Environmental Drivers on Green Supply Chain Practices

Environmental concern is one of the linchpins of business anxieties since post-industrial era in India. In the current scenario where the corporates in India are committing to green supply chain practices, this paper attempts to understand the key environmental drivers that impact green supply chain practices. Thus, the focus of this research paper is to recognize the direct and indirect effects of environmental drivers on the green supply chain practices. Quantitative data regarding corporate environmental drivers and green supply chain practices were collected from 12 manufacturing companies in India. Path analysis was performed through structural equation modeling technique to identify the significant environmental drivers. Further, the direct and indirect effects of the environmental drivers were determined by decomposing the structural equations. The results obtained demonstrated that regulatory pressure, customer pressure, socio-cultural pressure and competitor pressure affect green supply chain practices at varying levels of significance at different stages of the supply chain process. The result of this study invites necessary attention of the managers to undertake an analysis of the effect of potential environmental drivers on the functioning of green supply chain practices in their firms.


INTRODUCTION
The Indian corporates are currently operating in an era of a paradigm shift. The environmental issues have invited the necessary attention of the corporates to check their work practices and strategies. In reality, the journey towards greening the corporate practices is challenging, specially to capture the social and environmental benefits.
More of a genuine concern than just a concept, interlacing green practices with business strategies has become the current business scenario with win-win potentials for business success and Third, the insights derived from the data analysis are discussed. The last section of the paper presents the concluding remarks, implications, limitations and scope for further research.

LITERATURE REVIEW
This section is presented to categorize the variables associated with GSCM and CED, and to understand the gap in literature with respect to CED and GSCM.
by integrating environmental concerns in supply chain practices" (Preuss, 2005). Supply chain integrates the functional arena among the supplier, manufacturer, distributor and customer, and facilitates a closed loop (Zhu et al., 2005;Check-Teck, 2010). The GSCM practices promote efficiency and help achieve enhanced environmental performance (Rao & Holt, 2005). GSCM not only minimizes negative environmental impact but also contributes to the firm's cost benefits (Zhu et al., 2010). GSCM presents opportunities to establish reactive monitoring practices to be proactive in implementing green practices as a part of an organization's environmental program (Sarkis, 2012).
GSCM practices are grounded in the claim of High Reliability theory -"to emerge as reliable firms, organisational remedies like agility and adaptive capability are applied in the supply chain practices to deal with interactive complexities in the organization" (Beyea, 2005). The organisation's approach to GSCM help environmental experts to formulate strategies, and achieve effectiveness in the environmental programs (Bag, 2013). GSCM demonstrates inter-organisational relationships with the supplier firms and supports the claim of Resource Dependency theory that "no organization is self-sufficient in itself" (Gerlagh & Liski, 2011;Bag, 2013). Thus, GSCM gears "cross-functional cooperation and communication in an organization facilitating collaboration and environmental improvements" (Vivek at al., 2009;Verma et al., 2018 (Walker et al., 2007;Fox et al., 2009;Miler-Virc & Glusica, 2012) Environmental Management System (Edser, 2009;Onozaka et al., 2015) Eco-Labelling (Sanjeev Swami & Shah, 2011;Cai, 2012;Ouyang, 2014) Green Packaging Green Distribution Green Logistics (Srivastava, 2004;Morgan et al., 2016) Used

Corporate Environmental Drivers
Adoption of green practices in the organisation arises due to environmental drivers (Sharma, 2001). The corporate environmental drivers surge "coercive, mimetic and normative" pressures that necessitate firms to adopt green practices in the organisation (Sanjeev Swami & Shah, 2011).
Coercive isomorphic change in the organisation is mainly driven through government mandates and cultural expectations from the society (Tachizawa et al., 2015). Mimetic isomorphic change in the organisation is mainly caused by the tendency to adopt green practices from the industry peers for the sustenance of the firm in the industry (Colwell & Joshi, 2009;Fu et al., 2018). Normative isomorphic changes in the organisation are driven by societal expectations, customer expectations and the work pressure from the environment in which the industry operates (Colwell & Joshi, 2009). Institutional theory viewpoint posits that customer pressure and regulatory pressure are influential for firms to promote GSCM practices (Raak et al., 2005;Suddaby, 2010). From the systems theory perspective, the organisations operate in a systemic, integrative and inclusive environment where customers and industry drive the operational practices of the firm towards green practices (Caddy & Helou, 2007). From the socio-cultural theory viewpoint, the organisation's external and internal processes are based on the belief system and organisational image (Diabat et al., 2014). Thus, the major corporate environmental drivers of GSCM practices include regulatory pressures, customer pressures, socio-cultural pressures and competitor pressures.

Chain Management Practices -Gap Identification
The environmental drivers with respect to supply chain were studied by researchers to understand about the management approach towards GSCM practices and performance implications (Tachizawa et al., 2015), to explore the factors that drive or hinder the GSCM pactices (H. Walker et al., 2008;Setthasakko, 2009;Rauer & Kaufmann, 2014;Faisal, 2015;Dhull & Narwal, 2016) and to compare the pressures on GSCM practices in various industries like hotel (Shah, 2011), and pharmaceutical (Faisal, 2015).
In the Indian context, previous studies attempt to draw the contextual relationship between the drivers and GSCM practices through interpretive structural modelling (Diabat & Govindan, 2011), understand the essential drivers for implementation of GSCM through the analytic hierarchy processing  and analyse the variance of pressures in various industries using ANOVA (Xu et al., 2013). variables are as follows:   Table 3.        Table 6.
From table 3 and 6, the total effect of the variables of CED on GSCM are calculated and the same is presented in Table 7. It is observed that the total indirect effect of customer pressure on green procurement is greater than the direct effect by difference in path coefficient of 0.144. This indicates that, though not a significant direct cause on green procurement, customer pressure acts as a significant driver through sociocultural pressure and competitor pressure.

DISCUSSION
Green manufacturing is directly impacted by regulatory pressure, customer pressure, sociocultural pressure and competitor pressure. It is observed that the regulatory pressure (p<0.001) and socio-cultural pressure (p<0.001) have

Limitations And Scope For Further Research
The main limitation of the study is the limited geographic span and industry type chosen. Further research may replicate the study in other geographic areas and may include a variety of industries to enhance the generalizability of the results. This study has concentrated only on the coercive pressures on GSCM practices, thus, leaving a scope to include non-coercive pressures in the further study. It is also recommended that analysis based on contextual variables may be included in further studies.