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APPENDIX Appendix 1: Measures of observed variables Green awareness item Your firm follows government policy on green Logistics actively The managers of firm pay close attention to green Logistics The managers of firm have a good knowledge on green logistics such as carbon footprint The staff has a good awareness of green logistics The firm follows green standardization well such as ISO 14001 and GRI guidelines The firm pays close attention to green training for employees Indicator in Figure 2 Choi and Zhang 7573 Cronbach’s α Factor loadings Mean a1 0.832 0.904 3.867 a2 0.904 0.906 4.051 a3 0.932 0.917 4.143 a4 0.926 0.907 4.173 a5 0.903 0.851 4.296 a6 0.905 0.758 4.061 Green strategy item Your firm takes great effort on logistics standardization St1 0.86 0.867 4.194 The firm takes effort on plan of green infrastructure St2 0.925 0.921 4.204 The firm takes effect on strengthening green infrastructure St3 0.929 0.926 4.265 The firm takes effort on control of pollution sources in logistics activities St4 0.942 0.945 4.143 The firm plans Integrated distribution St5 0.899 0.862 4.235 The firms takes great effort on logistics technological research St6 0.939 0.912 4.194 The firms takes great effort on technological standardization in logistics St7 0.861 0.837 4.357 The firms take many activities in logistics standardization St8 0.887 0.858 4.306 The firms take great effort on green marketing and green business management St9 0.936 0.939 4.214 Business performance item Financial performance: Through green logistics management, cost decreases as a result of energy savings Financial performance: Return on Sales is significantly increased through green logistics management Environmental performance: The green brand image is increased by green logistics management Environmental performance: Green service satisfaction level improved by green logistics management Catalog Green management The firm shares information with manufacturing firms and retailers well Information sharing The firm makes great effort on efficient and accurate ordering system The firm takes effort on outsourcing to cut costs P1 0.949 0.932 4.306 P2 0.958 0.939 4.306 P3 0.961 0.951 4.306 P4 0.94 0.921 4.306 M1 0.841 0.895 4.153 0.876 0.929 4.439 0.813 0.868 4.286
7574 Afr. J. Bus. Manage. Appendix 1. Contd. Packing Warehouse Transportation Loading and unloading Logistics networking Logistics emissions The firm use green packing materials The firm follows packing standardization The firm makes effort on reducing packing material amount The firm emphasizes warehouse’s efficient management The firm emphasizes the reduction of warehouse fee The firm emphasizes the location selection of warehouse The firm pushes the standardization of transport The firm tries to optimize the routing of vehicles The firm tends to select greener vehicles and greener transport modes such as shipping and air The firm focuses on loading and unloading efficiently In order to improve efficiency, the firm considers the container or pallet The firm pays attention to construction of logistics networking The firm emphasizes information technology input and usage The firm pays attention to efficient logistics information network The firm tries hard to reduce the pollution emissions in logistics activities The firm takes great effort to reduce green house gas (GHG) The firm takes great effort to save energy costing M2 M3 M4 M5 M6 M7 0.91 0.931 4.357 0.888 0.862 4.418 0.903 0.928 4.357 0.864 0.903 4.653 0.877 0.895 4.673 0.886 0.929 4.602 0.888 0.868 4.786 0.897 0.931 4.633 0.857 0.862 4.306 0.824 0.928 4.276 0.878 0.903 4.480 0.913 0.895 4.571 0.921 0.929 4.520 0.913 0.862 4.531 0.859 0.928 4.388 0.86 0.903 4.367 0.853 0.863 4.388
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African Journal of Business Managem
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Editors Prof. Wilfred Isioma Ukpere
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Electronic submission of manuscript
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Fees and Charges: Authors are requi
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Table of Contents: Volume 5 Number
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7166 Afr. J. Bus. Manage. the high
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7168 Afr. J. Bus. Manage. Cargo mov
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7170 Afr. J. Bus. Manage. has produ
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7172 Afr. J. Bus. Manage. resources
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7174 Afr. J. Bus. Manage. celebrate
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7176 Afr. J. Bus. Manage. effective
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7178 Afr. J. Bus. Manage. interacti
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7180 Afr. J. Bus. Manage. firstly,
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7182 Afr. J. Bus. Manage. TQM pract
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7184 Afr. J. Bus. Manage. with lowe
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7186 Afr. J. Bus. Manage. in a diff
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7190 Afr. J. Bus. Manage. Decision
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7192 Afr. J. Bus. Manage. restructu
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7194 Afr. J. Bus. Manage. Performan
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7196 Afr. J. Bus. Manage. firm perf
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African Journal Of Business Managem
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7200 Afr. J. Bus. Manage. to establ
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7202 Afr. J. Bus. Manage. marketing
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7204 Afr. J. Bus. Manage. initial a
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7206 Afr. J. Bus. Manage. from the
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7208 Afr. J. Bus. Manage. Phillips
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7210 Afr. J. Bus. Manage. of the sa
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7212 Afr. J. Bus. Manage. ′ w k m
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7214 Afr. J. Bus. Manage. procedure
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7218 Afr. J. Bus. Manage. Figure 2.
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7220 Afr. J. Bus. Manage. stimulate
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7222 Afr. J. Bus. Manage. these com
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7228 Afr. J. Bus. Manage. Table 2.
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7234 Afr. J. Bus. Manage. CRM resea
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7238 Afr. J. Bus. Manage. The one a
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7242 Afr. J. Bus. Manage. and Norto
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7250 Afr. J. Bus. Manage. DEFINING
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7256 Afr. J. Bus. Manage. critical
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7260 Afr. J. Bus. Manage. external
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7262 Afr. J. Bus. Manage. represent
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7270 Afr. J. Bus. Manage. business
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7274 Afr. J. Bus. Manage. Satisfact
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7276 Afr. J. Bus. Manage. Score of
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7282 Afr. J. Bus. Manage. Satisfact
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7292 Afr. J. Bus. Manage. determine
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7298 Afr. J. Bus. Manage. Procedure
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7308 Afr. J. Bus. Manage. required
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7310 Afr. J. Bus. Manage. This obse
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7318 Afr. J. Bus. Manage. expectati
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7320 Afr. J. Bus. Manage. Compensat
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7324 Afr. J. Bus. Manage. Psychol.,
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7326 Afr. J. Bus. Manage. the resea
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7328 Afr. J. Bus. Manage. Z( T, whe
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7330 Afr. J. Bus. Manage. (10) and
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7332 Afr. J. Bus. Manage. during wh
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7334 Afr. J. Bus. Manage. optimal v
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7336 Afr. J. Bus. Manage. satisfact
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7340 Afr. J. Bus. Manage. female re
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7344 Afr. J. Bus. Manage. Populatio
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7352 Afr. J. Bus. Manage. ln S = ln
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7356 Afr. J. Bus. Manage. but some
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7358 Afr. J. Bus. Manage. investiga
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7360 Afr. J. Bus. Manage. when conf
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7362 Afr. J. Bus. Manage. PCs in a
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7364 Afr. J. Bus. Manage. supported
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7366 Afr. J. Bus. Manage. Psychol.,
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7368 Afr. J. Bus. Manage. social pr
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Table 2. Companies and countries co
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to CSR clearly and reliably. The st
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consumers to participate with the t
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A Liao 7379 Figure 1. Example of ev
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Table 3. Summary statistics of the
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Table 5. Utilities for subject 1 Li
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REFERENCES Anderson JC, Narus JA (1
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7386 Afr. J. Bus. Manage. aggregate
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7388 Afr. J. Bus. Manage. Analysis
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(Bass and Avolio, 1994). Leaders fo
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the employees. When employees are e
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Table 1. Means, standard deviation
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negativity in the organization. Tra
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of psychological ownership. Thus te
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Meyer JP, Becker TE, Vandenberghe C
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goods industry in the future. LITER
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F + 2 0. 110 * F + Table 3. Factor
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APPENDIX Data for evaluation on the
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anks. Camanho and Dyson (2005) enha
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Step A-4: Correlation analysis Star
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Table 1. Original raw data of input
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Table 5. Scenario table. Wang and W
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Delmas M, Toka Y (2005). Deregulati
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Technology managers need to attract
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λ is the parameter for risk aversi
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specified ranges of return, for eac
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Carlsson C, Fulle´r R, Majlender P
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Stock Exchange, (Rao, 2010) in Nati
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etween size and unsystematic risk i
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The research schema Figure 1 indica
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Table 3. Result of Freidman rank te
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Table 8. The result of Spearman cor
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significant differences between the
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leadership. The process of manageri
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indices of quality of life work. On
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Figure 2. The values of standardize
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Table 4. The values of coaching ind
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Table 1. Contrast between hedonic a
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in consumers’ shopping behavior.
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et al., 2006; Carpenter, 2008). For
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Table 2. contd Shopping satisfactio
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value in the construct of clothing
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independence, assertiveness, innova
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over those of competitors in order
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Table 2. Demographic profile and ce
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Table 4. Service satisfaction level
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There is a strong significant corre
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Dean AM (2004). Rethinking customer
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as a margin rate of 10% and rest to
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(7) Table 1. Descriptive statistics
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APPENDIX A Table 1. Failure rate te
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Table 1. Results of the multivarian
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Figure 3. Entrepreneurship as a fun
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Furkukawa K, Shafer WE, Lee GM (200
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happen to firms of any and all size
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participants attributed their failu
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Table 1. Descriptive statistics of
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Table 4 Contd. Inconsideration of l
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Table 5 Contd. Manufacturing 2.17 1
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The CLRP is an NP-hard problem, so
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No START Form a new cluster. Select
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Table 1. Computational results of G
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Table 1. Correlation of facets of C
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Figure 1. Theoretical approach adop
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quadrant (III), including product v
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consistently showed negative (posit
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signal. This hypothesis predicts a
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Variables are defined as in the ful
Page 376 and 377: Table 3. The results of model (2).
Page 378 and 379: around the world. Q. Rev. Econ. Fin
Page 380 and 381: tourism industry development. In th
Page 382 and 383: Table 2. Canonical correlation. 2 C
Page 384 and 385: Table 5. Bilateral analysis and ran
Page 386 and 387: African Journal of Business Managem
Page 388 and 389: strategies (Hart, 1995; Tello and Y
Page 390 and 391: Table 1. Reliability and construct
Page 392 and 393: Table 3. Latent variables test. She
Page 394 and 395: Haines R, Street M, Haines D (2008)
Page 396 and 397: owned insurance firm to enter the m
Page 398 and 399: affective commitment; organizationa
Page 400 and 401: Figure 1. Structural relationships
Page 402 and 403: Prior to analysis, variables were e
Page 404 and 405: Table 1. Effect decomposition for M
Page 406 and 407: Figure 5. Unstandardized estimates
Page 408 and 409: prospects. In other words, less wor
Page 412 and 413: goal of a SCM process is to create
Page 414 and 415: Sale Lean Supply Chain (LSC) Growth
Page 416 and 417: Upper Saddle River: Pearson Prentic
Page 418 and 419: the green awareness movement by ado
Page 420 and 421: usiness practices than smaller firm
Page 422 and 423: Table 3. Descriptive statistics and
Page 424 and 425: China. Green leadership could be em
Page 430 and 431: Emotional intelligence Self monitor
Page 434 and 435: ship between a people’s perceived
Page 436 and 437: Table 1. Analysis of the reliabilit
Page 438 and 439: Table 4. Results from hypothesis te
Page 440 and 441: Ajzen I, Driver BL (1992). Applicat
Page 442 and 443: mono production economy, and rural
Page 444 and 445: Table 2. Pearson correlation betwee
Page 448 and 449: Table 1. Behavioral Phenomenon that
Page 450 and 451: Table 3. Test period data. Table 4.
Page 452 and 453: Prospect value Figure 3. Expected v
Page 454 and 455: Tversky A, Gilovich T (1989). The H
Page 458 and 459: Table 1. Components of a mentoring
Page 460 and 461: Table 3. Perceptions on the success
Page 462 and 463: Table 5. Characteristics of a mento
Page 464 and 465: terms of sustained development, are
Page 466 and 467: Table 7. Ideal characteristics of m
Page 468 and 469: qualitative analysis of fifteen hou
Page 470 and 471: section. In Section 3, we will disc
Page 472 and 473: Table 1. Participants’ demographi
Page 474 and 475: of Am. Acad. of Bus., Cambridge. 4(
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directors and propose the board ind
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composition is the outcome of a neg
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Table 1. Descriptive statistics. Ti
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Table 3. The determinants of board
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Booth JR, Cornett M, Tehranian H (2
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provides a wider response and swift
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Correlation “Customary Approach
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Table 2. Correlation matrix of EAC
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Table 9. Intra-EAC imports as share
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Martin JC (1999). The European Mone
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participate in the highest degree o
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innovation. A secondary innovation
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Figure 2. The switching ecology of
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Table 1. Revenue growth rate and CA
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variables (Beattie and Jones, 1999a
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Table 3. Explanations of dependent
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Courtis JK (1997). Corporate annual
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treated in the literature, its rela
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company. METHODOLOGY Table 1. Quest
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as an important factor in the manag
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satisfaction may also reduce the ov
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Table 1. Customer expectations on s
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Table 2. Contd. Machirori and Fatok
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and travelling may lead to satisfac
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and professionally developmental pr
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Table 1. Organizational elements mo
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Table 2. Studying the demographical
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education might involve plenty of c
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(Deng et al., 2010). To date, there
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Table 2. Results of hierarchical re
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WOM. The comparison can be seen in
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UPCOMING CONFERENCES International
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