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In 1993 the 200th anniversary of George Green, a great physicist and mathematician's, birth was celebrated. His contribution to world's science is beyond the question. This can best be seen in the frequency of mentioning his name and quoting his works in other physicists' and mathematicians' works. Some of historians of science and researchers are deeply convinced that George Green together with Maxwell originated modern electromagnetism. George Green is also famous for his inventions as far as light, stress and accoustic theories are concerned but electromagnetism ows him most of all. Indeed, none of those who have ever dealt with mathematical electromagnetism will question George Green's part and position. In nearly each paper referring to it, Green's function or Green's identities are the terms that are mentioned or quoted. Without these notions contemporary numerical techniques such as finite element method (first Green's identity) or boundary element method (second Green's identity) or integral methods (Green's function) are hard to imagine.

When confronted with a problem where the solution is not clear or obvious, a first step would be to search for more information, trying to make sense of the problem. The intention of this contribution is to make sense of the call for “libraries to go green”, while at the same time to show the potential of explicitly considering information behaviour and the need to draw on the full spectrum of information literacy skills (e.g. recognising and expressing an information need, seeking, using, and disseminating information) to stimulate librarians' interest and confidence in taking on the challenge of going green and making a difference.

The column will be written against the background of research from information literacy, information behaviour, and research on sustainable and environmental friendly library and information (LIS) services.

Although rather a limited number, publications on “going green” and the “paperless” library/society address a variety of issues ranging from planning “green” library buildings, to assessing the experiences of LIS professionals in developing sustainable “green libraries”, to information behaviour in using e‐books in academic contexts. Considering the finding and use of information on “going green”, from an information behaviour perspective, helps to bring many issues to consider in furthering research on “going green” to the front.

Although much has been published about information behaviour and information literacy, and although attempts of publishing on various issues of “green” libraries are noted, the author is not aware of other work aligning these issues.

The purpose of this paper is to review and categorize the different strategies Master of Business Administration (MBA) programs have adopted towards incorporating environmental sustainability into business administration.

Through extensive internet research looking at colleges and universities, data are collected from primary source web sites and administrative school contacts. There are 35 institutions whose MBA programs address sustainability in some way. Each of these institutions is then organized by location, tuition cost, enrollment, year founded, accreditation, and curriculum.

Green educational strategies differentiate themselves by the size and maturity of the program. Larger, established institutions typically opt for the green major, or a dual degree, and tend to leave systematic integration of sustainability to the individual student. Newer and smaller entrants tend to either dabble in green with a few sustainability courses, or completely embrace and systemically integrate sustainability throughout the program.

The sample focuses on US institutions and treats sustainability as an externally validated curricular choice when it may merely be an educational fad. The sample excludes potential green MBA programs that lack a strong internet presence.

Four archetypes are identified: dual degree, all‐green, green major, and green coursework. Institutions can analyze their performances and see where they fall on the two major continua – integration and maturity/size.

Green MBA programs are relatively new on the academic landscape, and this research paper is one of the first to systematically analyze and categorize them.

The purpose of this paper is to examine the influence of strategic human resource (HR) competencies of HR professionals on the adoption of green human resource management (HRM) practices.

A quantitative research approach using survey was employed to get insights from 87 HR professionals from Malaysian manufacturing and service companies.

The findings revealed that only strategic positioner and change champion are significantly related to green HRM practices. Specifically, strategic positioner associates positively with all green HRM practices including green analysis and description of job position, green recruitment, green selection, green training, green performance assessment, and green rewards. Additionally, change champion is positively related to green analysis and description of job position, and green rewards.

The extant literature suggests HR professionals’ competencies can play a key role in adopting green HRM. However, examining the relationship between strategic HR competencies and each of the green HRM practices has been limited. As such, this study is timely to address the existing gap in the literature and provide fresh insights and implications in this regard.

Organizational Behavior.

This case is suitable to be used in advanced undergraduate and MBA/MSc level.

This case highlights the problems and prospects of World Wildlife Fund (WWF)-Turkey’s Green Office program initiative. Green Office is an environmental management system developed by WWF-Finland 15 years ago and currently operates in China, Latvia, Pakistan, and Turkey in more than 200 organizations. The objectives of the program are to reduce the ecological footprint of the offices, decrease the negative impact of everyday operations at work, motivate and educate the employees to behave environmentally friendly, increase environmental awareness, reduce emissions, and save energy. WWF-Turkey runs the program since 2011, and it aims to influence and inspire people and businesses to address threats to nature and protect it for the sake of present and future generations. To be considered as a Green Office, an organization needs to comply with three main criteria: (1) consumption of natural resources (i.e., heating–cooling, office stationery, transportation, electricity, water, paper, and food consumption), (2) activities (i.e., purchase, cafeteria, cleaning services, waste management, building maintenance), and (3) increase in employees’ awareness. Accordingly, Green Office helps to determine concrete goals by systematically assessing the office resources and create their environmental management system. This case discusses the core essence of the Green Office program, the steps followed in implementing the program, as well as its benefits and challenges of being a Green Office.

The objective of this case is:

• to illustrate WWF-Turkey’s Green Office program initiative and

• to make students understand how a non-governmental organization (NGO) can foster green organizational behavior and embrace socially responsible business practices.

to illustrate WWF-Turkey’s Green Office program initiative and

to make students understand how a non-governmental organization (NGO) can foster green organizational behavior and embrace socially responsible business practices.

To develop an understanding of the Millennial Generation's consumption of green products. Specifically, our research sought to address the following two research questions in regard to this generation's consumption behavior: What product attributes have significant effects on purchases of green products? What are the primary reasons for not adopting green products?

A questionnaire was administered to 197 undergraduates at a private university in the southern US. The sample was 59 percent female and ages ranged from less than 18 to 25. Full time students represented 95 percent of the sample.

The findings suggest that when developing marketing communications, marketers may want to devote more attention to recyclability or re-usability, biodegradableness, and positive health effects stemming from eco-friendly product attributes, as these characteristics shared the strongest associations with Millennial intent to purchase green products. The results also indicate that the primary reason Millennials do not purchase green products is the belief that green products are too expensive.

To capture opinions of members of the Millennial Generation, the study used a sample of students at a private university which may not be representative of the entire population of Millennials. Since all participants were enrolled in higher education, there may be some relationship between education and green consumption behavior.

This research offers marketers a richer understanding of this segments' consumption behavior of green products, in addition to highlighting important obstacles marketers need to overcome to transition non-purchasers to purchasers of green products.

Over the past decade, concepts that focus on environmental stewardship have gripped the collective intellect of humankind, challenged our capacity to be self‐aware, and established a common global imperative to respond to critical issues that arise from world‐wide climate change and natural resource conservation. Yet, while most enterprises have already undertaken some form of “green” initiative, very few have established an enterprise‐level “green” strategy that responds to the new global imperative. This paper aims to provide a methodology and tool‐set to help close that gap.

The article provides a methodology and tool set needed to assess an enterprise and formulate green strategy. The scope covers: a definition of “green” strategy and the guiding principles for its formulation; best practices and illustrations of how they are being adopted; a methodology for developing an enterprise‐level green strategy that integrates with all the other areas of strategy formulation in an enterprise (business, operating/organization/information/technology applications, and infrastructure).A “green” maturity model and maturity assessment framework are also developed to help business leaders determine what their current state of “green maturity” is, and guide decisions on where they would like their business to be in the future.

The paper finds that business leaders and decision makers increasingly miss‐out on significant benefits because they do not consider “green” opportunities in a strategic context.

The methodology and tool set provided in this article can help business leaders capture new value from green opportunities. It can also accelerate changes to existing methodologies for formulating strategy to include important “green” dimensions. Each area of an enterprise is discussed in the context of how it can be affected and improved by having a green strategy.

The Green Credit Tool is evaluated as a method to quantify the value of green‐spaces and to determine how these green‐space‐values can be replaced or compensated for within urban spatial planning projects.

Amersfoort Local Municipality created the Green Credit Tool to ensure protection and enhancement of the urban green totality. The tool is described and evaluated based on three core elements: the value matrix, the collection of values and green compensation. Findings were based on case studies in Parkweelde and Randerbroek (Amersfoort, The Netherlands).

Green‐planning is not just about flora and fauna, but also about planning for economic benefits and thus needs to have a quantifiable value. The Green Credit Tool enhances integrated green‐planning by means of the value matrix (identifying values of green), collecting values (participation and stakeholder‐identification) and compensation (protecting green spaces).

Assessment of green values will differ between users, experts and between locations.

The Green Credit Tool introduces a different perspective to green‐spaces that can add value to urban environments and thus creates economic spin‐offs. It stresses the need for environmental issues to play a greater role in future planning processes.

Green‐planning is known to have various psychological benefits. The Green Credit Tool is a communication tool and thus incorporates public opinions, enhances social responsibility and enhances awareness of the broader benefits of green spaces.

The Green Credit Tool creates an integrated approach towards the planning of green‐spaces, enhancing the value of green areas and thus ensuring qualitative urban planning and sustainable economic development.

Green labeling and green scapes are generally associated with environmental practices known as eco-labeling. In the hospitality industry, the concept of green scapes and green labeling has been associated through the attraction of customers toward hospitality organization's brand mark. Green practices make a customer conscious and more tangible for a brand or product. Somewhere, green practices have the instinct to throw as an open-up strategy for futurism growth and to build the brand mark at the next market step of the industry. The determination of green practices of a hospitality organization is performed by the environment working employees (Villemereuil & Gaggiotti, 2015). The organization is advantageous only when the in-house environment is attractive. Green scapes are performed only on the criteria of key certification. The viewpoint of this chapter is to fulfill the criteria of green practices (Warren et al., 2008), attracting brand marks in the hospitality organizations of UT regions. This chapter will investigate the perceptions of industrial employees attracting the brand mark of any hospitality organization in UT states. This chapter will highlight the impact of B2B and B2C businesses connecting to the working environment toward attracting the brand mark of hospitality organizations in the UT states region. This chapter will be paying heed to discuss the enhancing effect of B2B businesses in the UT states market of the tourism and hospitality sector. The sample collected for this chapter using closed ended questionnaire from hospitality organization or hotels in UT destination.

The purpose of this paper is to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

According to legend – and to the Johnny Cash song – Ireland has 40 shades of green. According to some marketers, businesses these days have to contemplate, if not 40, at least several shades of green when they consider their own environmental responsibility and the growing perception among their customers that “green is good”. As green products are more popular in the market, green marketing has become more prevalent as a consequence.

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.