual representation of the
their product or service quality (Erdem & Swait, 1998; Rao et al., 1999). product itself, often carry an implicit message of sustainability or a
A “signal” refers to a tangible action taken by the seller to convey reli­ commitment to eco-friendliness (Moltaji, 2018). Importantly, con­
able information about the underlying, unobservable product quality to sumers tend to categorise products based on these visual cues, which
the buyer (Rao et al., 1999). A brand, acting as an effective and credible subsequently form their initial perceptions influencing purchasing
signal, embodies the firm's reputation, serving as a quick and reliable choices (Gong et al., 2020). In a parallel vein, channel partners who are

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aware of the prominence of these green branding elements on digital greater subject involvement leads to increased cognitive elaboration,
platforms can strategically harness these cues (Mehdikhani & Valmo­ with the ARI model highlighting the role of emotional involvement in
hammadi, 2022). By aligning their messaging with the visible sustain­ profound emotional elaboration. In the ELM, attitudes formed via the
ability facets of the brand, channel partners can effectively persuade central route involve intensive cognitive processing, critically evalu­
their customers and encourage them to validate claims through avail­ ating information central to the object (Ajzen & Fishbein, 1980). In
able digital channels. contrast, attitudes formed via the peripheral route involve simpler
Thus, the visibility of green branding elements on digital channels inference processes or emotional associations, often influenced by
not only enhances the visual appeal of products but also serves as a emotionally charged brand advertising (Edell & Burke, 1987).
persuasive tool for channel partners (Brown et al., 2011; Brown et al., In the context of green marketing, numerous scholars have empha­
2019). This alignment allows partners to tap into the consumers' eco- sized the effectiveness of cognitive persuasion strategies, assuming
conscious mindset thereby shaping their attitudes and fostering a heightened stakeholder engagement with environmental concerns due
shared commitment to sustainability. Hence, we propose: to growing awareness (Fuller, 1999). Green marketing research pre­
H1: Green brand identity elements on digital channels have a sig­ dominantly adopts a cognitive orientation, with studies demonstrating
nificant positive effect on forming the attitude among channel partners. the significant influence of environmental knowledge and consciousness
on attitudes towards the environment (Hines et al., 1987; Stone et al.,
4.2. Consistent communication and attitude 1995). Consequently, many scholars have advocated rational persuasion
strategies in terms of aligning brand positioning with comprehensive
Continuous communication about green initiatives, including green information about environmental product benefits for catering to con­
advertising on online and offline channels, significantly impacts both sumer informational needs (Peattie, 1995). Organizations employ both
individual consumers (B2C) and organizational consumers (B2B) by avenues to foster a green brand attitude by promoting their green brand
conveying information and signals about product sustainability (Sultan, identity (Hartmann et al., 2005).
Tarafder, Pearson, & Henryks, 2020; Yang et al., 2015). Additionally, The proliferation of information and communication technologies
incentives and subsidies play a pivotal role in influencing green orien­ has led B2B channel partners to be influenced by various communica­
tation among B2B consumers (Ting et al., 2019). tions from the organizations to endorse their green initiatives. Channel
In the realm of brand identity implementation, Aaker and Joa­ partners' attitude encapsulates their comprehensive assessment,
chimsthaler (2000) emphasise the necessity of communicating the brand perception, or inclination towards a brand, product, service, or business
identity to organizational members and partners (p.89), while De entity with which they share a professional relationship (Mo et al.,
Chernatony et al. (2006) highlight the presentation of the brand to 2020). This perspective materialises through a fusion of beliefs, emo­
stakeholders through marketing communications (p.53). Integrated tions, and interactions tied to the brand or company. Such attitudes can
marketing communication plays a crucial role in manifesting an orga­ be categorised as positive, negative, or neutral, and wield influence over
nization's brand identity (Madhavaram et al., 2005) and all stakeholders their conduct, interactions, and decisions within the partnership.
are equally important for inclusion in the communication strategy Numerous factors contribute to the formation of attitudes, including the
(Bendixen et al., 2004). Consistent brand communication is a corner­ partner's experiences with the brand, its reputation, perceived partner­
stone in shaping channel partners' attitudes (Murphy & Sashi, 2018), ship value, value alignment, product or service quality, and the brand's
particularly when advocating environmental friendliness (Yang et al., communication and interaction strategies (Nilsson, 2019). Positive at­
2015). This practice engenders trust and credibility by transparently titudes typically foster greater commitment, loyalty, and engagement
conveying the brand's dedication to sustainability (Bommenahalli from channel partners, while negative attitudes can lead to reduced
Veerabhadrappa et al., 2023). The practice of consistent communication cooperation and satisfaction within the partnership (Fock et al., 2010).
is instrumental in guiding partners to harmonise their attitudes with the In earlier research, scholars delving into organizational and social
brand's eco-friendly stance (Luu, 2021). Consistent messaging also di­ psychology contexts delineated three distinct motivations or commit­
minishes cognitive dissonance, reinforcing positive perceptions (Kopo­ ments (affective/emotional, calculative/continuance, and normative)
nen et al., 2019). Moreover, this approach solidifies the brand's identity underpinning the propensity for continuity (Allen & Meyer, 1990).
as an environmentally responsible entity. It establishes shared norms Additionally, it is suggested that marketing managers can strengthen
and values, influencing partners to adopt attitudes congruent with the channel partnerships by being aware of the three unique forms of atti­
brand's established ethos (Bommenahalli Veerabhadrappa et al., 2023; tudinal commitments when devising tactics and strategies for channel
Sultan et al., 2020). The enduring engagement facilitated by consistent management (Kelly, 2004).
communication deepens emotional connections between the brand and Commitment has been defined as ‘an implicit or explicit pledge of
its partners, promoting lasting, positive attitudes (Bommenahalli Veer­ relational continuity between exchange partners’ (Dwyer et al., 1987,
abhadrappa et al., 2023). p.19). Moorman et al (1992, p.316) describe it as a ‘persistent inclina­
Consistent brand communication propels attitude formation among tion to sustain a cherished relationship’. This suggests that both partners
channel partners, catalyzing a collective commitment to environmental are willing to make immediate concessions for the sake of long-term
stewardship. By fostering trust, capitalising on psychological principles, advantages in the partnership (Anderson & Weitz, 1992). Commit­
and building shared values, brands can influence partners' attitudes and ment, as a psychological and emotional state, is characterized by a
behaviours, forging a resilient alliance dedicated to sustainability. resolute dedication and attachment to specific goals, relationships,
Hence, we propose: causes, or courses of action (Sharma et al., 2015). It encompasses a
H2: Consistent communication practices have a significant positive willingness to invest time, effort, and resources, coupled with a sense of
effect on forming the attitude among channel partners. responsibility and obligation to uphold the commitments made (Zafari
et al., 2023). Commitment manifests in various forms, influencing atti­
4.3. Attitude and commitment tudes, behaviours, and decision-making, often serving as a driving force
behind sustained, enduring engagement (Gounaris, 2005; Gustafsson
Research on attitude formation and transformation can be under­ et al., 2005; Stanko et al., 2007). Many researchers (e.g., Brown et al.,
stood through persuasion process paradigms, such as Petty and 2019; Ganesan et al., 2010; Kelly, 2004; Kim et al., 2011; Sharma et al.,
Cacioppo (1986) elaboration likelihood model (ELM) and Buck et al. ‘s 2015) have extended this framework to the context of channel partner
affect-reason-involvement model (ARI) (Buck et al., 1995). These relationships.
models differentiate central and peripheral methods in the former, and Attitude formation regarding a brand's green practices wields a
rational and emotional approaches in the latter, emphasizing that profound and positive influence on cultivating normative, affective, and

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calculative commitment among channel partners (Hartmann et al., sustainable brand positioning on affective commitment. Contrastingly, a
2005). This argument underscores the pivotal role that positive attitudes study conducted by (Ma & Zhang, 2022) surveyed 245 pairs of sales
play in fostering different dimensions of commitment. In the subsequent managers from Chinese B2B manufacturing companies and discovered
paragraphs, we will first briefly discuss each commitment followed by that the utilisation of relational gatekeepers contributes to the cultiva­
how they get impacted by the attitude. We also propose our macro-level tion of sales managers-purchasing manager guanxi. This, in turn, en­
hypothesis as: hances emotional commitment to the sales manager, consequently
H3: A positive attitude about the brand will have a significant pos­ amplifying the effectiveness of the sales gatekeeping strategy.
itive impact on the commitment of channel partners. Attitude formation rooted in positive perceptions of a brand's green
Normative Commitment (NC): Normative commitment refers to initiatives nurtures affective commitment among channel partners.
the commitment that arises from a sense of moral or ethical obligation to Partners' affinity for the brand's eco-friendly endeavors creates an
fulfill promises or responsibilities (Allen & Meyer, 1990). It is based on emotional bond, which in turn will solidify the partnership. Thus, the
alignment with shared values, norms, and principles. In the context of formation of positive attitudes regarding a brand's green practices is a
partnerships, normative commitment signifies a partner's commitment linchpin in establishing robust normative, affective, and calculative
due to a belief in the moral significance of upholding their role and re­ commitment among channel partners. These attitudes foster a deepened
sponsibilities in the relationship. Commitment predominantly includes sense of shared values, emotional connection, and perceived mutual
the motivation and attitude to continue a relationship (Cater & Zabkar, benefits. Therefore, we propose:
2009). NC is driven by a sense of duty and the desire to act following H3a: A positive attitude about the brand will have a significant
established norms (Beatson et al., 2006). positive impact on the affective commitment of channel partners.
When channel partners develop favorable attitudes towards a brand's H3b: A positive attitude about the brand will have a significant
green practices, they internalise the brand's commitment to sustain­ positive impact on the normative commitment of channel partners.
ability (Hartmann et al., 2005). This alignment of values triggers a sense H3c: A positive attitude about the brand will have a significant
of moral obligation and shared ethical standards. Partners are more positive impact on the calculative commitment of channel partners.
likely to view the brand as a like-minded collaborator, resulting in
heightened normative commitment (Cater & Zabkar, 2009; Malhotra, & 4.4. Commitment and tactical green marketing orientation
DF, B., 2007). They feel compelled to uphold the partnership due to the
belief in common principles and collective responsibility towards envi­ The green marketing literature ascertains three main pillars of
ronmental stewardship. orientation, namely strategic green marketing, tactical green marketing,
Calculative Commitment (CC): Calculative commitment also and internal green marketing (Chamorro, 2009; Leonidou & Leonidou,
known as continuance commitment (Allen & Meyer, 1990) reflects the 2011; Papadas et al., 2017). Strategic green marketing orientation
extent to which exchange partners perceive the need to preserve a (SGMO) denotes enduring, high-level managerial efforts and policies
relationship to avoid the switching costs involved in leaving (Ganesan that specifically target the corporate environmental strategy (Banerjee,
et al., 2010). It is rooted in a rational evaluation of the benefits and costs 2002), forward-looking environmental approaches (Aragón-Correa,
associated with maintaining a commitment. Partners with CC weigh the 1998), and engagement with external environmental stakeholders (M.
advantages and disadvantages of continuing the relationship and make Polonsky, 2011). An instance of SGMO might involve forming partner­
decisions based on the perceived outcomes (Anderson & Weitz, 1992). ships with entities aligned with relevant environmental policies. Inter­
In partnerships, calculative commitment is driven by the consideration nal green marketing orientation (IGMO) encompasses spreading
of tangible gains, financial benefits, and the cost-effectiveness of environmental principles throughout the company to establish a broader
remaining committed (Cater & Zabkar, 2009). corporate culture of sustainability (Papadas & Avlonitis, 2014). This
Positive attitudes towards a brand's green practices also have a includes training employees, fostering environmental consciousness
favorable impact on calculative commitment. When partners perceive within the organization (Charter & Polonsky, 1999; McDaniel &
the brand's eco-friendly efforts positively, they associate the partnership Rylander, 1993; Wells et al., 2015), and taking on environmental lead­
with added value. The alignment of attitudes with the brand's sustain­ ership roles (Ramus, 2001). Finally, Tactical Green Marketing Orienta­
ability objectives enhances the perceived benefits of the partnership, tion (TGMO) involves short-term strategies that adapt the traditional
both financially and ethically. This, in turn, reinforces calculative marketing mix to prioritise environmental considerations (Papadas
commitment by highlighting the strategic advantages of collaborating et al., 2017). The TGMO dimensions include product-related decisions
with a brand that mirrors its values. aimed at minimising environmental impact (Devashish et al., 2003),
Affective Commitment: On the other hand, affective commitment adopting promotion tools such as green brand identity elements high­
signifies emotional and social bonding with a partner in a transactional lighting products' environmental benefits (Kilbourne et al., 2002), ac­
context (Allen & Meyer, 1990), stemming from emotions such as loyalty, tions to enhance the environmental performance of the supply chain
affiliation, and recognition (J. R. Brown et al., 2019; Cater & Zabkar, (Zhu & Sarkis, 2004), and adjusting pricing policies for eco-friendly
2009; Ganesan et al., 2010; Jain et al., 2014). This type of commitment products (Chen, 2001). These tactics provide flexibility for firms aim­
embodies sentiments of dedication and steadfastness, showcasing the ing to be sustainable and protect the environment (Ottaman, 1993).
favorable emotions a party holds for its collaborative partner (Fullerton, We have mainly considered TGMO as the focus of our study to
2003; Gounaris, 2005). Affective commitment is marked by emotional investigate the green branding elements (identity) and their impact on
association, active participation, and alignment with a commitment or channel partner's orientation through attitude and commitment.
relationship (Brown et al., 2019). Those who possess affective commit­ Effective promotion plays a pivotal role in TGMO since the success of
ment experience a profound emotional link and allegiance to the part­ green strategies hinges on clear communication (Prothero, 1998). Pro­
nership (Cater & Zabkar, 2009; Jain et al., 2014). In partnerships, this motional tactics such as green brand identity (Hartmann et al., 2005),
commitment arises from a sincere concern for the relationship and a awareness campaigns on digital platforms, environmental sponsorships
wish to nurture it through emotional investment and mutual positive (Papadas et al., 2017), product changes driven by environmental con­
encounters (Gustafsson et al., 2005). This variable has a strong presence cerns, and concrete environmental initiatives (Polonsky & Rosenberger,
in marketing literature, for instance, Casidy and Lie (2023) unveiled the 2001). Digital platforms like social media, blogs, WhatsApp business
crucial function of calculative and affective commitment in mediating accounts, and websites can enhance this dialogue by openly engaging in
the connection between sustainable brand positioning in B2B scenarios, discussions about eco-friendly products, educating consumers, and
willingness to pay a higher price, and the intention to switch. They fostering authenticity (Belz & Peattie, 2012), engaging with new and
observed that value congruence negatively moderates the effects of strategic audiences. Further, in distribution programs, TGMO includes

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collaboration with channel partners to identify reduction and reuse reduce-recycle policy, targeting to become a paperless office, or
opportunities, promoting eco-friendly packaging, product benefits such sending and receiving communication using digital channels such as
as energy saving, urging end customers to return recyclable materials email, SMS, WhatsApp, etc. Hence, we propose:
etc. (Leonidou et al., 2013). Green marketing orientation requires long- H4b: Normative commitment of channel partners may have a sig­
term commitment (Papadas et al., 2017). Through consistent commu­ nificant positive impact on the tactical green marketing orientation.
nication and governance, over time, the channel partners will show As discussed in the preceding section, calculative commitment (CC)
commitment and develop TGMO, signifying a transition towards sus­ refers to commitment based on rational assessments of the costs and
tainability. Therefore, at the macro level, we propose: benefits of maintaining a relationship (Cater & Zabkar, 2009). In the
H4: Commitment from channel partners will have a significant context of green marketing, the motivation of channel partners could be
positive impact on TGMO. bi-directional, unless they have clarity on product benefits and in­
In channel literature, the emotional bond that a company forms with centives. Channel partners with CC might weigh the financial gains over
its partner is termed affective commitment (Allen & Meyer, 1990). This promoting eco-friendly products with low margins. The study supports
commitment involves the company's strong connection, loyalty, and that partners with CC might engage in green marketing if they identify a
allegiance to its partner, signifying the company's identification with growing market trend towards sustainability, recognizing it as a busi­
them (Ganesan et al., 2010; Kim et al., 2011). When it comes to affective ness opportunity or see a clear financial advantage (Kim et al., 2011),
commitment, channel partners with strong affective commitment are such as increased consumer demand for environmentally friendly
likely to behave in two ways: 1) they are likely to maintain a positive products or additional incentives (e.g. complementary holidays, cash
relationship (Jain et al., 2014) with the brand hence, will form a green incentives, or recognitions like ‘partner of the year’), otherwise it will
marketing orientation, or 2) they are genuinely concerned by the refute the underlying cause (Hartmann et al., 2005). These partners may
climate change and feel obligated, and therefore will push environment- carefully evaluate the costs of adopting green marketing strategies, such
friendly features of the products to their customers. The literature con­ as training staff or adjusting supply chains, against potential benefits
veys that the underlying characteristics of affective commitment are like higher sales or improved brand reputation. Hence, we propose:
based on the feelings of identification, loyalty, and affiliation (Gilliland H4c: Calculative commitment of channel partners may have a sig­
& Bello, 2002) which means effectively committed channel partners nificant negative impact on the tactical green marketing orientation.
experience a feeling of being part of the supplier network, resulting in a Companies allocate significant resources, both in terms of finances
strong connection and attachment to the suppliers. Affective commit­ and time, to establish new brands and leverage existing ones, to secure a
ment stems from identification, shared values, belongingness, dedica­ competitive edge (Kumar, 2003). At the same time, while brand equity
tion, and similarity (Fullerton, 2003), so it is highly likely that channel stands as a crucial factor in an organization's potential to generate value
partners align their marketing orientation with the principal organiza­ (Helm & Jones, 2010), it faces intricate challenges related to its man­
tion (Papadas et al., 2017) and subsequently adopt environment- agement. These challenges are palpable in a digital media-driven soci­
friendly practices. They may switch to green practices such as the use ety, especially with social platforms being the site of amplified
of digital channels for their promotions (setting up their business profile communication with stakeholders, along with the associated risks (Helm
on Google, using Google location services for easy finding, Google SEO, & Jones, 2010). A strong brand can create superior value and compet­
and Google reviews, etc.). Channel partners who feel emotionally con­ itive advantage if well managed and nurtured and can be a source of
nected to green initiatives may become passionate advocates for sus­ value in the long term (Helm & Jones, 2010). Brand governance thus
tainable products. This could result in more genuine and compelling emerges as a vital paradigm for managing brands, which involves in­
marketing campaigns. Affective commitment can lead to longer-term formation exchange, solidarity and interactive engagement with stake­
partnerships between channel partners and companies (Fullerton, holders (Renton & Richard, 2019).
2003) that prioritise green initiatives. These partners may be more Consistent communication to keep channel partners well-informed
willing to invest time and effort into developing sustainable marketing about green identity aspects fosters a consistent brand image (Cian &
practices while focusing on building relationships with Cervai, 2014), and adopting a well-coordinated brand governance
environmentally-conscious consumers and leveraging shared values to strategy will motivate channel partners to closely align with the brand's
create a loyal customer base. core values. Therefore, we propose:
H4a: Affective commitment of channel partners may have a signif­ H5a: Brand Governance moderates the relationship between the
icant positive impact on the tactical green marketing orientation. visibility of green brand identity elements and the channel partner's
In the context of TGMO, channel partners with a strong normative attitude.
commitment to environmental sustainability may align their marketing H5b: Brand Governance moderates the relationship between
strategies with eco-friendly practices. Channel partners may prioritise consistent communication and the channel partner's attitude.
promoting environmentally friendly products, even if these products Based on our hypotheses, the research model is developed as shown
might have slightly higher costs (Papadas et al., 2017). In the global in Fig. 1.
landscape of climate change, environmental issues are a rising concern
with customers. This is also a core competitive aspect in product markets 5. Methodology
(Belz & Peattie, 2012; Prothero & McDonagh, 2014). The broader
adoption of environment-friendly products is evident across consumer To explore our hypotheses further, we adopted a mixed methods
goods industries such as clothing (Fuentes, 2015), electronics (Gershoff study following the paradigm of ‘explanatory sequential design’ (Cres­
& Frels, 2015), and also services and tourism (Wells et al., 2015). well et al., 2006; Creswell et al., 2017). Employing this methodology, we
As companies recognize and demonstrate sustainable consumption initially tested our conceptual model in phase 1 using quantitative
through green brands, suppliers may engage in educating consumers methods. Subsequently, in phase 2, we conducted a qualitative study
about the benefits of green products, helping them make informed through semi-structured interviews to provide a comprehensive under­
choices that align with sustainability goals. Since a majority of cus­ standing of our initial quantitative findings. According to Dwivedi et al.
tomers focus on low energy consumption, and they use digital channels (2023), using an explanatory sequential mixed-method design enables
for information, a channel partner intervention could be useful. Channel researchers to gradually integrate important underlying theories into a
partners can use green branding elements to foster customers' trust and proposed conceptual model for tracking, exploration, and validation.
use marketing messages that highlight the positive environmental Also, combining quantitative and qualitative methodologies enables
impact of products, emphasizing the importance of sustainable con­ integration in an explanatory sequential design at the levels of methods,
sumption. Moreover, they follow the compliance and advocate reuse- interpretation, and reporting through narrative and the use of results

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Fig. 1. Research Model.

joint display (McCrudden & McTigue, 2019). Moreover, the imperative marketing strategies in the sustainability context (Jaiswal et al., 2021;
to foster more sustainable societies highlights the necessity for multi­ Sadorsky, 2021).
disciplinary research and systematic approaches that encompass the We employed a targeted non-probabilistic sampling technique
environmental, economic, social, and technical dimensions of sustain­ (Campbell et al., 2020) to gather responses from channel partners
ability, as emphasized by Pappas et al. (2023). familiar with green initiatives. Respondents included 117 (47%) deal­
ership owners, 90 (36.3%) store managers, 25 (10%) customer execu­
tives, and 16 (6.5%) marketing managers. Additional demographic
5.1. Phase 1 - quantitative study details, such as age, experience (see Table 1), and partner types (see
Table 2), were also collected. Integrating age and experience in partner
5.1.1. Sample and data research addresses generational differences, identifies trends, and en­
The data were collected from 248 channel partners in India hances strategies and communication (Keeling et al., 2020). There was a
specializing in global lifestyle brands. These partners, engaged in the considerable range in executives' professional experience, spanning
sale of goods, received instructions and updates on sustainability ini­ from early-career individuals with two years of experience to managers
tiatives from their principal organizations. These partners were selling with up to 25 years of experience in selling electronic products, further
diverse lifestyle products such as televisions, washing machines, lap­ ensuring a comprehensive understanding of the partner ecosystem,
tops, printers, and smartphones from multinational companies like reducing bias, aligning with Tuten and Urban (2001). Moreover, Varied
Samsung, HP, Luminous, OnePlus, Apple, LG, Panasonic, Lenovo, partner types possess different business models, customer bases, and
Hitachi, and Philips, among others. Each organization boasts a diverse experiences, influencing their interactions with a brand's offerings. This
product range, global recognition for innovation, and a commitment to extensive diversity in industry backgrounds proved advantageous in the
achieving sustainability goals by 2030. According to a recent analysis by research context, allowing researchers to mitigate potential biases
a market research company (Data Bridge, 2023), the global white goods stemming from industry-specific factors (Berger et al., 2020). The social
market (lifestyle products), estimated at USD 700.92 billion in 2022, desirability bias was overcome by assuring the respondents of full
will rocket up to USD 1321.57 billion by 2030 and is expected to un­ confidentiality and an external data management organization was
dergo a CAGR of 8.25% during the forecast period. This growth surge hired for survey collection (Ferreras-Méndez et al., 2022; Krumpal,
has important implications in the context of the environmental impact 2013) from April–June 2023. To address common method bias (CMB),
(e.g., energy consumption, concerns about hardware recycling ending we have used mixed-method research instead of a single research
up in landfills), understanding consumer trends, and the need for method. The research incorporated various theoretical and empirical
compliance with regulations (Dalhammar et al., 2021). Companies are approaches suggested by Podsakoff et al. (2012).
on a fast track to fostering innovation (de Kwant et al., 2021), gaining a Lifestyle product brands collaborated with channel partners having
competitive edge, and improving supply chain practices (Dalhammar varying durations of association. Specifically, there were 21 partners
et al., 2021) to ensure long-term viability. associated for <5 years, 92 for 5 to 10 years, 86 for 10 to 15 years, 28
India is selected for four key reasons: Firstly, as the third-largest within 15–20 years, and 21 for over 20 years. Prominent brands among
market globally for electronic products, India is expected to generate partners included Samsung (101), Whirlpool (34), Vivo (30), Sony (24),
USD 73.0 billion in revenue by 2024, with an anticipated annual growth Oppo (20), Realme (15), Apple (14), Voltas (13), Hitachi, and Panasonic
rate of 6.06% from 2024 to 2028. Among various products, the Tele­ (12 each). Additionally, Table 3 presents data on the frequency of
phony segment is the largest, projecting a market volume of USD 47.2 marketing collaterals received by channel partners.
billion in 2024. When compared globally, China leads in Consumer The survey contained an inquiry regarding the frequency of receiving
Electronics revenue, reaching USD 218.6 billion in 2024, followed by
the USA at USD 150 (Statista, 2004). Second, India is experiencing a
Table 1
rising interest in sustainability, providing a crucial context for studying
Respondents' Demographics.
the impact of green brand identity. Third, the distinctive nature of
business relationships in a developing economy like India (Berger et al., Experience in years Total

2020; Ranjan, Dash, & Rayangoudar, 2020) presents insights into Age (in years) <5 5–10 >10
challenges and opportunities linked to sustainability initiatives. This <25 13 2 15
knowledge is valuable for businesses operating in similar environments. 25–35 27 79 5 111
Finally, India's implementation of environmental policies and regula­ 35–45 5 49 43 97
tions offers a research opportunity to understand how such regulations Above 45 1 3 21 25
Total 46 133 69 248
influence channel partners' commitment and the development of green

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Table 2
Distribution of Channel Partner Type.
Retailer Wholesaler Distributor Authorised Dealer Premium Reseller Total

Single Brand 0 3 8 21 2 34
Multi Brand 0 23 6 185 0 214
Total 26 14 206 2 248

5.1.3. Analysis
Table 3
The study employed a two-stage structural equation modeling (SEM)
Frequency of Collaterals Received by Channel Partners.
approach to examine the proposed hypotheses. To begin with, we con­
Every Every Quarterly Half Rarely Total ducted confirmatory factor analysis and checked for reliability,
Week Month Yearly
convergent and discriminant validity. Subsequently, PLS-SEM tested
Single
4 5 4 21 34 hypotheses, measuring consistent communication, green brand identity,
Brand brand governance, attitude, commitment, and TGMO with defined
Multi
Brand
32 87 37 17 41 214 scales.
Total 32 91 42 21 62 248 Analyses were conducted using Smart PLS 4.0. The two-stage SEM
process addressed reliability and validity, and served as a control for
external validity, enhancing model generalizability across contexts
marketing materials. In response, participants indicated the frequencies (Henseler et al., 2015). SmartPLS, a software tool for structural equation
at which they received marketing collaterals from the organization as modeling (SEM), utilizes the Partial Least Squares (PLS) algorithm for
follows: 32 individuals (12.9%) noted receiving them weekly, 91 in­ analysis. Specifically, it employs a technique known as Partial Least
dividuals (36.7%) received them monthly, 42 individuals (16.9%) Squares Path Modeling (PLS-PM) for the estimation of relationships and
received them quarterly, 21 individuals (8.5%) reported receiving them latent variables in structural equation models. We chose PLS-SEM over
semi-annually, and a significant portion of 62 individuals (25%) covariance-based AMOS for two reasons: the tool is suitable for small
mentioned receiving them infrequently. They also shared information samples like ours and another is its ability to model latent constructs
about the digital channels where the brand's green identity elements are even for conditions of non-normality and small to medium-sized samples
visible. The most popular channel is Instagram (mentioned by 116 re­ (Hair et al., 2011; Hair et al., 2013). Fit indices for both measurement
spondents) followed by Facebook (106), YouTube (80), WhatsApp and structural models were computed to assess the model's strength.
messages (32), and Google Advertisements (20). None of the channel
partners mentioned the brand's websites. 5.1.4. Results - factor analysis, reliability, and measurement model
The results of the confirmatory factor analysis satisfy the construct
5.1.2. Survey questionnaire reliability and validity requirements. The Cronbach alpha for all the
The survey comprised statements on research disclosure and ethical constructs exceeded 0.750, which confirms the data is reliable and free
considerations, construct scales, measurements, and details regarding from measurement error ensuring internal consistency (Hair et al.,
respondents' socio-demographic information. The measurement items in 2013). Additionally, content, convergent, and discriminant validity re­
this study were predominantly drawn from earlier studies and responses quirements were also satisfied. The factor loadings of all the constructs
were gathered using 5-point Likert scales, ranging from strongly agree exceeded 0.600, satisfying the requirement for content validity (Nun­
(5) to strongly disagree (1). The scale for ‘green brand identity’ was nally, 1978; Portney & Watkins, 2000). The average variance extracted
adapted from two sources, green identity elements (such as green logos, (AVE) values surpassed 0.5, confirming the convergent validity (Fornell
icons, and taglines) from Olsen et al. (2014) and green brand promotion & Larcker, 1981) of items. To evaluate discriminant validity, we
elements from Leonidou et al. (2013). The six-item scale for measuring employed the Fornell-Lacker (1981) approach. As per the Fornell-Lacker
consistent communication was adapted from Coleman et al. (2011) and criterion, our findings indicate that the Average Variance Extracted
Luu (2021). A five-item scale to measure attitude was adapted from (AVE) for each latent variable exceeds the highest squared correlation
Gong et al. (2020) and Hartmann et al. (2005). Since the scale is between that latent variable and any other latent variable in the model,
available for measuring consumer's attitude towards brand, it was thus satisfying this criterion (Table 4), which affirms the discriminant
modified in the context of channel partners on 3 fundamental di­ validity requirements.
mensions: quality of communication and association with the brand, Additionally, the cross-loading examination assesses whether the
trust, and continued intentions (Gong et al., 2020; Olsen et al., 2014), loading of each indicator surpasses its loading on any other unrelated
the three components of commitment normative, affective, and calcu­ construct (Henseler et al., 2009). Furthermore, all indicators exhibited
lative from (Cater & Zabkar, 2009; Gounaris, 2005; Kim et al., 2011), stronger correlations with their respective latent variables rather than
‘brand governance ‘scale from (Pyper & Doherty, 2022), and ‘tactical with other latent variables within the model. For instance, all variables
green marketing orientation’ (TGMO) from Papadas et al. (2017b). The within commitment (affective, normative, and calculative) were found
scales were modified to make them more contextual. To maintain high to be highly correlated, hence the validity was analysed for commitment
reliability, 2 items (1 and 9) were deleted from the ‘green brand identity’ as a higher-order construct, confirming the appropriateness of the
scale and reported evaluations demonstrated satisfactory results for all measurement model (see Table 4).
measurement scales. The survey items are presented along with their
mean values and VIF are presented in Appendix A. The Variance Infla­ 5.1.5. Structural model
tion Factor (VIF) is used to assess multicollinearity in a cause-effect We tested two structural models: In the first structural model we
model. A higher VIF indicates a greater degree of multicollinearity, considered commitment as a higher-order construct (combining scales
suggesting that the variance of the estimated regression coefficients is of affective, normative, and calculative commitments), while in the
inflated due to the high correlation among predictor variables. In our second model, we tested the impact of all three commitments separately
study, all items were found to have VIF < 5.0 indicating a low level of with the TGMO.
multicollinearity which is desirable (Akinwande et al., 2015). In the first structural model (Fig. 2.), we evaluated four direct paths
and two moderating paths (interaction effects of brand governance). It
was estimated using the partial least square (PLS) algorithm with

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Table 4
Reliability and Discriminant Validity Analysis.
CR (AVE) Att BG Comm CC GBI TGMO

Att 0.952 0.838 0.916

BG 0.917 0.801 0.480 0.894
Comm 0.973 0.804 0.757 0.416 0.897
CC 0.941 0.772 0.351 0.410 0.304 0.879
GBI 0.889 0.595 0.149 0.096 0.157 0.106 0.771
TGMO 0.955 0.816 0.512 0.44 0.47 0.388 0.065 0.903

In the above table, the abbreviations Att, BG, Comm, CC, GBI, and TGMO correspond to Attitude, Brand Governance, Commitment, Consistent Communication, Green
Brand Identity, and Tactical GMO, respectively.
Note: 1. CR denotes composite reliability; 2. AVE represents the average variance extracted; 3. The square root of AVEs is displayed in bold on the diagonal for each
construct; 4. All values in the correlation matrix are statistically significant at a 99% confidence level.

Fig. 2. Path Analysis with Commitment as Higher Order Construct.

significance measured at a 95% confidence level. Our hypotheses H1 0.239, p < 0.001, with confidence interval CI [0.305, 0.174], on the
and H2 were discarded because of low and insignificant path coefficients relationship between consistent marketing communication and attitude
(p > 0.05), While the path coefficients testing hypotheses H3 and H4 formation (H5b).
were found to be positive and significant with low values of p < 0.05 (see The findings indicate a satisfactory model fit with SRMR = 0.48
Table 5). The regression coefficient R2 for each path is shown in the (“Standardized Root Mean Square Residual.”), Chi Sq value = 2413.5
circles representing each construct in Fig. 2. and NFI at 0.81 which is reasonable for restricted models like ours as per
The interaction/moderation effects hypotheses H5a and Hb showed Gellatly (1995) and such models can be improved substantially (Bentler
mixed results. We couldn't observe the effect of brand governance on the & Bonett, 1980).
relationship between the visibility of green brand identity elements and In the second structural model (Fig. 3.), we analysed how each of the
the attitude formation of channel partners (H5a). Results conclude that commitment components (affective, normative, and calculative) impact
there is a strong and positive impact of ‘brand governance’ with β = Tactical GMO. The results indicate that apart from calculative commit­
ment (H4c), both normative and affective commitments have a signifi­
cant positive association with tactical GMO, supporting our hypotheses
Table 5
Analysis of First Structural Model Model.
H4a and H4b. While with normative the path coefficients were signifi­
cant but displayed a negative value (β = − 0.551, p < 0.001). Similar to
Path P Hypotheses
the first structural model, the interaction effect of brand governance is
Estimates values
found to be significant between consistent communication >attitude
Green Brand identity - > Attitude 0.089 0.127 H1- Rejected
(supporting H5b) and inconsistent with green brand identity (rejecting
Consistent_Communication - > Attitude 0.057 0.325 H2 - Rejected
Attitude - > Commitment 0.957 0** H3 -
H5a). The status of hypotheses support for the second structural model is
Supported shown in Table 6. The model fit indices indicate the SRMR at 0.52, Chi
Commitment - > Tactical GMO 0.470 0** H4 - Sq. = 2658.031, and NFI = 0.78 confirming a reasonable fit.
Supported
Brand Governance - > Attitude 0.266 0**
5.2. Phase 2 - qualitative study
–
Brand Governance x Green Brand 0.002 0.971 H5a -
identity - > Attitude Rejected
Brand Governance x 0.239 0** H5b - As qualitative study can be used to expand on quantitative findings
Consistent_Communication - > Supported (Creswell et al., 2006), we conducted exploratory interviews of 22 B2B
Attitude
channel partners and 19 managers (at different levels of seniority) of
*indicates p-value <0.05 and **p-value <0.001. various lifestyle brands to further look for convergence or divergence

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Fig. 3. Path Analysis with Subconstructs of Commitment (Normative, Affective, and Calculative).

not always aim to provide specific solutions to problems; rather, it seeks

Table 6
to explore a subject, offering a broader perspective on the issue. This
Analysis of the Second Structural Model.
approach unveils subtle implications hidden within the language used,
Model Paths Path P value Hypotheses leaving readers to decide how to respond to the analysis and ultimately
Coefficients
construct their own discourse. A prevalent aspect of discourse study is its
Green Brand identity - > Attitude 0.077 0.136 H1 - Rejected predominant focus on naturally occurring talk and text, favouring ‘real
Consistent_Communication - > 0.063 0.291 H2 - Rejected
data’ derived from sources like (e.g., recording of conversations). The
Attitude
GBG - > Attitude 0.275 0** – data are examined in their unaltered state, close to their original
Attitude - > Affective_Commitment 0.924 0** H3a - appearance or use in specific contexts.
Supported All transcripts were independently coded by the authors (as subject-
Attitude - > Normative_Commitment 0.921 0** H3b - matter experts) and then compared for consistency and uniformity. The
Supported
intercoder reliability came out to be above 90%. Table 7 depicts the
Attitude - > Calculative Commitment 0.926 0** H3c -
Supported sample statements from the respondents and the codes assigned based
Affective_Commitment - > Tactical 0.504 0.001** H4a - on insights gathered from the statements.
GM Supported The interview texts of channel partners and managers revealed rich
Normative_Commitment - > Tactical 0.508 0** H4b -
insights about their perspectives regarding green brand identity, its
GM Supported
Calculative Commitment - > Tactical − 0.551 0** H4c -
communication, and the mindsets they nurture.
GM Supported Key Perspectives of Channel Partners:
GBG x Green Brand identity - > 0.001 0.985 H5a -
Attitude Rejected (i) “I can tell you that …. (company) has been promoting its efforts to­
GBG x Consistent_Communication - 0.294 0** H5b -
wards environmental sustainability for several years. The company
> Attitude Supported
has been working to reduce its carbon footprint, increase the use of
*indicates p-value <0.05 and **p-value <0.001. renewable energy, implement recycling programs, and promote sus­
tainable practices in its products and operations.”
with our empirical study results. Interviews were conducted to generate
detailed and contextually rich data insights into participants' feelings, The above statement reveals a positive assertion, emphasizing the
thoughts, and perspectives (Creswell & Creswell, 2018). The channel company's commitment to environmental sustainability. The use of
partners were retail shop owners and distributors, and managers ranged phrases like “promoting its efforts” creates a favorable impression,
from Area Sales Manager, Chief of Channel Sales, Marketing Manager, framing the company as proactive in addressing environmental con­
and Zonal Sales Manager. The coding sheet included the demographics cerns. The mention of “for several years” suggests a long-standing
of the respondents such as name, email id, designation, number of years dedication to sustainability, conveying a sustained and consistent
of experience in the business/company, and address. All interviews were effort over time. The use of action verbs such as “working to reduce,”
conducted face-to-face and participants' permission was sought to keep “increase,” “implement,” and “promote” conveys a sense of ongoing and
written notes of the interviews. The interviewees were assured that their dynamic engagement. They contribute to the narrative of a company
private data would not be disclosed. actively pursuing sustainability goals. The testimony outlines specific
We drew on the same set of codes used in our empirical study to initiatives, including reducing the carbon footprint, increasing the use of
frame the semi-structured interview questions. An apriori or deductive renewable energy, implementing recycling programs, and promoting
coding method was followed to give us a clear lens for looking at the sustainable practices. This specificity adds a layer of credibility and
data for the identification of convergence or divergence of perspectives transparency, providing details about the nature of the company's
that were unearthed in the empirical study. We focused on how the environmental efforts. The use of buzzwords like “carbon footprint,”
participants' own words (from the interview texts) reflected the values, “renewable energy,” “recycling programs,” and “sustainable practices”
attitudes, personal beliefs, and experiences related to the phenomenon reflects an awareness of current environmental discourse, and employ­
under study. We followed the principle of discourse analysis to analyse ing these terms aligns with the company's expectations. Overall, the
the statements. Discourse analysis, as explained by Van Dijk (1997) does statement emphasizes the company's positive actions towards

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Table 7 Table 7 (continued )

Sample Statements from Channel Partners and Managers. Channel Partners Managers (MG) Comments/
Channel Partners Managers (MG) Comments/ (CP) Insights
(CP) Insights
Financial brand.
Communication “Yes, we do make “Different channel Channel partners incentives, (Calculative)
Channels sure that partners may be ensure that foreign trips,
customers are motivated by customers are awards,
aware of the different aware of brand's recognition, and
brand's incentives to commitment to other monetary
commitment to promote brand's sustainable advantages are
environmental Green Brand products - which used to
sustainability Identity. suggests that they incentivize many
because it benefits Basically, it's a are in sync with channel partners
for company mix of emotional, the company's … the company
reputation. At the rule and monetary value and also provides
beginning, it may based incentives.” policies. They also commissions,
set us apart from want to exploit bonuses, or other
other products “Some channel the sentiments of performance-
and provide partners might be customers who based rewards to
customers a inspired to are aware of the channel partners
reason to pick … promote importance of who are
consumers are environmentally sustainability to successfully
searching for friendly goods sell green branded promoting our
brands that reflect and methods out products, and eco- green brand.”
their values as of concern for the friendly products Visibility of “We do have to “Sure, we think The channel
they become more environment. provide a brand green brand follow the policy it's crucial to let partner is aware
environmentally By emphasizing distinction. identity agreement and channel partners of the company's
conscious. So, we the benefits of (Calculative & the bond that we know about policy and is in
keep developing supporting Normative) have signed and brand's agreement with
trust among environmentally agreed upon commitment to implementing the
customers who friendly products The organization while having the the environment. policies set by the
care about the and practises, we ensures, through stocks of a certain By doing this, we firm.
environment by may entice these monetary brand. … we have can effectively (Normative)
promoting its partners.” incentives or to follow all the market green
green marketing building clauses and all the identity to a larger The organization
strategy… eco- awareness, that agreements to sell audience by emphasizes its
friendly features channel partners out the products. utilising the commitment to
can help in are aware of the influence and sustainability
attracting new brand's reach of channel norm. At the same
clients.” commitment to partners. time, it seeks to
environmental Customers are exploit growing
sustainability as it becoming more customer
impacts the interested in sentiment about
company's supporting environment
reputation. It businesses that friendliness to
also recognizes promote promote its green
that some channel sustainability and brand identity
partners may be environmental through its
inclined towards responsibility as channel partners
promoting they grow more to enhance its
environmentally environmentally brand reputation
friendly products conscious.” and
– thus providing competitiveness
emotional in the market.
motivation and (Calculative)
support they may “I can tell you that “There is no such The channel is
be enticed. …. (company) has direct incentive partner is aware
(Calculative, been promoting that we require and convinced of
Normative & its efforts towards but a mix of all is the company's
Affective) environmental required, that it is pro- environment
“the company “The requirement Channel partners sustainability for important that the policies.
provides us with to uphold the acknowledge that several years. The employee is (Normative &
materials, conditions of their they are provided company has been emotionally Affective)
guidelines, and contract with the with the working to reduce motivated only
training on how to company may guidelines, its carbon then the The company
promote the serve as a driving training, systems footprint, increase individual will believes in a
company's force for some and protocols set the use of give full efforts, combination of
environmental channel partners. in place by the renewable energy, there is also need emotional, rule-
initiatives and Partners are company. implement for rules and based, and
sustainability encouraged to (Normative) recycling regulation but monetary
efforts. They also abide by the terms programs, and important thing is motivation
offer incentives of the agreement Incentives and promote these should not (Affective,
for those who if promoting the rewards are sustainable be rigid rules Normative &
effectively brand's Green provided by the practices in its there should be Calculative)
promote product Identity is one of firm to channel products and room for changes,
as environment them.” partners for operations.” at last monetary
friendly.” leveraging green incentives are also
required to give a
(continued on next page)

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Table 7 (continued ) Table 7 (continued )

Channel Partners Managers (MG) Comments/ Channel Partners Managers (MG) Comments/
(CP) Insights (CP) Insights

direct motivation and appreciate Today, an ever- company, the

that an upliftment the brand's increasing agreement signed
has been done to commitment to number of by the channel
the individual” sustainability… individuals are partner as well as
Attitude “For me, I think “The brand The channel However, the becoming aware monetary
what you called marketing team partners agreement we of the effect their incentives
rule based and may help Confirms that a have with the activities have on motivate the
monetary based guarantee that all combination of brand does the climate, and channel partner.
incentive will brand assets, rule-based and require us to they are searching (Affective,
motivate us to particularly those monetary promote their out organizations Normative &
promote the connected to incentives work goods. Monetary that share their Calculative)
brand and not promoting the best in promoting incentives are also qualities. By
others. So, like if business's green green brand important as they conveying your For the
we do have any brand identity, identity. help us maintain image's harmless organization, it is
sales target or adhere with the (Normative & our business and to the ecosystem important to be in
strict rules, we do defined brand Calculative) cover our practices and sync with the
follow those rules guidelines by expenses. drives, you can rising sentiment
and try to taking the above The company Ultimately, it is lay out trust and of people
promote the mentioned emphasizes that the combination believability with regarding
brand according actions. This can adhering to of all three that ecologically sustainability. By
to company support the defined brand motivates us to cognizant clients conveying a green
objective. company's brand guidelines to promote the and separate your brand identity,
Moreover, identity, foster promote green brand.” image from rivals the organization
nowadays if we client trust, and brand identity is a that don't focus on seeks to win trust
have monetary increase sales” requirement for manageability.” and loyalty.
benefits like channel partners. (Affective,
incentives or (Normative) Normative &
discounts if we Calculative)
promote the
brand according
to company environmental sustainability and creates a favorable image. The ur­
objective, we do gency is conveyed through the tone of the message - “I can tell you…” –
put more efforts in
that case.”
is suggestive of both normative and affective commitment sentiments
“Effective “Yes, to some The channel expressed by the channel partner.
communication extent it is partner
and support are important for a acknowledges (ii) “We do have to follow the policy agreement and the bond that we have
very helpful for brand to that hand-holding
signed and agreed upon while having the stocks of a certain brand. …
channel partners communicate its by the company
in promoting environmentally (effective we have to follow all the clauses and all the agreements to sell out the
brand as an friendly aspects to communication products.”
environmentally its customers for and support)
friendly brand … several reasons. helps promote the The channel partner explicitly mentions that being part of the brand
additional As many people brand as
incentives or are not directly environment-
requires the channel partner to abide by the eco-friendly norms
commissions or aware about that friendly. But emphasized by the company. This suggests that the brand has control
discounts on the brand is monetary and influence over the actions and behaviours of its partners. The phrase
products will environmentally incentives “we have to follow all the clauses…” introduces a legal and ethical
improve their friendly, it also (commissions,
dimension, indicating that the eco-friendly norms are not just sugges­
sales.” directly helps in discounts) will
building the also play an tions but contractual obligations. The use of “clauses” suggests a
brand reputation important role in formalized agreement and failure to comply could result in legal con­
and loyalty … by enhancing sales. sequences. It is thus evident that the brand sets clear standards for eco-
communicating (Normative & friendly behavior, emphasizing a structured and disciplined approach to
green initiatives, Calculative)
we can build a
sustainability. Overall, the statement reveals a strategic and tactical
positive communication approach aimed at ensuring compliance and promoting
reputation and a positive brand image in the context of sustainability.
increase customer
loyalty.
(iii) “… I am concerned about the environment and appreciate the brand's
Also, we have to
meet certain commitment to sustainability…However, the agreement we have with
government the brand does require us to promote their goods. Monetary incentives
regulation so we are also important as they help us maintain our business and cover our
have to complete expenses.”
several
environmentally
friendly The initial line here conveys a personal concern for the environment,
certificates” suggesting that the channel partner values sustainability. Appreciation
Brand “For me, it's a “Indeed, The emotional is expressed for the brand's commitment to sustainability, and this sig­
perception / combination of all conveying the connection with
nals an alignment of values between the channel partner and the brand.
hand holding three types of green parts of a the pro-
incentives. I am brand to environment At the same time, the use of the term “agreement” emphasizes a
concerned about customers is product, the value contractual relationship - the transactional nature implies that there are
the environment significant. system of the mutual expectations and obligations defined in the agreement. The
acknowledgment of the importance of monetary incentives reveals a

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practical consideration, the need for financial support to promote the for rules and regulation but important thing is these should not be rigid
sustainability initiative. The statement here presents a tension between rules there should be room for changes, at last monetary incentives are
the channel partner's environmental concern and the practical need for also required to give a direct motivation that an upliftment has been
financial support. This dual perspective reflects the complex dynamics done to the individual”.
that individuals or businesses may face when navigating relationships
with brands that have both sustainability goals and commercial expec­ The statement suggests that a mix of emotional, adaptable rules, and
tations. Overall, the testimony reflects a pragmatic approach - the ne­ monetary incentives is necessary. At the same time, the importance of
cessity to strike a balance between financial considerations and ethical emotional motivation to enable an individual to give full effort is also
concerns. emphasized. There is an acknowledgement of the need for rules and
Key Perspectives of Managers: regulations but emphasizes that these rules should not be rigid. This
recognition suggests a flexible and adaptive approach, allowing for
(i) Sure, we think it's crucial to let channel partners know about brand's changes as required, and that too much rigidity can be counterproduc­
commitment to the environment. By doing this, we can effectively tive. The mention of “room for changes” indicates a preference for a
market green identity to a larger audience by utilising the influence dynamic and adaptable set of rules as a way to encourage creativity,
and reach of channel partners. Customers are becoming more inter­ innovation, and responsiveness. The importance of monetary incentives
ested in supporting businesses that promote sustainability and envi­ is acknowledged by the speaker, stating that they are required to give
ronmental responsibility as they grow more environmentally direct motivation. Overall, the testimony suggests a balanced approach,
conscious.” combining emotional, rule-based, and monetary elements. It recognizes
the need for a holistic strategy that considers various aspects of moti­
The use of the terms “sure” and “crucial” in the statement emphasizes vation to ensure an effective approach to generating commitment.
the significance of communicating the brand's commitment to the In summary, the perspectives of the channel partners and managers
environment. There is an emphasis on the strategic importance of cohere in suggesting that there is a need for understanding the
informing channel partners about the brand's commitment to the envi­ complexity of partner motivation and developing a well-rounded
ronment. The mention of “effectively market” green identity” suggests a engagement, including norms and ethics-based motivations to
conscious effort to leverage the positive aspects of environmental emotional and monetary incentives and rewards. At the same time, the
commitment for marketing. The testimony underscores the idea of strategy should be adaptable and make the best of the individual part­
leveraging the influence and reach of channel partners to expand the ner's motivations.
communication to a larger audience. It also highlights the growing shift
in consumer values, that customers are increasingly interested in sup­ 6. Discussion
porting businesses that promote sustainability and environmental re­
sponsibility. This reflects an understanding of evolving consumer 6.1. Discussion on quantitative results
preferences and the importance of aligning with those values. Overall,
the statement suggests a strategic communication approach focused on The quantitative study's results were instrumental in formulating and
channel partners as key facilitators for disseminating the brand's envi­ empirically testing the conceptual model using moderated regression
ronmental commitment which also aligns with the broader goal of analysis and Smart PLS.
appealing to environmentally conscious consumers. Our analysis, considering ‘commitment’ as a higher-order construct
and ‘brand governance’ as a moderator, exhibits a positive relationship
(ii) “Different channel partners may be motivated by different incentives between “Consistent Communication” and “Attitude” (β = 0.057) and
to promote brand's Green Brand Identity. Basically, it's a mix of between “Green Brand Identity” and “Attitude” (β = 0.089), although in
emotional, rule and monetary based incentives.” “Some channel both cases the p-value was insignificant (>0.05). Hence further inves­
partners might be inspired to promote environmentally friendly goods tigation is warranted.
and methods out of concern for the environment. By emphasising the Further, the association between “Attitude” and “Commitment” is
benefits of supporting environmentally friendly products and prac­ robust and highly significant with β = 0.957 (p < 0.05). A moderate
tices, we may entice these partners.” positive relationship is observed between “Commitment” and “Tactical
GMO” (β = 0.47, p = 0.001) and between “Brand Governance” and
The statement acknowledges the diversity among channel partners, “Attitude” (β = 0.266, p = 0.001), confirming statistical significance.
suggesting that different partners may be motivated by different in­ Nonetheless, the interaction between “Brand Governance x Green Brand
centives. This recognition reflects an understanding of the varied in­ Identity” does not show a significant association with attitude formation
terests and drivers among the partners. The speaker categorizes the (β = 0.002, p = 0.971). In contrast, the interaction term “Brand
incentives into three types: emotional, rule-based, and monetary. This Governance x Consistent Communication” contributes significantly to
categorization suggests a nuanced approach to understanding, that is it positive attitude formation with a path estimate (β) of 0.291 at p <
is not a one-size-fits-all approach. The mention of emotional incentives 0.001. This suggests that organizations fostering consistent communi­
implies that some channel partners may be motivated by a genuine cation and supporting channel partners in marketing may cultivate a
concern for the environment. This highlights the role of values and positive attitude towards the environment and sustainable practices.
personal beliefs in influencing the behavior of certain partners. The Our results also indicate that certain connections related to “Atti­
statement vouches for adopting a tailored approach based on diverse tude” and “Commitment,” “Commitment” and “Tactical GMO,” and
motivations - a customized strategy to effectively engage and motivate. “Brand Governance” and “Attitude,” are statistically significant. This
Overall, the statement reveals an awareness of the diverse motivations may stem from the gradual nature of attitude formation and mindset
among channel partners and an intention to tailor the strategy accord­ development, contrasting with commitment, especially normative and
ingly. The emphasis on emotional, rule-based, and monetary incentives calculative commitments, which may take precedence over affective
demonstrates a comprehensive understanding of the factors influencing commitment to sustain business (see Fig. 4.). To demonstrate genuine
partner behavior to effectively involve them. commitment, brands should offer attractive benefits and rewards to
their channels, emphasizing brand stewardship and ethical compliance.
(iii) “There is no such direct incentive that we require but a mix of all is Brands committed to ethical and sustainable practices should incen­
required, that it is important that the employee is emotionally moti­ tivize channel partners through financial rewards, recognition pro­
vated only then the individual will give full efforts, there is also need grams, and exclusive promotions. Training initiatives enhance partners'

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Fig. 4. Process of Culminating TGMO among Channel Partners.

skills in ethical business and environmental stewardship. Collaborative develop a robust alliance with the channel partners to deliver value
marketing, access to sustainability resources, and certifications show­ (Minerbo, Kleinaltenkamp, & Brito, 2021).
case collective commitment. Community engagement and loyalty pro­ To summarise, stewardship theory emphasizes long-term relation­
grams further align partners with the brand's ethical initiatives, ships, shared values, and transparent communication, while signaling
emphasizing transparency in communication for shared responsibility. theory involves using visible cues or signals to communicate a
The above findings have important takeaways for companies. They commitment to green practices. For instance, Apple partnered with
suggest that firms should invest in resources in B2B branding (Y. Chang environmentally responsible suppliers (with >300 such suppliers) and
et al., 2018; Österle et al., 2018), as this can play a key role in business stakeholders over the years, showcasing a commitment to long-term
markets, particularly as brand governance can ensure that the channel sustainability. This practice fosters trust and collaboration, aligning
partner stays updated on the product features and attributes to transmit with stewardship principles. Apple not only develops cutting-edge, en­
those information signals to the customers. Similarly, consistent ergy-efficient solutions, it also promotes them innovatively. In
communication with channel partners will build strong internal pro­ September 2023, they launched an online video (a skit) featuring CEO
cesses of communicating green practices to encourage similar values in Tim Cook and the team nervously anticipating a visit from Mother Na­
them. Previous research has shown that brand reputation regarding ture, portrayed by Octavia Spencer. Her sarcastic inquisition emphasizes
environmental sustainability is not just a matter of the firm's operations Apple's environmental commitment, culminating in her begrudging
but also the supply chain partner's perspectives towards sustainability approval (https://www.youtube.com/watch?v=9Qm99OAQ9p0).
and their interaction with the firm (Sheth & Sinha, 2015). Furthermore, Through this video, Apple signals its commitment to sustainability, and
research on sustainability lays significant emphasis on managing sup­ how its suppliers are also contributing and aligning with the latest eco-
plier relationships (Leppelt et al., 2011). friendly technologies. Additionally, it demonstrates alignment with
stewardship principles and innovative use of signaling to communicate
6.2. Discussion on qualitative results commitment.
Thus overall our empirical and qualitative study findings show
Our empirical findings show that there might be some evidence of a convergence. The overall findings suggest that a comprehensive
relationship between “Green Brand Identity “ and “Attitude,” we approach involving consistent communication of green brand identity,
investigated it further in our qualitative study. Interestingly, we found and effective brand governance is vital for fostering positive attitudes
that mostly normative and calculative perspectives were emerging vis- and commitments towards sustainability in the B2B context. The
à-vis attitudes towards green brand identity, and comparatively, affec­ convergence of findings from both quantitative and qualitative methods
tive associations with the green aspects of the brand were less. As we enhances the reliability and applicability of the study's implications for
have also observed earlier, attitudinal shift happens over time and B2B businesses.
sellers likely will give precedence to normative compliance and the
lucrative benefits associated with promoting green brands. As evident 7. Theoretical contributions
from the interviews of managers, a combination of motivations such as
financial benefits, regular hand-holding, updating green brand identity In this study, we integrated signaling theory and stewardship theory
elements, and encouraging those who already have an emotional to examine the influence of brand governance on the relationship be­
connection with sustainability may be used to create value alignment tween communication from the firm and channel partner commitment
between the firm and the channel partner. leading to TGMO. Such theoretical perspectives have never been united
Similar to the quantitative study, a strong relationship between to look at brand governance.
brand governance and attitude was also found in the qualitative study. Despite the increasing pressure on firms to adopt pro-environment
There was a convergence of opinions from channel partners as well as values and build sustainable brands, and the subsequent attention in
managers that green brand stewardship helps to create normative the literature mostly in the B2C context (e.g., Chen et al., 2016; Y.-S.
compliance among B2B stakeholders. This suggests that firms should Chen, 2010; Olsen et al., 2014), not much is known about developing
invest in developing shared values and norms via training and online brand positioning strategies in the business-to-business (B2B) context
and offline interactions to strengthen the potential whereby the channel (Casidy & Lie, 2023; Iyer et al., 2023).
partner views the green brand as a major marketing asset (Vesal et al., First, our research enriches B2B literature on green brand identity,
2020). Since there is a rising awareness of sustainable practices and revealing that both brand stewardship and signaling influence positive
environmental activism, consumers are looking for sustainable qualities attitude formation in channel partners, fostering commitment and
in brands. Training channel partners about sustainability-based prod­ tactical green marketing orientation. It elucidates how brand gover­
ucts and labels, highlighting the green practices, and educating them in nance, guided by stewardship principles, serves as signals to B2B part­
giving green product lifecycle guidance to consumers can help firms to ners, encouraging responsible and ethical green branding efforts. This

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theoretical integration advances the literature by bridging signaling and committed channel partners who will align themselves more closely
stewardship theories, paving the way for further exploration in various with the brand's values (Brown et al., 2019; Chen, 2010). However, to
organizational contexts beyond green branding. have better results, organizations must incentivize their channel part­
Second, by examining the interaction between brand governance, ners to promote sustainable products in the market (Casidy & Lie, 2023).
communication, and channel partner commitment, our research con­ The transparent and consistent communication of green initiatives
tributes to understanding how effective brand governance and strategic through brand governance will help foster a sense of shared purpose and
communication can foster stronger commitment levels among partners. commitment. Finally, the emphasis on green branding elements and
This exploration provides insights into the intertwined dynamics shaped consistent communication through brand governance serves to lay the
by signaling theory and stewardship theory. Given their inherent foundation for channel partners' tactical green marketing orientation.
connection to trust and collaboration, the integration of these theories This alignment strengthens the overall green marketing orientation of
within the framework of brand governance elucidates the mechanisms channel partners and creates a unified front in promoting sustainability.
through which trust is established and nurtured among channel partners Similar findings were observed in extant literature with respect to sup­
via the signals emanating from branding initiatives. ply chain ecosystems (Anderson & Weitz, 1992; Kelly, 2004; Kim et al.,
Finally, the study's focus on tactical green marketing orientation 2011).
within the framework of signaling theory and stewardship theory offers
valuable insights into how organizations' strategic choices in green 9. Conclusions
marketing align with their stewardship-driven brand governance prac­
tices. This understanding can provide guidance for organizations aiming This research aimed to explore the impact of brand governance on
to achieve a balance between marketing strategies and ethical the relationship between firm communication and channel partner
stewardship. commitment, leading to tactical green marketing orientation. A survey
encompassing 248 B2B channel partners and lifestyle brand managers,
8. Managerial implications coupled with 41 in-depth qualitative interviews involving 22 channel
partners and 19 managers across various seniority levels, formed the
Our study demonstrates the role of brand governance in forming an basis of our investigation. The combined results from quantitative and
attitude among channel partners by moderating consistent communi­ qualitative analyses substantiate our proposition that, within the B2B
cation. The findings of our study have important implications for orga­ context, brand governance plays a key role in shaping channel partners'
nizations. As brand governance establishes guidelines, standards, and commitment and their tactical green marketing orientation.
protocols for communication across all channels (Pyper & Doherty, Our study revealed a positive moderating influence of brand gover­
2022; Taks et al., 2020), this consistency ensures that the green branding nance on channel partners' attitudes, driving tactical green marketing
message remains clear and coherent, thereby indicating a commitment orientation. The findings underscore the importance of fostering brand
to sustainability. These findings are also consistent with prior research governance mechanisms, incorporating ethical norms and encapsulating
in the context of end consumers (e.g., Hartmann et al., 2005; Olsen et al., them within brand signals—specifically, green identity elements. By
2014; M. J. Polonsky & Rosenberger, 2001). doing so, firms can not only establish differentiation but also cultivate a
Organizations may also consider tangible elements of green branding sense of commitment among channel partners, offering valuable insights
seriously by having a green logo or statement on their packaging. They for companies seeking to navigate the complexities of sustainable
can create more awareness by embracing a storytelling approach on business practices in the B2B landscape.
digital channels - e.g., Instagram stories, or YouTube videos to share
how their efforts are contributing towards a sustainable environment, 10. Limitations and future research
including climate change. By providing channel partners with story­
boards, predefined templates, content guidelines, and approved In the present investigation, during the data collection process, we
messaging, organizations can minimise the risk of miscommunication observed that nearly all lifestyle brands are placing some degree of
and help in conveying a unified green identity. This will also help or­ emphasis on green branding, albeit not prominently. For instance, Apple
ganizations to implement sustainable development goals and compli­ has created a dedicated web page featuring phrases like ‘Engage with a
ance at all levels. Further, by centralizing control over these updates, Greener Grid’ and ‘Embrace Recycled Vibes Only.’ Similarly, Samsung
brand governance prevents irregularities and imprecisions on the ac­ also maintains an informative webpage with the slogan ‘Planet First’
count of the channel partner's role (normative compliance) that might where they outline their initiatives for responsible manufacturing and
arise from decentralized content management (Grewal et al., 2010). This commitment to circular economy objectives. However, on their social
can be achieved by implementing a centralised content management media channels, a majority of promotional efforts revolve around
system (C-CMS). A C-CMS will provide timely and uniform updates introducing new products with or without green identity.
ensuring consistent communication across all channels. Organizations Although established organizations are actively showcasing various
can develop a platform empowered with analytics and artificial intelli­ branding components on their websites and through their channel
gence (AI) that allows for efficient collaboration, approval workflows, partners, the overall oversight in governance remains evident. Notably,
and version control to maintain consistency. Having a platform will the process of search engine optimization/marketing (SEO/SEM) does
enable firms to conduct regular audits to assess normative compliance not promptly lead to the immediate discovery of these brands' green
with brand guidelines across all channels. And analytics and automated branding pages. It would be valuable for future research to investigate
tools can be used to monitor and flag deviations from established brand this discrepancy comprehensively by gathering data from a diverse
norms. Organizations should also create user-friendly templates for range of sales and marketing professionals. This research could shed
content creation that align with brand guidelines. These templates can light on whether this phenomenon is intentional or an oversight.
guide partners in producing content while maintaining a level of flexi­ Through our interviews, we have also observed that marketing teams
bility for customization (promotions during regional festivals and in the and sustainability teams tend to operate independently, with minimal or
local language) within defined parameters. no collaboration between these departments. Exploring the potential
When stakeholders (in our case channel partners) adhere to a well- outcomes of such collaborative synergies is an interesting avenue for
structured brand governance framework which emphasizes green future inquiry. A prospective study in this area could delve into whether
branding, it will help to boost the organization's dedication to sustain­ such synergistic efforts yield positive outcomes or not. As we found out
ability (Alamsyah et al., 2020; Mehdikhani & Valmohammadi, 2022). from our interviews B2B channel partners are not averse to aligning with
This will help build trust and confidence in the partnership, resulting in the sustainable views of the company. However accurate and

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transparent communication about sustainability initiatives is crucial for Comparative Analysis) (Ragin, 2009) to uncover these divergent cases
maintaining credibility. On the flip side, the prevalence of greenwashing (Pappas & Woodside, 2021). Unlike PLS-SEM, fsQCA allows the identi­
poses a challenge - some organizations might engage in green­ fication of conditions that are either sufficient or necessary for the
washing—presenting a false or exaggerated image of environmental outcome, including those that may not be necessary as such, but are
responsibility (Jiménez Sánchez et al., 2023). This approach can involve components that explain the desired outcome. Such conditions are
superficial measures that appear environmentally friendly on the surface known as INUS conditions (Pappas & Woodside, 2021). With the help of
but lack substantive impact. Further research is required to analyse how fsQCA, insights may be gained into the compound conditions (like
brand governance can mitigate such incidents. behavioural and motivational attributes of channel partners) leading to
In the current research, we have not looked into the cascading effects a particular outcome (embracing TGMO), which traditional linear
across the supply chain (i.e., supplier/manufactur­ models like PLS-SEM is unable to capture.
er>distributor>wholesaler>retailer), whereas many companies have
complex and extended supply chains, making it challenging to ensure CRediT authorship contribution statement
consistent adherence to green practices across all channel partners. This
complexity can lead to gaps in implementation and enforcement. Future Shilpi Jain: Writing – original draft, Visualization, Validation,
research may look into the complexity of the supply chain and its impact Software, Resources, Project administration, Methodology, Investiga­
on governance and tactical GMOs. tion, Formal analysis, Data curation, Conceptualization. Sriparna Basu:
Finally, our model fit and adjusted R2 was significant but small, this Writing – original draft, Visualization, Validation, Software, Resources,
could be attributed to many factors. For instance, the adoption of Project administration, Methodology, Investigation, Formal analysis,
environment-friendly products is still in its nascent stage and there could Data curation, Conceptualization. Yogesh K. Dwivedi: Writing – review
be elements such as, the absence of local language collaterals, price & editing, Supervision, Methodology, Conceptualization.
sensitivity, and value-oriented purchase over environment-friendly
goods etc., affecting low levels of awareness among both customers Data availability
and channel partners. In light of these factors, a low but significant value
of R2 indicates a start, a positive and promising shift in the mindset of Data will be made available on request.
channel partners about their willingness to adopt TGMO. Therefore, a
lower value of R2 can be expected. Acknowledgements
Additionally, it seems that within our current sample, there are
certain contrarian cases (some of the channel partners' responses may We acknowledge the infrastructure support provided by FORE
deviate from the norm). Hence, we propose to undertake a future study School of Management, New Delhi in completing this research.
to employ configurational methods like fsQCA (Fuzzy set Qualitative

Appendix A. Scale Items, Mean and VIF for each Item

Variable Mean VIF Scale

Name

GBI2 3.710 2.279 Taglines such as ‘zero waste’, ‘plastic free’, ‘environment friendly’
GBI3 3.746 2.269 Taglines such as ‘Reduce-Reuse-Recycle’, carbon neutral’”
GBI4 3.722 1.613 Taglines such as ‘Plug into a greener grid’ or ‘Recycled vibes only’
GBI5 3.734 2.042 Taglines such as ‘Planet first’ or ‘
GBI6 3.673 2.323 Information emphasizing the environmental aspects of products
GBI7 3.859 1.978 Statement of commitment to environmental preservation in their corporate
GBI8 3.802 1.552 Promotions highlighting and informing customers about the firm's environmental efforts
The marketing team of the principal organization ……
CC1 4.044 2.676 Has frequent face-to-face interactions
CC2 4.016 3.775 Frequently share information about products
CC3 4.008 2.643 Regularly updates about marketing collaterals (such as posters, banners, brochures, discount schemes, flyers, catalogues, etc.)
CC4 4.048 4.066 Organize frequent online/offline trainings
CC5 4.109 3.73 Regularly updates about incentives and commissions
CC6 4.105 3.55 Take our feedback/inputs on how to improve the environment friendliness of the brand
Attitude1 4.238 4.689 I have a positive perception of the brand of the principal organization.
Attitude2 4.117 3.841 I am satisfied with the support and resources provided by the organization
Attitude3 4.149 4.811 I believe in the brand values and they are in sync with my business goals
Attitude4 4.129 4.324 I feel motivated to promote and sell the brand's offerings
Attitude5 4.185 4.975 I have a favorable impression of the brand's visual identity and marketing materials.
The marketing team of the principal organization …
BG1 3.927 3.833 Puts efforts in building a strong relationship with us
BG2 3.931 3.559 Regularly update us about the green collaterals such as benefits, brochures, flyers, incentives, taglines, posters, etc.
BG3 4.012 2.284 Regularly check that we are adequately conveying to customers the benefits of using environment-friendly products
BG4 4.004 3.253 Regularly check that we are adequately displaying their green brand visual elements (logos, banners, flyers, etc.) In our store/outlet
On a scale of 1 to 5 (1 means hardly visible and 5 is frequently visible), suggest what all green brand identity promotions you have seen
on digital channels from this brand……..
NC1 4.222 2.587 I feel a sense of duty to remain a channel partner of this organization
NC2 4.222 4.199 I will continue to work with this organization, even if I receive a better offer from another organization
NC3 4.012 3.524 I will feel dishonourable to leave this organization for small benefits, even if it were to our firm's advantage
AC1 4.113 3.604 I want to stay in the relationship with this organization as I feel the relationship is efficient
AC2 4.169 4.237 I want to stay in the relationship with this organization as I enjoy working with them
AC3 4.202 4.398 I want to stay in the relationship with this organization as our values match
AC4 4.222 3.651 I am committed to maintaining a long-term partnership with the brand.
CalCom1 4.177 3.665 I will continue to work with my current organization as changing partners would be disruptive to our business
(continued on next page)

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(continued )
Variable Mean VIF Scale
Name

CalCom2 4.238 2.806 I will not shift from having business with this organization as losses could be significant
CalCom3 4.101 4.249 I need to keep working with this organization as leaving would create hardship for my business
TGMO1 4.278 3.663 I promote environmental benefits while selling products in our marketing communications.
TGMO2 4.319 4.473 I encourage our customers to use e-commerce for product information or comparison because it is more eco-friendly
TGMO3 4.214 3.789 I prefer digital communication methods for promoting products because it is eco-friendlier
TGMO4 4.266 5.576 I apply a paperless policy in our procurement where possible
TGMO5 4.210 3.849 I use recycled or reusable materials often
TGMO6 4.262 6.464 I use sustainable packaging materials wherever possible

Appendix B. Factor Matrix of Constructs' Scale Items

Rotated Component Matrix

Components

1 2 3 4 5 6

GBI2 0.809
GBI3 0.809
GBI4 0.704
GBI5 0.797
GBI6 0.817
GBI7 0.784
GBI8 0.682
CC1 0.790
CC2 0.865
CC3 0.796
CC4 0.891
CC5 0.870
CC6 0.858
GBG1 0.810
GBG2 0.822
GBG3 0.798
GBG4 0.849
TGMO1 0.830
TGMO2 0.837
TGMO3 0.875
TGMO4 0.822
TGMO5 0.830
TGMO6 0.844
Attitude1 0.812
Attitude2 0.848
Attitude3 0.841
Attitude4 0.867
Attitude5 0.896
NC1 0.847
NC2 0.891
NC3 0.819
AC1 0.852
AC2 0.850
AC3 0.906
AC4 0.838
CalCom1 0.894
CalCom2 0.872
CalCom3 0.906
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.

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