Although employee green creativity is recognized as the key to the innovation in green enterprises, few studies explores the measurement of green creativity for employees. To address the gap, the present study identifies the major dimensions of employee green creativity and develops a comprehensive, reliable, and valid measurement instrument. According to the 4P’s model of creativity, four core dimensions of employee green creativity are identified, namely, green creative motivation, thinking, behavior, and outcome. Strictly adhering to the process of scale development, employee green creativity scale (EGCS) is constructed and validated. We first develop the items of employee green creativity based on literature review and expertise from academics and practitioners. Next, we examine the validation of EGCS through exploratory and confirmatory factor analysis using a sample from three large-scale green enterprises (N = 460). Further, we also check the nomological validity of EGCS by testing the effects of determinants (e.g., green transformational leadership, shared vision, and green self-efficacy) on employee green creativity using a new sample from another two green enterprises (N = 169). Results reveal that EGCS is a reliable and valid instrument for capturing employee green creativity in multiple contexts. Theoretical and practical implications are discussed.

This research aims to investigate the antecedents of employee eco-initiatives toconcerning public service motivation, green work climate, employee environmental concern and supervisor environmental priority in Malaysia's healthcare sector. Based on the structural equation modeling (SEM) analysis with the help of SMART-PLS, it was found that public service motivation positively influences eco-initiatives in a direct and indirect manner through green work climate and employee environmental concern. The results stress the role of intrinsic motivation and organizational culture in changing people's behaviors sustainably. Healthcare organizations should encourage public service motivation, develop a supportive green work climate, and integrate environmental leadership to support sustainability. This research advances the field by proposing a holistic framework that captures both the organizational and personal antecedents of eco-initiatives in an environment where service demands are high.

Open government data (OGD) are considered a sustainable driver of firm innovation. Leadership is a crucial decision-maker for firms to employ OGD in innovation. The present study focuses on two of the most prominent leadership styles: transformational and transactional. Drawing on the Organizational Commitment Theory, we claim that affective and normative commitment are the two parallel mechanisms that explain how leadership promotes OGD-driven innovation in firms. Our results show that transformational leadership promotes OGD-driven radical innovation through affective commitment. In contrast, transactional leadership promotes OGD-driven incremental innovation through normative commitment. More importantly, we suggest that the OGD application stage moderates the effect of leadership on organizational commitment. Specifically, in the initial stage of the OGD application, higher transformational leadership triggers higher affective commitment in employees. In contrast, in the mature stage of OGD application, higher transactional leadership triggers higher normative commitment in employees.