Shaping Green Workplace Behavior in Tourism and Hospitality: Organizational Learning, Workforce Agility and Organizational Intelligence

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A. Abdelghani, Bassam Samir Al-Romeedy, Eman Hassanien Taha, and 3 more This is a preprint; it has not been peer reviewed by a journal. https://doi.org/ 10.21203/rs.3.rs-8866161/v1 This work is licensed under a CC BY 4.0 License Status: Under Review Version 1 posted 10 You are reading this latest preprint version Abstract This study investigates the mediating roles of green workforce agility and organizational intelligence in the relationship between organizational learning and green competitive advantage in the tourism–hospitality industry. The study is strategically positioned within the context of SDGs and Saudi Arabia’s national priorities for research, development, and innovation under Vision 2030. The study collected data from the employees of travel agencies and hotels, yielding 482 valid responses. The results also indicated that organizational learning has a positive effect on green competitive advantage and green agile workforce, as well as organizational intelligence. Furthermore, we have also discovered that green agile workforce and organizational intelligence are the partial mediators in the association of organizational learning with green competitive advantage. This research extends prior evidence by providing empirical proof that green workforce agility and organizational intelligence operate as key workplace behavioral mechanisms through which organizational learning is translated into green competitive advantage. In doing so, the study reframes sustainability not only as a strategic or technological issue but as a matter of how employees behave, communicate, and coordinate around green objectives inside tourism and hospitality organizations. The results offer a validated framework for tourism enterprises to align their leadership practices, internal communication patterns, and learning structures with Saudi Arabia’s economic diversification and sustainability goals, demonstrating how cultivating learning-driven, behaviorally agile workplaces directly contributes to advancing national vision objectives and the broader 2030 Agenda for Sustainable Development. Business and commerce/Business and management Social science/Business and management Earth and environmental sciences/Environmental social sciences Biological sciences/Psychology Social science/Psychology Organizational learning green competitive advantage green workforce agility organizational intelligence workplace behavior organizational behavior internal communication tourism and hospitality SDGs Figures Figure 1 Figure 2 1. Introduction In recent years, the idea of green competitive advantage has emerged to dominate the discourse in the tourism and hospitality industry as a signpost of an emergent conceptual shift to make sustainability a strategic necessity. This development owes much to a raise in consumer demand for environment-friendly products and services, increased stringent government regulations, or the relentless global efforts toward sustainable development [ 1 ]. Green competitive advantage represents a mutidimensional opportunity which allows companies to differentiate themselves in overcrowded markets, become attractive to an increasing base of eco-minded travellers, obtain cost efficiencies through managing resources and build strong corporate brand based on social responsibility [ 2 ]. Formation of the green competitive advantage is based on a number of inter-connected issues. Of them, the application of sustainable technologies, shaping and implementing eco-centric policies, and stakeholders' active participation in environment-focused projects are noted crucial drivers [ 3 ]. At the heart of this unfolds organizational learning – ongoing process of receiving knowledge, integrating it, and distributing knowledge within and beyond organization boundaries. Firms that cultivate a pervasive environmental awareness culture and promote - participation in sustainability activities as well as systematically invest in educating their personnel and clients either on the principles or merits of green practices are also likely to exhibit higher agility and innovation capability [ 4 ]; [ 5 ]. In dynamic learning cycles, these organizations keep pace with newly emerging environmental standards; they outpace rivals by operating more maneuverably and reoriented their business processes to sustainability knowledge producing performances as well as image improvements. Beyond its strategic and environmental significance, the shift toward green competitive advantage is fundamentally a shift in workplace behavior. In tourism and hospitality organizations, sustainability ambitions are enacted – or quietly undermined – through everyday employee decisions, informal norms, and the quality of internal communication. Leadership styles, patterns of information sharing, and the degree to which managers invite participation in green initiatives all shape whether organizational learning about sustainability is translated into concrete behavioral change on the front lines [ 6 ]; [ 7 ]. Recent work on communication and organizational work has underscored that flexible, technology-enabled workplaces are increasingly evaluated not only by what they achieve, but by how they manage relationships, trust, and moral expectations among employees[ 8 ] [ 9 ]. In this sense, examining green workforce agility and organizational intelligence through an organizational learning lens also means examining how workplace behavior is cultivated, guided, and sometimes contested inside tourism and hospitality firms. Organizational learning also plays an important role in enabling green workforce agility, which is a key characteristic of today’s competitive advantage in tourism and hospitality [ 10 ]; [ 11 ]. Agile workforce The ability of the workforce to adapt, respond and develop its capacity in implementation of sustainability being in dynamic regulatory and market standards. Organizational learning is the key to employees acquiring knowledge, attitudes and skills to cope with these uncertain contexts, realize where improvements can be made and implement new solutions [ 12 ]. This green agility, in the surface, allows organizations to capture emerging opportunities and distinguish themselves through innovative products while retaining a commanding position within the eco-industry market [ 13 ]. In addition, learning from the organization’s iterations feeds organizational intelligence—the collective body of knowledge, analytical capability and strategic nous that guide data-learned decisions and anticipatory action [ 14 ]. By doing so, organizations with systematic knowledge acquisition and use capability invest in sharpening both their environmental intelligence as well as their ability to develop strong forward-looking strategies toward green innovation. It is through such intelligence that the identification and leverage of emerging green prospects, innovation of new products and services, and improvement in environmental performance can be pursued—all functions which also underpin an organisation’s reputation as a leader in its industry [ 15 ]; [ 16 ]; [ 17 ]. In this regard, Organizational Learning Theory provides an important reference point for understanding the mediating roles of green workforce agility and organizational intelligence in the process of seeking green competitive advantage in tourism and hospitality. Based on this perspective, an intense process of continuing learning –based on the acquisition and sharing of knowledge as well as strategic using new way to integrate existing knowledge– is crucial in shaping organizations that are peculiarly flexible, smart [ 18 ]. Workers who are continuously involved in learning activities increase their agility and propensity to sustainability operations, providing the company with a significant competitive advantage in order to meet new legislations that may be established or change rapidly due to trend of market [ 19 ]. Coupled with this, advancing organisational intelligence allows companies to understand environmental information, forecast sectoral trends and take strategic decisions which mainstream sustainability into business [ 20 ]. Although sustainability is well-recognized among tourism and hospitality service industries [ 15 ], Also, Perceived leader favoritism has recently been linked to employees’ non-green behaviors through malicious envy and exacerbated by perceived organizational injustice, highlighting how unfair leadership climates can quietly erode environmental initiatives in hotels and tourism organizations [ 21 ]. and green practices are increasing in both sectors [ 16 ], the literature still lacks a clear understanding of how organizational learning drives green competitive advantage. While there are many works that investigated the direct association between OL and other performance indicators like innovation and operational efficiency [ 3 ], coverage of rich interactions with green-oriented strategies has lagged behind. Particularly, mediation of green workforce agility and organizational intelligence is under researched, though both of them are fundamental in general management literature [ 22 ]; [ 23 ]. Such a reorganisation is particularly pertinent given the specific challenges and opportunities that characterize sustainability in tourism and hospitality, where responsive adaptation and smart use of environmental intelligence are key. Situating these dynamics within the broader organizational behavior literature is particularly important after the COVID‑19 pandemic, which has unsettled taken‑for‑granted assumptions about how employees interact, communicate, and exercise discretion at work. Even in service sectors that remain largely face‑to‑face, such as hotels and travel agencies, managers are now required to orchestrate hybrid communication channels, negotiate shifting expectations about autonomy, and navigate emergent forms of office politics around workload, recognition, and access to green projects [ 11 ]; [ 7 ]. Understanding how organizational learning fosters a green agile workforce and strengthens organizational intelligence therefore offers not only a sustainability contribution, but also a window into how contemporary workplaces can be designed to support constructive employee relations and pro‑environmental behavior in turbulent conditions. To fill this gap, we aim to achieve three key aims in the present study: To (1) examine the impact of organizational learning on green competitive advantage, green workforce agility and organizational intelligence. Second, this study examines the role of green workforce agility and organizational intelligence on green competitive advantage. Third, the mediating roles of green workforce agility and organizational intelligence in the link between organizational learning and green competitive advantage are critically examined among employees at tourism and hospitality organizations. By fulfilling these aims, the paper endeavours to enhance the theoretical and practical insights on sustainability dynamics of the industry and offer inputs to evidence-based framing of policies and strategic formulations. In so doing, it provides practical guidance for tourism and hospitality companies who wish to prosper in the changing environmental context and maintain a unique competitive profile. 2. Literature review and hypotheses development 2.1. The effect of organizational learning on green competitive advantage The concept of organizational learning involves the generation, retention and dissemination of knowledge within a firm. It is a dynamic capability that enables firms to respond, adapt and innovate while remaining competitive [ 12 ]. In the area of sustainability, organisational learning is essential for winning competitive advantage of being green. Green competitive advantage is the superiority a firm receives by adopting green practices which distinguish it from other competitors [ 24 ]. Learning Organisation creates an environment of continuous progress and creativity. By absorbing the mindset of environment in learning process, to put their production and operation about products on eco­friendly way,and boast a green competition advantage. For example, an organisation that is regularly updating its knowledge of new green technologies will be able to innovate more quickly than will competitors and gain a significant market advantage [ 25 ]. Learning Organizations are masters at resource effectiveness. They can manage resources more effectively and save money by applying best practices in resource control. This not only helps them to advance their sustainability plans, but also gives them a cost edge over competitors that are less efficient [ 5 ]. Learning organizations are more ability to anticipate and adapt to regulatory change. Taking this proactive approach reduces the risk of penalties and enhances the company's standing as a responsible organisation. That would also enable such firms to gain green competitive advantage, by being ahead of regulatory developments [ 12 ]. Furthermore, the organizational learning facilitates knowledge sharing within departments as well as between organizations and their partners [ 26 ]. This joint effort can lead to creative approaches by which environmental opportunities become addressed and to synergies that build the competitive edge of the firm in a green direction [ 27 ]. So, the following hypothesis is developed: H1. Organizational learning positively affects green competitive advantage. 2.2. The effect of organizational learning on green workforce agility Green workforce agility refers to the ability of employees to quickly adjust in a sustainable manner, the change requests posed by the environment, new technologies and changing customer preferences [ 28 ]. Learning within the organization supports firms in collecting and disseminating information on new green technologies, best practices for sustainability, and evolving environmental regulations. When workers have this important information at their disposal, organizations can help them see and seize opportunities for green innovation and adjustment [ 29 ]. The building of specific capacities by workers, related to the encouragement of their continuous training initiatives, amongst others, are actions derived from the organizational learning that enable employees to become involved in a committed way with sustainable practice. Under this plan, crew education is provided in energy efficient operations, waste management, green purchasing and environment friendly service for customers. Once employees acquire capabilities for being green, they become better equipped to manage changing environmental demands [ 30 ]. Organizational learning promotes an environmental responsibility and encourages employees to adopt a mindset toward sustainability [ 15 ]. When employees understand the importance of green initiatives and the relationship between their efforts and the company’s green targets, they are more likely to be proactive and adaptable in integrating the context process in accordance with the organization’s sustainability goals [ 31 ]. Furthermore, organizational learning fosters sharing and solving environmental problems collaboratively within the organization [ 6 ]. Promoting cross-functional collaboration and encouraging open communication among members of the line organizations can help businesses tap their employees' different perspectives and skill sets in order to quickly come up with environmentally innovative solutions [ 32 ]. Hence, the following hypothesis is assumed: H2. Organizational learning positively affects green workforce agility. 2.3. The effect of green workforce agility on green competitive advantage The green agility of the workforce can largely impact a company's green competitive advantage [ 33 ]. Workers with a high green agility know how to identify and correct environmental inefficiencies in an operation, such as excessive energy consumption, water wastage or inadequate waste management. Since such improvements are rapidly brought about in these areas, it helps the organization to enhance its operational effectiveness, minimize environmental impact and lower operation cost [ 34 ]; [ 35 ]. High green agile employees have a high capacity to identify, piloting and then scaling up innovative sustainable solutions [ 36 ]. Their expertise makes it possible for to incorporate the latest green technologies, study new sources of energy and develop even more environmentally friendly goods. This foresighted and flexible strategy enables the company to keep up with industry developments and capitalize on new opportunities in green market [ 37 ];[ 2 ]. Top human resources in the highly competitive travel and hospitality industry are important [ 38 ]. These organisations are known for having green workforce flexibility and sustainability commitment, are likely to attract green-oriented candidates. This image helps them to compete and attract talented employees who can endorse their green programs [ 39 ]. Green flexibility of workers also contributes in increasing the adaptability at the level of business model in order to respond to sustainability changes. Firms can adapt their strategies towards the changes in regulation, market trends and wind technologies and other green practices to become strategically well-positioned [ 40 ]; [ 41 ]. Therefore, the following hypothesis is adopted: H3. Green workforce agility positively affects green competitive advantage. 2.4. The mediating role of green workforce agility in the link between organizational learning and green competitive advantage The moderating effect of green workforce agility in tourism and hospitality industry: The influence of organizational learning on green competitive advantage. The relationship among organizational learning, green workforce agility and green competitive advantage can influence significantly the long-term sustainability and success of a firm. An evidence-based facilitator for a culture of innovation beside organizational learning [ 12 ]; [ 30 ]. Agile workers with latest knowledge and skills can rapidly invent and implement creative Green solutions. This is the kind of innovation which is an imperative for competitive edge in sustainability [ 42 ]. Providing employees with the capabilities to understand and manage changes in environmental regulations, market requirements and sustainability standards enables agile employees who can successfully adapt to such changing winds through organizational learning [ 42 ]; [ 43 ]. Organizational learning also contributes to the development of sustainability problem-solving abilities among employees. Agile workers can quickly address and solve green problems, avoiding costly delays while safeguarding smooth running [ 33 ]. This learning-by doing process fosters a culture of incremental improvement where even the most mundane workers search continuously for better ways to solve and environmental problems. This continued advancement makes the firm to be more agile and increases its green competitive advantage [ 44 ]; [ 45 ]. Taken together, these arguments suggest that green workforce agility and organizational intelligence can be interpreted as core dimensions of green workplace behavior and collective sense‑making. Green workforce agility reflects how employees, individually and in teams, absorb new information, renegotiate work routines, and collaborate across functional boundaries in response to environmental pressures [ 10 ]; [ 40 ]. Organizational intelligence, in turn, captures how communication flows, information systems, and leadership practices converge to produce a shared understanding of sustainability priorities and legitimate courses of action [ 32 ]. By embedding these constructs within organizational learning theory, the present study aligns with calls in the organizational communication and workplace behavior literature to treat communication, leadership, and employee relations not as background conditions, but as constitutive elements of how organizations “do” sustainability in practice [ 8 ]. So, the following hypothesis is suggested: H4. Green workforce agility mediates the relationship between organizational learning and green competitive advantage. 2.5. The effect of organizational learning on organizational intelligence Organizational learning is an enabler of organizational intelligence, which involves the collective ability of an enterprise to gather, analyze, and capitalize on data as a driver of strategy and competitive advantage [ 9 ]. Organizational learning creates a climate of continuous learning. While continually collecting and sharing new information, organizations develop a better understanding of the market trends, customer demand and technological changes which together with the innovation contributed to the development (key components) of organizational intelligence" [ 5 ]. Organizational learning enhances the process of data collection and analysis, which enables to make better use of information. This enhanced use of data allows organizations to draw evidence-based conclusions to rely on accurate, reliable and complete information that is vital for organizational intelligence [ 46 ]. Organizational learning leads to improved decision-making by enabling simplified access to latest and pertinent information. Greater availability of knowledge empowers the organization in the ability to make informed strategic decisions based on up-to-date and complete intelligence [ 30 ]. Green organizational culture serves as a basic mechanism that leads from these strategic sustainability efforts to employee engagement and actual improvement in environmental performance at the operational level of both hotels and hotel chains [ 47 ]. Furthermore, Organizational learning encourages cross-functional and team-based knowledge transfer that leverages divergent views and ideas in coming up with solutions to problems. This synergetic collaborative process enriches the organizational intelligence by combining and integrating the wisdom that is drawn from different resources for better resolution of multivariate problems [ 48 ]. Furthermore, organizational learning ensures that strategies are constantly revised to reflect the latest information [ 13 ]. When combined, this convergence enables enterprises to course correct strategies in accordance with fresh stimuli resulting in better strategic orientation and higher organisational IQ [ 30 ]. So, the following hypothesis is highlighted: H5. Organizational learning positively affects organizational intelligence. 2.6. The effect of organizational intelligence on green competitive advantage Organizational intelligence Empowers the companies to constantly observe the external environment like with new sustainability trends, change in regulations and changing customer attitudes toward environmental responsibility. Such proactive scanning assists the organization in staying up-to-date with changing green market requirements and capturing new opportunities [ 49 ]; [ 9 ]. An organization with a higher level of intelligence is better able to identify and evaluate green innovations, technologies, or best practices. This ability supports the successful introduction and application of these elements to enhance environmental performance and reinforce green offers [ 2 ]. Organizational awareness also supports developing green considerations for different parts of the organization's scope, such as product design, operations and supply chain and marketing. This whole lifecycle perspective ensures that the greenshade activities are integrated and mutually beneficial throughout the organisation, rather than fragmented [ 1 ]. Organizational intelligence encourages establishment of a strong green organizational culture in order to develop as many employees as possible, by thoroughly integrating them into an organization and creating conditions to share experiences and knowledge [ 24 ]. Impactful participation like this can greatly increase the company’s green (competitive) advantage. Using its organizational intelligence, the organization can identify and implement more effective, efficient, enduring processes and practices. It is a cost saving method which further reduces the environmental impact [ 10 ]; [ 50 ]. Therefore, the following hypothesis is demonstrated: H6. Organizational intelligence positively affects green competitive advantage. 2.7. The mediating role of organizational intelligence in the link between organizational learning and green competitive advantage Organizational learning increases the competitive intelligence of an organization by adding new environmental knowing to its repertoire. Such integration improves the analytic ability, trend forecasting and strategic planning of the organization [ 30 ]. By maintaining an enhanced level of organizational intelligence, the firm will be in a better position to use gained information for improving green practices. For example, knowledge from the learning about energy efficiency technologies can be transferred to implement energy conservation and improve competitive advantage [ 49 ]. Also, organisational learning provides organisations with data and knowledge which are vital for making decisions [ 51 ]. Organizations are able to develop a comprehensive view of sustainability by capturing leading practices and environmental trends. Specialised organizational intelligence contributes to the improvement of the decision-making process with advanced analytic and forecast means [ 52 ]. This better decision making helps the organisations to adopt green initiatives; hence increase their competitive advantage [ 17 ]. As a tool of strategic planning, organizational learning provides information on new opportunities and threats arising from sustainability; [ 53 ]. These insights inform ranking of strategic or tactical priorities and focus on the Ivtervention frontier. Organisational intelligence also adds strength to strategic planning by identifying key areas for innovation and further development. Integrating green goals with strategy planning enables companies to develop innovative solutions, and helps them compete in the sustainable market [ 2 ]; [ 48 ]. So, the following hypothesis is postulated: H7. Organizational intelligence mediates the relationship between organizational learning and green competitive advantage. The hypothesized relationships among organizational learning, green workforce agility, organizational intelligence, and green competitive advantage are visually depicted in the conceptual framework presented in Fig. 1 . 2.8 The Relationship with Sustainability and SDGs The connection between organizational learning, green workforce agility, organizational intelligence, and green competitive advantage is a strong strategy for tourist and hospitality businesses to help the United Nations' Sustainable Development Goals (SDGs). Organizational learning is a key way to turn sustainable goals into real actions in organizations. It also helps reach many SDG targets that specifically mention the tourist and hospitality sector. SDG Target 8.9 specifically asks for the creation and enforcement of laws that encourage sustainable tourism that creates jobs and helps protect local cultures [ 17 ]. Tourism organizations that foster strong learning cultures are better able to meet this need by constantly upgrading their knowledge of sustainable employment practices, ways to integrate into the local community, and ways to protect cultural heritage. SDG Target 12.b also stresses the need to keep an eye on the effects of tourism activities on sustainable development that bring in money without harming the environment as little as possible. Organizations exhibiting enhanced organizational intelligence, defined by their ability to gather, integrate, and respond to environmental data, are inherently more capable of establishing monitoring systems, thus guaranteeing accountability and transparency in their sustainability pathways [ 2 ]. In addition to employment and consumption goals, organizational learning is essential for meeting the climate-related sustainability goals set by SDG 13 (Climate Action). Tourism and hospitality businesses that keep learning about how to save energy, cut carbon emissions, and adapt to climate change build the flexible workforces they need to make a real difference [ 54 ].[ 11 ] show that digital leadership and a culture of learning in the workplace work together to give companies a long-term competitive edge by making it easier for them to quickly adjust to new rules and market expectations about decarbonization. Furthermore, the incorporation of green workforce agility and organizational intelligence as mediating mechanisms increases the alignment between competitive advantage and larger sustainable development objectives. This alignment creates a virtuous cycle wherein enhanced competitiveness through green innovation simultaneously advances progress toward multiple interrelated SDG targets, including those addressing poverty alleviation (SDG 1), decent work (SDG 8), responsible consumption (SDG 12), climate action (SDG 13), and partnerships for sustainability (SDG 17). By recognizing that competitive advantage and SDG achievement are mutually reinforcing rather than competing objectives, tourism and hospitality organizations can craft unified strategies that simultaneously enhance market positioning and contribute meaningfully to the 2030 Agenda [ 33 ]. 3. Materials and Methods 3.1 Participants and procedures The study targeted employees from travel agencies and international hotels in Saudi Arabia. To gather responses, an electronic questionnaire was distributed, with researchers connecting with participants through relevant industry groups on social media platforms such as Facebook, Twitter, and LinkedIn. Survey links were privately sent to selected participants within these groups. Assurances of confidentiality were provided, emphasizing that no personal identifiers, such as names, would be collected. The study was conducted in accordance with the Declaration of Helsinki. This research complies with all relevant guidelines and regulations for studies involving human subjects. All procedures involving human participants were conducted in accordance with ethical research standards. The study protocol was approved by the Ethics Committee of the College of Tourism and Hotels. Participation was voluntary, and informed consent was obtained from respondents. The questionnaire included a clear statement assuring confidentiality, and no personally identifiable information was collected. Ethical protocols ensured clarity and appropriateness of the survey instrument. Participants were informed: (a) about the academic nature of the study; (b) that their answers would be anonymous and confidential and no personal information oth-er than demographic details was being collected; (c) on how their data would be stored securely in an aggregated form for analysis purposes, and only utilized for research on this work; and lastly, (d), that participation was not compulsory and there were no foreseeable risks associated with taking part in this study. To reduce sampling bias, a larger sample size is generally preferred [ 55 ]. The researchers distributed the questionnaire link to 865 employees through social networking sites. From May 2023 to July 2024, they received 482 valid responses, yielding a response rate of 55.7%. A sample size of 482 was considered adequate based on statistical power analysis, ensuring reliable estimates for the structural equation modeling (SEM) employed in this study. This sample meets the recommended guidelines for SEM, which emphasize maintaining a minimum ratio of cases to parameters to achieve robust and generalizable results. As shown in Table 1 , the sample was predominantly male (52.1%) and female (47.9%). Regarding age distribution, 34.4% participants were aged 40–49 years old, followed by 33.6% who were ranged from 30 to 39 years old. 17.2% were aged = 50 years, and 14.8% were aged < 30 years. The majority of respondents, 76.4%, were bachelor’s degree holders. With respect to years of work experience, 35.6% worked for being employed over a period of 10–14 years, as compared to those who had working experiences between 5 and 9 years (34.8%), over a period of ≥ 15 years (20.3%) or <5years (9.3%). Table 1 Respondents’ profile Profile Freq. % Gender Male 251 52.1 Female 231 47.9 Age Less than 30 years 71 14.8 30 to less than 40 years 162 33.6 40 to less than 50 years 166 34.4 50 years and above 83 17.2 Educational level Less than bachelor 83 17.2 Bachelor 368 76.4 Postgraduate 31 6.4 Work experience Less than 5 years 45 9.3 5 to less than 10 years 168 34.8 10 to less than 15 years 171 35.6 15 years and above 98 20.3 Total 482 100 3.2 Measures The study evaluated all latent constructs using adapted items from existing literature to better suit the study's specific context. To assess respondents' level of agreement with each item, a 5-point Likert scale was utilized, where 1 represents "strongly disagree" and 5 represents "strongly agree". Excluding demographic questions, the survey included: The study examined all latent constructs using altered items from previous literature to better suit the study's specific context. To assess respondents' level of agreement with each topic, a 5-point Likert scale was applied, where 1 indicates "strongly disagree" and 5 represents "strongly agree". Excluding demographic questions, the survey included: Organizational Learning: Measured by a 4-item scale adapted from García-Morales et al. (2006)[ 56 ]. Green Competitive Advantage: Evaluated using a 4-item scale adapted from Lin and Chen (2017)[ 57 ]. Green Agile Workforce: Assessed through a 6-item scale developed from Somaieh & Seyedmehdi (2021) [ 58 ]. Organizational Intelligence: Measured by an 8-item scale adapted from Murgolo-Poore et al. (2003)[ 59 ]. 3.3 Measurement model Table (2) demonstrates that the factor loadings for all items in the final measurement model surpassed 0.50, suggesting excellent internal consistency. The Cronbach's alpha values were above 0.70, fulfilling Nunnally's (1978) minimum dependability threshold. Regarding convergent validity, all Composite Reliability (CR) values met the 0.80 threshold, while Average Variance Extracted (AVE) values exceeded the 0.50 cutoff [ 60 ]. Thus, the measuring model was confirmed as trustworthy and displayed both convergent and discriminant validity. Table 2 results of measurement model Construct Factor loading α CR AVE Organizational learning (OL) 0.821 0.892 0.676 OL1 0.798 OL2 0.854 OL3 0.809 OL4 0.827 Green competitive advantage (GCA) 0.799 0.909 0.715 GCA1 0.861 GCA2 0.784 GCA3 0.887 GCA4 0.847 Green agile workforce (GAW) 0.834 0.930 0.690 GAW1 0.804 GAW2 0.891 GAW3 0.842 GAW4 0.819 GAW5 0.822 GAW6 0.804 Organizational intelligence (OI) 0.808 0.946 0.688 OI1 0.843 OI2 0.807 OI3 0.811 OI4 0.794 OI5 0.876 OI6 0.828 OI7 0.874 OI8 0.801 Fit and validity of the overall measurement model were evaluated in the full sample. Goodness of fit indices also suggested that the model fitted with the data well: CMIN/DF = 2.527, GFI = 0.941, CFI = 0.927, IFI = 0.932, NFI = 0.935, TLI = 0.922 and RMSEA = 0.055. (2). Reliability analysis: As presented in table (2), the reliability of all variables ranged from 0.799 to 0.834, all of which are above the recommended value of > .70. Furthermore, all factor loadings were significant (range 0.784–0.891). In addition, AVE values exceed 0.670, which exceeds the cut-off for convergent validity threshold and all item loadings are greater than 0.5. According to Hair et al. (2021), the square roots of AVE are greater than the highest squared correlation between any two constructs. Table (3) shows that the square roots of AVE for all factors are greater than their maximum cross-loadings. Hence, we rate both convergent and discriminant validity as good. Table 3 Discriminant validity. Construct OL GCA GAW OI OL (0.822) GCA 0.669 (0.845) GAW 0.654 0.504 (0.830) OI 0.455 0.602 0.530 (0.829) 3.4 Results of proposed hypotheses As Table 4 and Fig. 2 indicated, all hypotheses received supports. The results revealed that organizational learning positively had a direct impact on both green competitive advantage (β = 0.521, p < 0.001) and green workforce agility (β = 0.477, p < 0.001), respectively, proving H1 and H2. Furthermore, green workforce agility is significantly and positively related to green competitive advantage (β = 0.391, p < 0.001) as Hypothesis H3 predicted. It is to be noted that organizational learning makes a difference on organizational intelligence was significant and positive (β = 0.401, p < 0.001), supporting Hypothesis H5 as well. Also, organisational intelligence has significantly positive influence on green competitive advantage (β = 0.376, p < .001), thus H6 is supported. The test found that green workforce agility mediates for the relationship between organizational learning and green competitive advantage (β = 0.232, p <0.001). Furthermore, organization intelligence was also identified as influencing this relationship (β = 0.198, p < 0.01). Thus, H4 and H7 were accepted. Table 4 Results of proposed hypotheses Paths β SE CR p-value Results Direct Effect H1 OL → GCA 0.521 0.066 7.893 0.000 ✔ H2 OL → GAW 0.477 0.072 6.625 0.000 ✔ H3 GAW → GCA 0.391 0.069 5.666 0.000 ✔ H5 OL → OI 0.401 0.081 4.950 0.000 ✔ H6 OI → GCA 0.376 0.068 5.529 0.000 ✔ Mediating effect H4 OL → GAW → GCA 0.232 0.060 3.844 0.000 ✔ H7 OL → OI → GCA 0.198 0.058 3.413 0.000 ✔ Note : β = Organizational learning = OL; Green competitive advantage = GCA; Green agile workforce = GAW; Organizational intelligence = OI; Beta coefficient; SE = Standard Error; CR = Critical Ratio; p-value = the level of statistical significance; ✔=Supported. 4. Discussion The study aims to evaluate the direct influence of organizational learning on green competitive advantage, green agile workforce, and organizational intelligence. Additionally, it explored how green agile workforce and organizational intelligence influence green competitive advantage. Lastly, the research studied the mediating roles of green agile workforce and organizational intelligence in the connection between organizational learning and green competitive advantage. Utilizing a quantitative approach, data were acquired through a questionnaire from 482 employees in travel agencies. The data justified the proposed study paradigm and supported all hypotheses. From a workplace behavior perspective, these findings indicate that green competitive advantage in tourism and hospitality is not achieved solely through formal strategies or technology adoption, but through the everyday behavioral fabric of organizations. Organizational learning appears to shape how employees interpret environmental expectations, how quickly they reconfigure their routines, and how they negotiate the informal norms that govern “how things are done” in hotels and travel agencies [ 10 ]. In environments where leadership actively sponsors learning, communicates sustainability priorities with clarity, and creates space for employees to question existing practices, green workforce agility can emerge as a shared behavioral norm rather than a property of a few “green champions” [ 7 ]; [ 45 ]. By contrast, in organizations where communication is opaque or office politics discourage open discussion about environmental issues, the same learning inputs may fail to translate into visible behavioral change. The findings demonstrated that organizational learning has a significant and positive effect on green competitive advantage. According to [ 12 ], organizational learning facilitates the alignment of corporate strategy with environmental objectives. By integrating sustainability into strategic planning, companies can identify both long-term opportunities and potential risks related to environmental issues. This alignment embeds sustainability into the core business strategy, thereby fostering a sustainable competitive advantage. Organizational support and employee resilience also serve as critical mediators that enable organizations to convert strategic foresight into operational performance during competitive market disruptions [ 47 ]. Additionally, Tu and Wu (2021) and Lv et al. (2018) emphasize that organizational learning boosts a company's ability to adapt to environmental changes and regulatory requirements. Organizations that engage in continuous learning and innovation are better equipped to adjust their operations and strategies in response to evolving environmental challenges, thereby enhancing their sustainability and resilience in a dynamic business landscape. Similarly, the significant and positive effect of organizational learning on green agile workforce has been proved according to the findings. [ 13 ] highlighted that organizational learning equips employees with the necessary knowledge, skills, and decision-making authority to respond promptly and independently to environmental changes. This empowerment allows the workforce to adapt swiftly to evolving green requirements without being hindered by bureaucratic delays. As well, [ 41 ] noted that organizational learning fosters a mindset of curiosity, creativity, and calculated risk-taking among employees in tourism and hospitality firms. This encourages staff to experiment with innovative green solutions, learn from both successes and setbacks, and rapidly refine their approaches to effectively address environmental challenges. In addition, the findings revealed that green agile workforce significantly and positively affects green competitive advantage. [ 2 ] emphasized that green workforce agility significantly bolsters an organization's resilience and adaptability in response to environmental disruptions. Whether dealing with natural disasters, supply chain interruptions, or new sustainability regulations, an agile green workforce enables rapid adjustment and ensures operational continuity, thus reinforcing the organization's green competitive edge. According to [ 61 ], agile teams excel at swiftly developing and implementing green innovations. This accelerated development process allows organizations to introduce new sustainable products or services to the market ahead of competitors, thereby improving their market position. Likewise, the findings indicated that there is a significant and positive effect of organizational learning on organizational intelligence. [ 5 ] explained that organizational learning drives innovation by fostering an environment where new ideas are actively generated and explored. This enhanced innovation capability boosts organizational intelligence by enabling companies to stay ahead of competitors and adapt to changing market demands. [ 62 ] [ 63 ] noted that a culture of learning cultivates creativity, which in turn improves problem-solving skills. Creative approaches to challenges and opportunities lead to more effective and intelligent decision-making. Additionally, they highlighted that organizational learning improves communication channels within the organization. Efficient dissemination of knowledge through effective communication supports better decision-making and reinforces organizational intelligence. Moreover, the findings confirmed the significant and positive effect of organizational intelligence on green competitive advantage. According to [ 64 ], organizations with high levels of organizational intelligence can achieve substantial cost savings by optimizing resource use and enhancing operational efficiency. These savings can be reinvested into sustainability initiatives or other strategic areas, boosting overall competitiveness. [ 65 ], [ 36 ], and [ 66 ] noted that such intelligent organizations are well-positioned to lead in sustainability, differentiate their brands, and achieve long-term success. As environmental issues increasingly influence market dynamics, the ability to effectively gather, analyze, and utilize knowledge becomes a crucial factor for organizations seeking a green competitive advantage. Finally, the findings concluded that green agile workforce and organizational intelligence partially mediate the relationship between organizational learning and green competitive advantage in tourism and hospitality organizations. 5. Study implications 5.1 Theoretical implications This study contributes significant advances to the structure of organizational learning. Theories of organisational learning have typically focused on the impact that learning has on outcomes such as financial performance, innovation and adaptiveness. This study builds upon the theoretical contributions by demonstrating how organizational learning can facilitate green competitive advantage, through the mediating role of green workforce agility and organizational intelligence. It underscores how organizational learning can serve as a powerful driver of competitive advantage in environmental sustainability—a priority for companies, especially those in the touristic and hospitality sector. This finding extends theoretical organizational learning- which is too much focused on classic performance measures -- stressing its role in environmental sustainability. Moreover, the study focuses on green workforce agility as a mediator, meaning that organizational learning theory needs to consider more how human capital is important in terms of using the organization knowledge for competitive advantage over time. Organisational learning theory has historically developed out of a concern with the activities that enable organisations to learn, remember and use knowledge. However, this study suggests that it is crucial for the workforce to adapt and respond upon green knowledge in order to be able to effectively utilise organisational learning for competitive advantage with a “green colour”. This tendency is consistent with growing emphasis in the organizational learning literature on the pivotal role of employees in translating organizational knowledge into actual results. In addition, the results invite a closer integration between organizational learning theory and scholarship on leadership, internal communication, and workplace relationships. The positive mediating effects of green workforce agility and organizational intelligence suggest that leaders do not simply “activate” learning through formal training; they also shape the communicative climate in which employees feel able to experiment, voice concerns, and renegotiate work practices in line with sustainability goals [ 6 ]; [ 30 ]. This aligns with evidence that leadership styles emphasizing trust, clarity, and reciprocal exchange foster greater organizational agility and resilience in tourism and hospitality businesses [ 11 ]; [ 7 ]. By showing that learning‑driven capabilities are expressed as patterns of workplace behavior – in how employees coordinate, share information, and make sense of green initiatives – the study contributes to ongoing debates on how communication, leadership, and informal politics co‑constitute organizing in contemporary workplaces [ 8 ]. In this regard, the finding that organizational intelligence plays a mediating role is important for theory of organizational learning as well. Although organizational intelligence (an organization's ability to receive, process and use knowledge) has seldom been included in traditional OL frameworks, its imperative is exposed by the present work. Evidence of the important mediating role of organizational intelligence in the relationship between OL and green CA emphasizes the requirement that theory built within OL domain should consider to inherently include organizational intelligence. This would make explicit that organizational intelligence is a crucial factor for successful application of (new) knowledge and achieving strategic goals. Finally, this study's emphasis on the tourism and hospitality sector helps to contextualize organizational learning theory within an industry that is increasingly encountering sustainability challenges and opportunities. The results could offer valuable insights into the unique interactions between organizational learning, green workforce agility, and organizational intelligence within this sector, where environmental performance and a green competitive edge are becoming essential for business success. This contribution to context may encourage further research into how organizational learning theory applies to other industries, especially those with significant sustainability demands. 5.2 Practical implications The study provides some practical advice for the tourism and hospitality industry. These companies should develop a culture that places an increased focus on organisational learning, with special reference to sustainability. Encouraging ongoing learning of green practices, laws and technologies can further ensure employees are ready to weather the environmental storm. The implementation of training programs, workshops or knowledge-sharing platforms will ensure that individuals are knowledgeable on conducting sustainable operations and better positioned to contribute to gaining the green competitive edge. In addition, companies need to point the learning programs toward their strategic sustainability goals. This alignment corresponds to a situation that ensures the knowledge acquired while completing learning activities addresses the organization’s environmental objectives. For example, incorporating knowledge about the newest energy-sipping technologies into a company's sustainability measures can increase operational efficiency and reduce its overall ecological footprint. In addition, employers need to focus on increasing agility in the workforce by promoting flexibility and rapid reaction to external circumstances. We believe that training workers to be interchangeable in their positions and easily converting to new green practices and new technologies is a way of getting this accomplished. A green agile workforce is able to roll out and maintain sustainability projects will enhance the competitive advantage of a firm in the green market. Encouraging cooperation between different departments can increase such agility even more. Organizations, can by nurturing cross-functional teams to collaborate on sustainability initiatives blend supply chain and other expertise. This combative approach leads to the rapid dissemination of ideas and knowledge resulting in better green solutions. These findings also point to a more nuanced role for leadership and internal communication in shaping green workplace behavior. Managers in hotels and travel agencies need to move beyond one‑way announcements about sustainability and instead cultivate dialogic communication, where employees are invited to question, reinterpret, and localize green policies in light of their daily work realities. Regular team briefings, cross‑departmental forums, and storytelling around successful green initiatives can be used to normalize pro‑environmental behavior and to surface tacit concerns that might otherwise fuel resistance or unproductive office politics. Leaders who model transparency about the trade‑offs involved in sustainability projects and who visibly recognize employees’ contributions to green initiatives are more likely to build the trust and psychological safety required for workforce agility to flourish. Furthermore, to bolster organizational intelligence, tourism and hospitality businesses need to invest in state-of-the-art knowledge management systems. These platforms could facilitate the collection, interpretation and sharing of sustainability information. Leverage instant access to market intelligence fordata-driven decisions, resulting in strategies that enhance their green competitive edge. Using data-driven insights is crucial to transforming learning into actionable knowledge. Markets analyze environmental impacts and consumer preferences for sustainability: use market data to identify areas of improvement and innovation. This fact-based strategy helps companies refine their sustainability programs while remaining competitive in the marketplace. In the same way companies need to make sure their sustainability initiatives are informed by an appropriate level of organizational learning. This means taking advantage of knowledge green technologies, consumers' profiles and regulations to develop targeted strategies that will improve the competitive status. For instance, if learning shows that consumer demand for eco-friendly accommodations is on the rise, companies should adapt what they’re offering to meet these expectations. Continuous improvement driven by learning outcomes is needed for organizations to retain their competitive edge. By continually evolving and improving sustainability practices and strategies as new information becomes available, companies can stay on the leading edge of the green market. Finally, the study suggests that managers should pay careful attention to the informal political dynamics that surround sustainability initiatives. Decisions about who is invited into green projects, whose ideas are taken seriously, and which departments control key environmental data can all influence whether organizational learning is experienced as empowering or exclusionary by employees. If green initiatives become associated with narrow coalitions or perceived favoritism, they may unintentionally intensify office politics and erode employee relations. Conversely, when leaders distribute opportunities to participate in sustainability projects fairly, communicate selection criteria clearly, and rotate responsibilities, green workforce agility can become a shared source of identity and pride rather than a locus of competition and resentment. 5.3. Policy and National Vision Implications This research provides considerable strategic implications for the Kingdom of Saudi Arabia's economic development plan expressed through Vision 2030. By establishing empirical evidence of how organizational learning mediates the development of green workforce agility and organizational intelligence to generate competitive advantage, the findings directly align with four national research, development, and innovation priorities identified by Saudi Arabia's Supreme Committee for Research, Development, and Innovation. Specifically, the study addresses the Sustainable Environment and Supply of Essential Needs priority by illustrating how hospitality and tourism firms may employ continuous organizational learning to increase environmental performance and resource efficiency. This linkage bears special significance for the Kingdom's ambitious ambition of establishing sustainable tourism infrastructure that employs renewable energy and eliminates waste—objectives outlined within the Tourism Development Fund's strategic framework. Furthermore, the research adds meaningfully to the Economies of the Future priority, as green workforce agility and organizational intelligence represent important capabilities for establishing innovation-driven competitive advantage in knowledge-intensive sectors. The findings underline how tourism firms operating in Saudi Arabia can shift from traditional operational models toward digitally enabled, sustainability-focused business practices that provide economic benefit and increasing environmental stewardship. By boosting the sector's contribution toward Vision 2030's aim of raising tourism's share of GDP from 3% to 10% by 2030, this research provides practical insights for tourism policy formulation and private sector strategy creation. Moreover, the demonstrated mediating effects of organizational learning suggest that investing in employee development, knowledge management systems, and organizational intelligence infrastructure constitutes a pragmatic pathway for tourism enterprises to achieve green competitive positioning whilst simultaneously contributing to Health and Wellness through provision of quality employment in emerging wellness tourism segments and Energy and Industrial Leadership by promoting renewable energy adoption across hospitality facilities. Such integrated positioning strengthens the Kingdom's trajectory toward sustainable economic diversification and places Saudi Arabia as a global leader in responsible tourism innovation. Crucially, these outcomes will depend on how effectively tourism and hospitality organizations in the Kingdom are able to foster learning‑oriented, communicatively rich workplaces in which employees feel both empowered and responsible to enact green behaviors in their everyday roles. 6. Limitations and future research This study has some important limitations, which provide directions for future studies in this field. Because the study had been performed within a specific geographical setting (Saudi Arabia), findings might not be entirely transferable to other localities or nations. Also, the study was focused only on onesector of the tourism and hospitality industry (travel agencies) and it is unknown whether such model could also be used in other service-oriented or environmentally-focused sectors. Further investigation needs to confirm the replication of this study in other countries or broader sectors/products category for comparability and generalisability. The study was also based on cross-sectional design, which limited the ability to infer causality from observed relationships between variables. Yet, longitudinal study could offer a better understanding of the dynamic phenomena of OLR, green workforce agility, OI and GCA. Such a perspective would enable exploration of how these factors develop and interact over time, and provide more profound knowledge at long term effects especially regarding their role in creating sustainable competitive advantage. Also, the present study focused on mediating effects of green workforce agility and organizational intelligence and did not investigate potential moderator or contingency factors which can affect relations among the variables. Second, future works might investigate the degree to which organizational characteristics (e.g., size, age, ownership structure), industry-specific dynamics or external environment factors (e.g., regulatory environment, technological development, competitive intensity) influence our model. Examining these aspects would provide a richer picture of antecedents and contingencies that condition the attainment of green competitive advantage. Lastly, the present study primarily focused on organization-level variables; thus we cannot account for individual-level factors (e.g., employees’ green mindset, green job crafting or their green identity), which could provide more insights into the human and behavioral aspects of green workforce agility and attitudinal behavior towards organizational outcomes. By introducing employee-level predictors into the model, we believe that our study could advance understanding concerning the microfoundations of green competitive advantage by illuminating how individual attitudes and behaviors are associated with broader organizational emphasis on sustainability. Declarations Authors Contributions: Conceptualization: A.A., B.A., S.F., & H.A.; Data curation: B.A. & E.T.; Formal analysis: B.A. & S.F.; Funding acquisition: A.A.; Investigation: A.A., B.A., & H.A.; Methodology: B.A. & E.T. & S.F.; Project administration: A.A. & S.F.; Resources: B.A., S.F., & A.M.; Software: E.T. & B.A.; Supervision: B.A. & H.A.; Validation: A.A., E.T., & B.A.; Visualization: A.A., H.A & E.T.; Writing – original draft: A.A., S.F., & B.A.; Writing – review & editing: A.A., B.A., & H.A. All authors have read and agreed to the published version of the manuscript. Funding: This study is supported via funding from Prince Sattam Bin Abdulaziz University, Saudi Arabia (Project number: PSAU/2025/02/38963). Institutional Review Board Statement : Institutional Review Board Statement: The study was conducted in accordance with the Declaration of Helsinki. This research complies with all relevant guidelines and regulations for studies involving human subjects. All procedures involving human participants were conducted in accordance with ethical research standards. The study protocol was approved by the Ethics Committee of the College of Tourism and Hotels. Participation was voluntary, and informed consent was obtained from respondents. The questionnaire included a clear statement assuring confidentiality, and no personally identifiable information was collected. Ethical protocols ensured clarity and appropriateness of the survey instrument. Informed Consent Statement : Informed consent was obtained from all subjects involved in this study Data Availability Statement: The information provided in this research can be obtained by contacting the corresponding author. Acknowledgments : The authors extend their appreciation to Prince Sattam bin Abdulaziz University for funding this research work through the project number (PSAU/2025/02/38963). Conflict of Interest : The authors declare no conflict of interest. The funders had no role in the design of the study; in the collection, analyses, or interpretation of data; in the writing of the manuscript, or in the decision to publish the results. References Hari Wibisono, Y. & Arkeman, S. D. Mira Maulida. Green Competitive Advantage in The Tourism Industry. J. Sci. Res. Educ. Technol. (JSRET) . 2 , 1727–1740 (2023). Al-Romeedy, B. S. 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Abdelghani","email":"data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAZAAAAAyAQMAAABI0h/eAAAABlBMVEX///8AAABVwtN+AAAACXBIWXMAAA7EAAAOxAGVKw4bAAABEklEQVRIie3PPUsDMRjA8RyB65Kja+DA+wpPKFSLXu+rtGRtXe0g4UA4F3VWuA9xk9btOQJ2Oel64FIXpxs6FbqI8SoKQqBuDvkvCSG/vBDicv3PfMLIEQEzw/XXEt+D8JaUt38mlO1Duil9WzUzPnzoPJc6nqsIkJYvjKjIRjj6hyKvuHy8Oh3paaVFgb48ZkSL1GaQ9MMg4xJwAnqaoVcg64eMoGcjEXY2YfBuyLIBPchUUmB3Y4hKbAQ+zwxSPoTa3OJldGxu8Q2hYxsRmp2J/ImPoG6gvK60vNN+b5CDljZysLi8XzXnJwksJ731dq7im8XFa93MVGz9Pt0Nu2e0X25XwLb/p4R8E5fL5XL96gMUAljC5vrbFwAAAABJRU5ErkJggg==","orcid":"","institution":"Applied College, Prince Sattam bin Abdulaziz University","correspondingAuthor":true,"prefix":"","firstName":"Abdelrahman","middleName":"A. A.","lastName":"Abdelghani","suffix":""},{"id":603881349,"identity":"29f282ba-62d6-4e99-82b5-2cc4113a3f35","order_by":1,"name":"Bassam Samir Al-Romeedy","email":"","orcid":"","institution":"University of Sadat City","correspondingAuthor":false,"prefix":"","firstName":"Bassam","middleName":"Samir","lastName":"Al-Romeedy","suffix":""},{"id":603881350,"identity":"f7137f1b-7496-4aad-986e-c032dd39d6b7","order_by":2,"name":"Eman Hassanien Taha","email":"","orcid":"","institution":"University of Sadat City","correspondingAuthor":false,"prefix":"","firstName":"Eman","middleName":"Hassanien","lastName":"Taha","suffix":""},{"id":603881352,"identity":"acc28bcd-f041-42e2-bd79-06c6fd2ff279","order_by":3,"name":"Sameh Fayyad","email":"","orcid":"","institution":"Suez Canal University","correspondingAuthor":false,"prefix":"","firstName":"Sameh","middleName":"","lastName":"Fayyad","suffix":""},{"id":603881353,"identity":"81084403-3891-48d0-b8be-b9ac6267422a","order_by":4,"name":"Alaa H. A. Masheh","email":"","orcid":"","institution":"Business Administration College, Prince Sattam bin Abdulaziz University","correspondingAuthor":false,"prefix":"","firstName":"Alaa","middleName":"H. A.","lastName":"Masheh","suffix":""},{"id":603881354,"identity":"b23f0016-b3de-45fd-a03a-ea9c19ee447b","order_by":5,"name":"Hebatallah A. M. Ahmed","email":"","orcid":"","institution":"Applied College, Prince Sattam bin Abdulaziz University","correspondingAuthor":false,"prefix":"","firstName":"Hebatallah","middleName":"A. M.","lastName":"Ahmed","suffix":""}],"badges":[],"createdAt":"2026-02-13 00:23:16","currentVersionCode":1,"declarations":"","doi":"10.21203/rs.3.rs-8866161/v1","doiUrl":"https://doi.org/10.21203/rs.3.rs-8866161/v1","draftVersion":[],"editorialEvents":[],"editorialNote":"","failedWorkflow":false,"files":[{"id":104504288,"identity":"7da254ec-e641-452a-a1b3-c0b302e8f641","added_by":"auto","created_at":"2026-03-12 14:34:01","extension":"jpg","order_by":1,"title":"Figure 1","display":"","copyAsset":false,"role":"figure","size":55711,"visible":true,"origin":"","legend":"\u003cp\u003econceptual study framework\u003c/p\u003e","description":"","filename":"Picture1.jpg","url":"https://assets-eu.researchsquare.com/files/rs-8866161/v1/2f7826728a497b70c2dbfd02.jpg"},{"id":104504287,"identity":"e2622edf-0ccd-41f9-a4b6-846abde73ac4","added_by":"auto","created_at":"2026-03-12 14:34:01","extension":"jpg","order_by":2,"title":"Figure 2","display":"","copyAsset":false,"role":"figure","size":42702,"visible":true,"origin":"","legend":"\u003cp\u003eEstimation of structural model.\u003c/p\u003e","description":"","filename":"Picture2.jpg","url":"https://assets-eu.researchsquare.com/files/rs-8866161/v1/6f705ec76c36520d405f945c.jpg"},{"id":104780645,"identity":"dfc109c0-4364-4027-a1e9-6e20db86eb9c","added_by":"auto","created_at":"2026-03-17 07:53:27","extension":"pdf","order_by":0,"title":"","display":"","copyAsset":false,"role":"manuscript-pdf","size":1300991,"visible":true,"origin":"","legend":"","description":"","filename":"manuscript.pdf","url":"https://assets-eu.researchsquare.com/files/rs-8866161/v1/8b0cbb8c-bc78-48e9-8b0e-dd8bc17cc86f.pdf"}],"financialInterests":"No competing interests reported.","formattedTitle":"Shaping Green Workplace Behavior in Tourism and Hospitality: Organizational Learning, Workforce Agility and Organizational Intelligence","fulltext":[{"header":"1. Introduction","content":"\u003cp\u003e \u003cdiv class=\"BlockQuote\"\u003e \u003cp\u003eIn recent years, the idea of green competitive advantage has emerged to dominate the discourse in the tourism and hospitality industry\u0026ensp;as a signpost of an emergent conceptual shift to make sustainability a strategic necessity. This development owes much to a raise in consumer demand for environment-friendly products and services, increased stringent government regulations, or the relentless global efforts toward sustainable development [\u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e1\u003c/span\u003e]. Green competitive advantage represents a mutidimensional opportunity which allows companies to differentiate themselves in overcrowded markets, become attractive to an increasing base of eco-minded travellers, obtain cost efficiencies through managing resources\u0026ensp;and build strong corporate brand based on social responsibility [\u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2\u003c/span\u003e]. Formation of the green competitive advantage is based on a number of inter-connected\u0026ensp;issues. Of them, the application\u0026ensp;of sustainable technologies, shaping and implementing eco-centric policies, and stakeholders' active participation in environment-focused projects are noted crucial drivers [\u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e3\u003c/span\u003e]. At the heart of this unfolds organizational learning \u0026ndash; ongoing process of receiving knowledge,\u0026ensp;integrating it, and distributing knowledge within and beyond organization boundaries. Firms that cultivate a pervasive environmental awareness culture and promote - participation in sustainability activities as well as systematically invest in educating their personnel and clients either on the principles or merits of green practices are also\u0026ensp;likely to exhibit higher agility and innovation capability [\u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e4\u003c/span\u003e]; [\u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e5\u003c/span\u003e]. In dynamic learning cycles, these organizations keep pace with newly emerging environmental standards; they\u0026ensp;outpace rivals by operating more maneuverably and reoriented their business processes to sustainability knowledge producing performances as well as image improvements.\u003c/p\u003e \u003cp\u003eBeyond its strategic and environmental significance, the shift toward green competitive advantage is fundamentally a shift in workplace behavior. In tourism and hospitality organizations, sustainability ambitions are enacted \u0026ndash; or quietly undermined \u0026ndash; through everyday employee decisions, informal norms, and the quality of internal communication. Leadership styles, patterns of information sharing, and the degree to which managers invite participation in green initiatives all shape whether organizational learning about sustainability is translated into concrete behavioral change on the front lines [\u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e6\u003c/span\u003e]; [\u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e7\u003c/span\u003e]. Recent work on communication and organizational work has underscored that flexible, technology-enabled workplaces are increasingly evaluated not only by what they achieve, but by how they manage relationships, trust, and moral expectations among employees[\u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e8\u003c/span\u003e] [\u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e9\u003c/span\u003e]. In this sense, examining green workforce agility and organizational intelligence through an organizational learning lens also means examining how workplace behavior is cultivated, guided, and sometimes contested inside tourism and hospitality firms.\u003c/p\u003e \u003cp\u003eOrganizational\u0026ensp;learning also plays an important role in enabling green workforce agility, which is a key characteristic of today\u0026rsquo;s competitive advantage in tourism and hospitality [\u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e10\u003c/span\u003e]; [\u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e11\u003c/span\u003e]. Agile workforce The ability of the workforce to adapt,\u0026ensp;respond and develop its capacity in implementation of sustainability being in dynamic regulatory and market standards. Organizational learning is the key to employees acquiring knowledge, attitudes and\u0026ensp;skills to cope with these uncertain contexts, realize where improvements can be made and implement new solutions [\u003cspan citationid=\"CR12\" class=\"CitationRef\"\u003e12\u003c/span\u003e]. This green agility, in the surface, allows organizations to capture emerging\u0026ensp;opportunities and distinguish themselves through innovative products while retaining a commanding position within the eco-industry market [\u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e13\u003c/span\u003e]. In addition, learning\u0026ensp;from the organization\u0026rsquo;s iterations feeds organizational intelligence\u0026mdash;the collective body of knowledge, analytical capability and strategic nous that guide data-learned decisions and anticipatory action [\u003cspan citationid=\"CR14\" class=\"CitationRef\"\u003e14\u003c/span\u003e]. By doing so, organizations with systematic knowledge\u0026ensp;acquisition and use capability invest in sharpening both their environmental intelligence as well as their ability to develop strong forward-looking strategies toward green innovation. It is through such intelligence that the identification and leverage of emerging green prospects, innovation of new products\u0026ensp;and services, and improvement in environmental performance can be pursued\u0026mdash;all functions which also underpin an organisation\u0026rsquo;s reputation as a leader in its industry [\u003cspan citationid=\"CR15\" class=\"CitationRef\"\u003e15\u003c/span\u003e]; [\u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e16\u003c/span\u003e]; [\u003cspan citationid=\"CR17\" class=\"CitationRef\"\u003e17\u003c/span\u003e].\u003c/p\u003e \u003cp\u003eIn this regard, Organizational Learning Theory provides an important reference point for understanding the mediating roles of green workforce agility and\u0026ensp;organizational intelligence in the process of seeking green competitive advantage in tourism and hospitality. Based on this perspective, an intense process of continuing learning \u0026ndash;based on the acquisition and sharing of knowledge as well as strategic using new way to integrate existing knowledge\u0026ndash; is crucial in shaping organizations that are peculiarly flexible, smart [\u003cspan citationid=\"CR18\" class=\"CitationRef\"\u003e18\u003c/span\u003e]. Workers who are continuously involved in learning activities increase their agility and propensity to sustainability operations, providing the company with a significant competitive advantage in order to meet new legislations that may be established or\u0026ensp;change rapidly due to trend of market [\u003cspan citationid=\"CR19\" class=\"CitationRef\"\u003e19\u003c/span\u003e]. Coupled with this, advancing organisational intelligence allows companies to\u0026ensp;understand environmental information, forecast sectoral trends and take strategic decisions which mainstream sustainability into business [\u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e20\u003c/span\u003e]. Although sustainability is well-recognized among tourism and hospitality service industries [\u003cspan citationid=\"CR15\" class=\"CitationRef\"\u003e15\u003c/span\u003e], Also, Perceived leader favoritism has recently been linked to employees\u0026rsquo; non-green behaviors through malicious envy and exacerbated by perceived organizational injustice, highlighting how unfair leadership climates can quietly erode environmental initiatives in hotels and tourism organizations [\u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e21\u003c/span\u003e]. and green practices are increasing in both sectors [\u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e16\u003c/span\u003e], the literature still lacks a clear understanding of how organizational learning drives green competitive advantage. While there are many works that investigated the direct association between OL and other performance indicators like innovation and operational efficiency [\u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e3\u003c/span\u003e],\u0026ensp;coverage of rich interactions with green-oriented strategies has lagged behind. Particularly, mediation of green\u0026ensp;workforce agility and organizational intelligence is under researched, though both of them are fundamental in general management literature [\u003cspan citationid=\"CR22\" class=\"CitationRef\"\u003e22\u003c/span\u003e]; [\u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e23\u003c/span\u003e]. Such a reorganisation is particularly pertinent given the specific challenges and opportunities that characterize sustainability in tourism and hospitality,\u0026ensp;where responsive adaptation and smart use of environmental intelligence are key.\u003c/p\u003e \u003cp\u003eSituating these dynamics within the broader organizational behavior literature is particularly important after the COVID‑19 pandemic, which has unsettled taken‑for‑granted assumptions about how employees interact, communicate, and exercise discretion at work. Even in service sectors that remain largely face‑to‑face, such as hotels and travel agencies, managers are now required to orchestrate hybrid communication channels, negotiate shifting expectations about autonomy, and navigate emergent forms of office politics around workload, recognition, and access to green projects [\u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e11\u003c/span\u003e]; [\u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e7\u003c/span\u003e]. Understanding how organizational learning fosters a green agile workforce and strengthens organizational intelligence therefore offers not only a sustainability contribution, but also a window into how contemporary workplaces can be designed to support constructive employee relations and pro‑environmental behavior in turbulent conditions.\u003c/p\u003e \u003cp\u003eTo fill this gap, we aim to achieve three key aims in the present study:\u0026ensp;To (1) examine the impact of organizational learning on green competitive advantage, green workforce agility and organizational intelligence. Second, this study examines\u0026ensp;the role of green workforce agility and organizational intelligence on green competitive advantage. Third, the mediating roles of green workforce agility and\u0026ensp;organizational intelligence in the link between organizational learning and green competitive advantage are critically examined among employees at tourism and hospitality organizations. By fulfilling these aims, the paper endeavours to enhance the theoretical and practical insights on sustainability dynamics of the\u0026ensp;industry and offer inputs to evidence-based framing of policies and strategic formulations. In so doing, it provides\u0026ensp;practical guidance for tourism and hospitality companies who wish to prosper in the changing environmental context and maintain a unique competitive profile.\u003c/p\u003e \u003c/div\u003e \u003c/p\u003e"},{"header":"2. Literature review and hypotheses development","content":"\u003cdiv id=\"Sec3\" class=\"Section2\"\u003e \u003ch2\u003e2.1. The effect of organizational learning on green competitive advantage\u003c/h2\u003e \u003cp\u003e \u003cdiv class=\"BlockQuote\"\u003e \u003cp\u003eThe concept of organizational\u0026ensp;learning involves the generation, retention and dissemination of knowledge within a firm. It is a dynamic capability that enables firms to respond, adapt and innovate while remaining competitive\u0026ensp;[\u003cspan citationid=\"CR12\" class=\"CitationRef\"\u003e12\u003c/span\u003e]. In the\u0026ensp;area of sustainability, organisational learning is essential for winning competitive advantage of being green. Green competitive advantage is the superiority a firm receives by adopting green practices which\u0026ensp;distinguish it from other competitors [\u003cspan citationid=\"CR24\" class=\"CitationRef\"\u003e24\u003c/span\u003e]. Learning Organisation creates an environment of continuous progress\u0026ensp;and creativity. By absorbing the mindset of environment in learning process, to put\u0026ensp;their production and operation about products on eco\u0026shy;friendly way,and boast a green competition advantage. For example, an organisation that is regularly updating its\u0026ensp;knowledge of new green technologies will be able to innovate more quickly than will competitors and gain a significant market advantage [\u003cspan citationid=\"CR25\" class=\"CitationRef\"\u003e25\u003c/span\u003e]. Learning\u0026ensp;Organizations are masters at resource effectiveness. They can manage resources more effectively and save money\u0026ensp;by applying best practices in resource control. This not only helps\u0026ensp;them to advance their sustainability plans, but also gives them a cost edge over competitors that are less efficient [\u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e5\u003c/span\u003e]. Learning organizations are more ability to anticipate and adapt to regulatory\u0026ensp;change. Taking this proactive approach reduces the risk of penalties and enhances the company's\u0026ensp;standing as a responsible organisation. That would also enable such firms to gain green competitive advantage, by being\u0026ensp;ahead of regulatory developments [\u003cspan citationid=\"CR12\" class=\"CitationRef\"\u003e12\u003c/span\u003e]. Furthermore, the organizational learning facilitates knowledge\u0026ensp;sharing within departments as well as between organizations and their partners [\u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e26\u003c/span\u003e]. This joint effort can lead to creative approaches by which environmental opportunities become addressed and to synergies that build the competitive edge of the firm in a green direction [\u003cspan citationid=\"CR27\" class=\"CitationRef\"\u003e27\u003c/span\u003e]. So, the following hypothesis is developed:\u003c/p\u003e \u003cp\u003e \u003cb\u003eH1.\u003c/b\u003e Organizational learning positively affects green competitive advantage.\u003c/p\u003e \u003c/div\u003e \u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec4\" class=\"Section2\"\u003e \u003ch2\u003e2.2. The effect of organizational learning on green workforce agility\u003c/h2\u003e \u003cp\u003e \u003cdiv class=\"BlockQuote\"\u003e \u003cp\u003eGreen workforce agility refers to the ability of employees to quickly adjust in a sustainable manner, the change requests posed by\u0026ensp;the environment, new technologies and changing customer preferences [\u003cspan citationid=\"CR28\" class=\"CitationRef\"\u003e28\u003c/span\u003e]. Learning within the organization supports firms in collecting and disseminating information on new green technologies, best\u0026ensp;practices for sustainability, and evolving environmental regulations. When workers have this important information at their disposal, organizations can help them\u0026ensp;see and seize opportunities for green innovation and adjustment [\u003cspan citationid=\"CR29\" class=\"CitationRef\"\u003e29\u003c/span\u003e]. The building of specific capacities by workers, related to the encouragement of their continuous training initiatives, amongst others, are actions derived from the organizational learning that enable employees to become involved in\u0026ensp;a committed way with sustainable practice. Under this plan, crew education is provided in energy efficient operations, waste management, green purchasing\u0026ensp;and environment friendly service for customers. Once employees acquire capabilities for being green, they become better equipped to manage changing environmental demands [\u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e30\u003c/span\u003e]. Organizational\u0026ensp;learning promotes an environmental responsibility and encourages employees to adopt a mindset toward sustainability [\u003cspan citationid=\"CR15\" class=\"CitationRef\"\u003e15\u003c/span\u003e]. When employees understand the importance of green initiatives and the relationship between their efforts and the company\u0026rsquo;s green targets, they are more likely to be proactive and adaptable in integrating the context process in accordance\u0026ensp;with the organization\u0026rsquo;s sustainability goals [\u003cspan citationid=\"CR31\" class=\"CitationRef\"\u003e31\u003c/span\u003e]. Furthermore, organizational learning fosters sharing and solving environmental problems collaboratively within the organization [\u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e6\u003c/span\u003e]. Promoting cross-functional collaboration and encouraging open communication among members\u0026ensp;of the line organizations can help businesses tap their employees' different perspectives and skill sets in order to quickly come up with environmentally innovative solutions [\u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e32\u003c/span\u003e]. Hence, the following hypothesis is assumed:\u003c/p\u003e \u003cp\u003e \u003cb\u003eH2.\u003c/b\u003e Organizational learning positively affects green workforce agility.\u003c/p\u003e \u003c/div\u003e \u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec5\" class=\"Section2\"\u003e \u003ch2\u003e2.3. The effect of green workforce agility on green competitive advantage\u003c/h2\u003e \u003cp\u003e \u003cdiv class=\"BlockQuote\"\u003e \u003cp\u003eThe green agility of the workforce can largely impact a company's green competitive advantage [\u003cspan citationid=\"CR33\" class=\"CitationRef\"\u003e33\u003c/span\u003e]. Workers with a high green agility know how to identify and correct environmental inefficiencies\u0026ensp;in an operation, such as excessive energy consumption, water wastage or inadequate waste management. Since such improvements are rapidly brought about in these areas, it helps the organization to enhance its operational effectiveness, minimize environmental impact and lower\u0026ensp;operation cost [\u003cspan citationid=\"CR34\" class=\"CitationRef\"\u003e34\u003c/span\u003e]; [\u003cspan citationid=\"CR35\" class=\"CitationRef\"\u003e35\u003c/span\u003e]. High green agile employees have\u0026ensp;a high capacity to identify, piloting and then scaling up innovative sustainable solutions [\u003cspan citationid=\"CR36\" class=\"CitationRef\"\u003e36\u003c/span\u003e]. Their expertise\u0026ensp;makes it possible for to incorporate the latest green technologies, study new sources of energy and develop even more environmentally friendly goods. This foresighted and flexible strategy enables the company to keep up with industry developments and capitalize on new opportunities in green market [\u003cspan citationid=\"CR37\" class=\"CitationRef\"\u003e37\u003c/span\u003e];[\u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2\u003c/span\u003e]. Top human resources in the highly competitive travel and hospitality industry\u0026ensp;are important [\u003cspan citationid=\"CR38\" class=\"CitationRef\"\u003e38\u003c/span\u003e]. These organisations are known for having green workforce flexibility and sustainability commitment, are likely\u0026ensp;to attract green-oriented candidates. This image helps\u0026ensp;them to compete and attract talented employees who can endorse their green programs [\u003cspan citationid=\"CR39\" class=\"CitationRef\"\u003e39\u003c/span\u003e]. Green flexibility of workers also contributes in increasing the adaptability at the level of business model in order to respond to\u0026ensp;sustainability changes. Firms can adapt their strategies towards the changes in regulation, market trends and wind technologies and other\u0026ensp;green practices to become strategically well-positioned [\u003cspan citationid=\"CR40\" class=\"CitationRef\"\u003e40\u003c/span\u003e]; [\u003cspan citationid=\"CR41\" class=\"CitationRef\"\u003e41\u003c/span\u003e]. Therefore, the following hypothesis is adopted:\u003c/p\u003e \u003cp\u003e \u003cb\u003eH3.\u003c/b\u003e Green workforce agility positively affects green competitive advantage.\u003c/p\u003e \u003cp\u003e \u003cem\u003e2.4. The mediating role of green workforce agility in the link between organizational learning and green competitive advantage\u003c/em\u003e \u003c/p\u003e \u003cp\u003eThe moderating effect of green workforce agility in tourism and hospitality\u0026ensp;industry: The influence of organizational learning on green competitive advantage. The relationship among organizational learning, green workforce agility and green competitive advantage can\u0026ensp;influence significantly the long-term sustainability and success of a firm. An evidence-based\u0026ensp;facilitator for a culture of innovation beside organizational learning [\u003cspan citationid=\"CR12\" class=\"CitationRef\"\u003e12\u003c/span\u003e]; [\u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e30\u003c/span\u003e]. Agile\u0026ensp;workers with latest knowledge and skills can rapidly invent and implement creative Green solutions. This is the kind of\u0026ensp;innovation which is an imperative for competitive edge in sustainability [\u003cspan citationid=\"CR42\" class=\"CitationRef\"\u003e42\u003c/span\u003e]. Providing employees with the capabilities to understand and manage changes in environmental regulations, market requirements and sustainability standards enables agile employees\u0026ensp;who can successfully adapt to such changing winds through organizational learning [\u003cspan citationid=\"CR42\" class=\"CitationRef\"\u003e42\u003c/span\u003e]; [\u003cspan citationid=\"CR43\" class=\"CitationRef\"\u003e43\u003c/span\u003e]. Organizational learning also contributes to the development of sustainability\u0026ensp;problem-solving abilities among employees. Agile\u0026ensp;workers can quickly address and solve green problems, avoiding costly delays while safeguarding smooth running [\u003cspan citationid=\"CR33\" class=\"CitationRef\"\u003e33\u003c/span\u003e]. This learning-by doing process fosters a culture of incremental improvement where even the most mundane workers search continuously for better ways\u0026ensp;to solve and environmental problems. This continued advancement makes the firm to be more agile and\u0026ensp;increases its green competitive advantage [\u003cspan citationid=\"CR44\" class=\"CitationRef\"\u003e44\u003c/span\u003e]; [\u003cspan citationid=\"CR45\" class=\"CitationRef\"\u003e45\u003c/span\u003e]. Taken together, these arguments suggest that green workforce agility and organizational intelligence can be interpreted as core dimensions of green workplace behavior and collective sense‑making. Green workforce agility reflects how employees, individually and in teams, absorb new information, renegotiate work routines, and collaborate across functional boundaries in response to environmental pressures [\u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e10\u003c/span\u003e]; [\u003cspan citationid=\"CR40\" class=\"CitationRef\"\u003e40\u003c/span\u003e]. Organizational intelligence, in turn, captures how communication flows, information systems, and leadership practices converge to produce a shared understanding of sustainability priorities and legitimate courses of action [\u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e32\u003c/span\u003e]. By embedding these constructs within organizational learning theory, the present study aligns with calls in the organizational communication and workplace behavior literature to treat communication, leadership, and employee relations not as background conditions, but as constitutive elements of how organizations \u0026ldquo;do\u0026rdquo; sustainability in practice [\u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e8\u003c/span\u003e]. So, the following hypothesis is suggested:\u003c/p\u003e \u003cp\u003e \u003cb\u003eH4.\u003c/b\u003e Green workforce agility mediates the relationship between organizational learning and green competitive advantage.\u003c/p\u003e \u003c/div\u003e \u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec6\" class=\"Section2\"\u003e \u003ch2\u003e2.5. The effect of organizational learning on organizational intelligence\u003c/h2\u003e \u003cp\u003e \u003cdiv class=\"BlockQuote\"\u003e \u003cp\u003eOrganizational learning is an enabler of organizational intelligence, which involves the collective ability of an enterprise to gather, analyze, and capitalize on data as a driver of\u0026ensp;strategy and competitive advantage [\u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e9\u003c/span\u003e]. Organizational learning creates a climate of\u0026ensp;continuous learning. While continually collecting and sharing new information, organizations develop a better understanding of\u0026ensp;the market trends, customer demand and technological changes which together with the innovation contributed to the development (key components) of organizational intelligence\" [\u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e5\u003c/span\u003e]. Organizational learning\u0026ensp;enhances the process of data collection and analysis, which enables to make better use of information. This enhanced\u0026ensp;use of data allows organizations to draw evidence-based conclusions to rely on accurate, reliable and complete information that is vital for organizational intelligence [\u003cspan citationid=\"CR46\" class=\"CitationRef\"\u003e46\u003c/span\u003e]. Organizational learning leads to improved decision-making by enabling simplified\u0026ensp;access to latest and pertinent information. Greater availability of knowledge empowers the organization in the ability to make informed strategic decisions based on up-to-date and complete intelligence [\u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e30\u003c/span\u003e]. Green organizational culture serves as a basic mechanism that leads from these strategic sustainability efforts to employee engagement and actual improvement in environmental performance at the operational level of both hotels\u0026ensp;and hotel chains [\u003cspan citationid=\"CR47\" class=\"CitationRef\"\u003e47\u003c/span\u003e]. Furthermore, Organizational learning encourages cross-functional and team-based knowledge transfer that leverages\u0026ensp;divergent views and ideas in coming up with solutions to problems. This synergetic collaborative\u0026ensp;process enriches the organizational intelligence by combining and integrating the wisdom that is drawn from different resources for better resolution of multivariate problems [\u003cspan citationid=\"CR48\" class=\"CitationRef\"\u003e48\u003c/span\u003e]. Furthermore, organizational learning ensures that strategies are constantly revised to\u0026ensp;reflect the latest information [\u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e13\u003c/span\u003e]. When combined, this convergence enables enterprises to course correct strategies in\u0026ensp;accordance with fresh stimuli resulting in better strategic orientation and higher organisational IQ [\u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e30\u003c/span\u003e]. So, the following hypothesis is highlighted:\u003c/p\u003e \u003cp\u003e \u003cb\u003eH5.\u003c/b\u003e Organizational learning positively affects organizational intelligence.\u003c/p\u003e \u003c/div\u003e \u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec7\" class=\"Section2\"\u003e \u003ch2\u003e2.6. The effect of organizational intelligence on green competitive advantage\u003c/h2\u003e \u003cp\u003e \u003cdiv class=\"BlockQuote\"\u003e \u003cp\u003eOrganizational intelligence Empowers the companies to constantly observe the external environment like with new sustainability trends, change in regulations and changing customer attitudes toward\u0026ensp;environmental responsibility. Such proactive scanning assists the organization in staying up-to-date with changing green market requirements\u0026ensp;and capturing new opportunities [\u003cspan citationid=\"CR49\" class=\"CitationRef\"\u003e49\u003c/span\u003e]; [\u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e9\u003c/span\u003e]. An organization with a higher level of intelligence is better able to identify and evaluate green innovations, technologies, or\u0026ensp;best practices. This ability\u0026ensp;supports the successful introduction and application of these elements to enhance environmental performance and reinforce green offers [\u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2\u003c/span\u003e]. Organizational awareness also supports developing green considerations for different parts of the organization's scope, such as product design, operations and supply\u0026ensp;chain and marketing. This whole lifecycle perspective ensures that the greenshade activities are integrated and mutually beneficial throughout the organisation, rather than\u0026ensp;fragmented [\u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e1\u003c/span\u003e]. Organizational intelligence encourages establishment of a strong green organizational culture in order to develop as many employees as possible, by thoroughly integrating them into an organization and creating conditions to share experiences\u0026ensp;and knowledge [\u003cspan citationid=\"CR24\" class=\"CitationRef\"\u003e24\u003c/span\u003e]. Impactful participation like this can greatly\u0026ensp;increase the company\u0026rsquo;s green (competitive) advantage. Using its organizational intelligence, the organization\u0026ensp;can identify and implement more effective, efficient, enduring processes and practices. It is\u0026ensp;a cost saving method which further reduces the environmental impact [\u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e10\u003c/span\u003e]; [\u003cspan citationid=\"CR50\" class=\"CitationRef\"\u003e50\u003c/span\u003e]. Therefore, the following hypothesis is demonstrated:\u003c/p\u003e \u003cp\u003e \u003cb\u003eH6.\u003c/b\u003e Organizational intelligence positively affects green competitive advantage.\u003c/p\u003e \u003cp\u003e \u003cem\u003e2.7. The mediating role of organizational intelligence in the link between organizational learning and green competitive advantage\u003c/em\u003e \u003c/p\u003e \u003cp\u003eOrganizational learning increases the competitive intelligence of an organization by adding\u0026ensp;new environmental knowing to its repertoire. Such integration improves the analytic ability, trend forecasting and strategic planning of the organization [\u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e30\u003c/span\u003e]. By maintaining an enhanced level of organizational intelligence, the firm will be\u0026ensp;in a better position to use gained information for improving green practices. For example, knowledge from the learning about energy efficiency technologies can be transferred to implement energy conservation and improve competitive advantage [\u003cspan citationid=\"CR49\" class=\"CitationRef\"\u003e49\u003c/span\u003e]. Also, organisational learning\u0026ensp;provides organisations with data and knowledge which are vital for making decisions [\u003cspan citationid=\"CR51\" class=\"CitationRef\"\u003e51\u003c/span\u003e]. Organizations are able to\u0026ensp;develop a comprehensive view of sustainability by capturing leading practices and environmental trends. Specialised organizational intelligence contributes to the improvement of the decision-making\u0026ensp;process with advanced analytic and forecast means [\u003cspan citationid=\"CR52\" class=\"CitationRef\"\u003e52\u003c/span\u003e]. This better decision making helps the organisations to adopt green\u0026ensp;initiatives; hence increase their competitive advantage [\u003cspan citationid=\"CR17\" class=\"CitationRef\"\u003e17\u003c/span\u003e]. As a tool of strategic planning, organizational learning provides\u0026ensp;information on new opportunities and threats arising from sustainability; [\u003cspan citationid=\"CR53\" class=\"CitationRef\"\u003e53\u003c/span\u003e]. These insights inform ranking\u0026ensp;of strategic or tactical priorities and focus on the Ivtervention frontier. Organisational intelligence also adds strength to strategic planning by identifying key areas for innovation\u0026ensp;and further development. Integrating\u0026ensp;green goals with strategy planning enables companies to develop innovative solutions, and helps them compete in the sustainable market [\u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2\u003c/span\u003e]; [\u003cspan citationid=\"CR48\" class=\"CitationRef\"\u003e48\u003c/span\u003e]. So, the following hypothesis is postulated:\u003c/p\u003e \u003cp\u003e \u003cb\u003eH7.\u003c/b\u003e Organizational intelligence mediates the relationship between organizational learning and green competitive advantage.\u003c/p\u003e \u003cp\u003eThe hypothesized relationships among organizational learning, green workforce agility, organizational intelligence, and green competitive advantage are visually depicted in the conceptual framework presented in Fig.\u0026nbsp;\u003cspan refid=\"Fig1\" class=\"InternalRef\"\u003e1\u003c/span\u003e.\u003c/p\u003e \u003c/div\u003e \u003c/p\u003e \u003cp\u003e \u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec8\" class=\"Section2\"\u003e \u003ch2\u003e2.8 The Relationship with Sustainability and SDGs\u003c/h2\u003e \u003cp\u003e \u003cdiv class=\"BlockQuote\"\u003e \u003cp\u003eThe connection between organizational learning, green workforce agility, organizational intelligence, and green competitive advantage is a strong strategy for tourist and hospitality businesses to help the United Nations' Sustainable Development Goals (SDGs). Organizational learning is a key way to turn sustainable goals into real actions in organizations. It also helps reach many SDG targets that specifically mention the tourist and hospitality sector. SDG Target 8.9 specifically asks for the creation and enforcement of laws that encourage sustainable tourism that creates jobs and helps protect local cultures [\u003cspan citationid=\"CR17\" class=\"CitationRef\"\u003e17\u003c/span\u003e]. Tourism organizations that foster strong learning cultures are better able to meet this need by constantly upgrading their knowledge of sustainable employment practices, ways to integrate into the local community, and ways to protect cultural heritage. SDG Target 12.b also stresses the need to keep an eye on the effects of tourism activities on sustainable development that bring in money without harming the environment as little as possible. Organizations exhibiting enhanced organizational intelligence, defined by their ability to gather, integrate, and respond to environmental data, are inherently more capable of establishing monitoring systems, thus guaranteeing accountability and transparency in their sustainability pathways [\u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2\u003c/span\u003e]. In addition to employment and consumption goals, organizational learning is essential for meeting the climate-related sustainability goals set by SDG 13 (Climate Action). Tourism and hospitality businesses that keep learning about how to save energy, cut carbon emissions, and adapt to climate change build the flexible workforces they need to make a real difference [\u003cspan citationid=\"CR54\" class=\"CitationRef\"\u003e54\u003c/span\u003e].[\u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e11\u003c/span\u003e] show that digital leadership and a culture of learning in the workplace work together to give companies a long-term competitive edge by making it easier for them to quickly adjust to new rules and market expectations about decarbonization. Furthermore, the incorporation of green workforce agility and organizational intelligence as mediating mechanisms increases the alignment between competitive advantage and larger sustainable development objectives. This alignment creates a virtuous cycle wherein enhanced competitiveness through green innovation simultaneously advances progress toward multiple interrelated SDG targets, including those addressing poverty alleviation (SDG 1), decent work (SDG 8), responsible consumption (SDG 12), climate action (SDG 13), and partnerships for sustainability (SDG 17). By recognizing that competitive advantage and SDG achievement are mutually reinforcing rather than competing objectives, tourism and hospitality organizations can craft unified strategies that simultaneously enhance market positioning and contribute meaningfully to the 2030 Agenda [\u003cspan citationid=\"CR33\" class=\"CitationRef\"\u003e33\u003c/span\u003e].\u003c/p\u003e \u003c/div\u003e \u003c/p\u003e \u003c/div\u003e"},{"header":"3. Materials and Methods","content":"\u003cdiv id=\"Sec10\" class=\"Section2\"\u003e \u003ch2\u003e3.1 Participants and procedures\u003c/h2\u003e \u003cp\u003e\u003cdiv class=\"BlockQuote\"\u003e\u003cp\u003eThe study targeted employees from travel agencies and international hotels in Saudi Arabia. To gather responses, an electronic questionnaire was distributed, with researchers connecting with participants through relevant industry groups on social media platforms such as Facebook, Twitter, and LinkedIn. Survey links were privately sent to selected participants within these groups. Assurances of confidentiality were provided, emphasizing that no personal identifiers, such as names, would be collected. The study was conducted in accordance with the Declaration of Helsinki. This research complies with all relevant guidelines and regulations for studies involving human subjects. All procedures involving human participants were conducted in accordance with ethical research standards. The study protocol was approved by the Ethics Committee of the College of Tourism and Hotels. Participation was voluntary, and informed consent was obtained from respondents. The questionnaire included a clear statement assuring confidentiality, and no personally identifiable information was collected. Ethical protocols ensured clarity and appropriateness of the survey instrument. Participants were informed: (a) about the academic nature of the study; (b) that their answers would be anonymous and confidential and no personal information oth-er than demographic details was being collected; (c) on how their data would be stored\u0026ensp;securely in an aggregated form for analysis purposes, and only utilized for research on this work; and lastly, (d), that participation was not compulsory and there were no foreseeable risks associated with taking part in this study.\u003c/p\u003e\u003cp\u003eTo reduce sampling bias, a larger sample size is generally preferred [\u003cspan citationid=\"CR55\" class=\"CitationRef\"\u003e55\u003c/span\u003e]. The researchers distributed the questionnaire link to 865 employees through social networking sites. From May 2023 to July 2024, they received 482 valid responses, yielding a response rate of 55.7%. A sample size of 482 was considered adequate based on statistical power analysis, ensuring reliable estimates for the structural equation modeling (SEM) employed in this study. This sample meets the recommended guidelines for SEM, which emphasize maintaining a minimum ratio of cases to parameters to achieve robust and generalizable results. As shown in Table\u0026ensp;\u003cspan refid=\"Tab1\" class=\"InternalRef\"\u003e1\u003c/span\u003e, the sample was predominantly male (52.1%) and female (47.9%). Regarding age distribution, 34.4% participants were aged 40\u0026ndash;49 years old, followed by 33.6% who were ranged from 30 to 39 years\u0026ensp;old. 17.2% were aged\u0026thinsp;=\u0026thinsp;50 years, and 14.8%\u0026ensp;were aged\u0026thinsp;\u0026lt;\u0026thinsp;30 years. The majority of respondents, 76.4%, were bachelor\u0026rsquo;s degree\u0026ensp;holders. With respect to years of work experience, 35.6% worked for being employed over a period of 10\u0026ndash;14 years,\u0026ensp;as compared to those who had working experiences between 5 and 9 years (34.8%), over a period of \u0026ge;\u0026thinsp;15 years (20.3%) or \u0026lt;5years (9.3%).\u003c/p\u003e\u003c/div\u003e\u003c/p\u003e \u003cp\u003e \u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab1\" border=\"1\"\u003e \u003ccaption language=\"En\"\u003e \u003cdiv class=\"CaptionNumber\"\u003eTable 1\u003c/div\u003e \u003cdiv class=\"CaptionContent\"\u003e \u003cp\u003eRespondents\u0026rsquo; profile\u003c/p\u003e \u003c/div\u003e \u003c/caption\u003e \u003ccolgroup cols=\"3\"\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e \u003cthead\u003e \u003ctr\u003e \u003cth align=\"left\" colname=\"c1\"\u003e \u003cp\u003eProfile\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c2\"\u003e \u003cp\u003eFreq.\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c3\"\u003e \u003cp\u003e%\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003c/thead\u003e \u003ctbody\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eGender\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eMale\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e251\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e52.1\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eFemale\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e231\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e47.9\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eAge\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eLess than 30 years\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e71\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e14.8\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e30 to less than 40 years\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e162\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e33.6\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e40 to less than 50 years\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e166\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e34.4\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e50 years and above\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e83\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e17.2\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eEducational level\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eLess than bachelor\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e83\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e17.2\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eBachelor\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e368\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e76.4\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003ePostgraduate\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e31\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e6.4\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eWork experience\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eLess than 5 years\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e45\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e9.3\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e5 to less than 10 years\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e168\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e34.8\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e10 to less than 15 years\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e171\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e35.6\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e15 years and above\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e98\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e20.3\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eTotal\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e482\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e100\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003c/tbody\u003e \u003c/colgroup\u003e \u003c/table\u003e\u003c/div\u003e \u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec11\" class=\"Section2\"\u003e \u003ch2\u003e3.2 Measures\u003c/h2\u003e \u003cp\u003e \u003cdiv class=\"BlockQuote\"\u003e \u003cp\u003eThe study evaluated all latent constructs using adapted items from existing literature to better suit the study's specific context. To assess respondents' level of agreement with each item, a 5-point Likert scale was utilized, where 1 represents \"strongly disagree\" and 5 represents \"strongly agree\". Excluding demographic questions, the survey included:\u003c/p\u003e \u003cp\u003eThe study examined all latent constructs using altered items from previous literature to better suit the study's specific context. To assess respondents' level of agreement with each topic, a 5-point Likert scale was applied, where 1 indicates \"strongly disagree\" and 5 represents \"strongly agree\". Excluding demographic questions, the survey included:\u003c/p\u003e \u003c/div\u003e \u003c/p\u003e \u003cp\u003e \u003col\u003e \u003cspan\u003e \u003cli\u003e \u003cp\u003eOrganizational Learning: Measured by a 4-item scale adapted from Garc\u0026iacute;a-Morales et al. (2006)[\u003cspan citationid=\"CR56\" class=\"CitationRef\"\u003e56\u003c/span\u003e].\u003c/p\u003e \u003c/li\u003e \u003c/span\u003e \u003cspan\u003e \u003cli\u003e \u003cp\u003eGreen Competitive Advantage: Evaluated using a 4-item scale adapted from Lin and Chen (2017)[\u003cspan citationid=\"CR57\" class=\"CitationRef\"\u003e57\u003c/span\u003e].\u003c/p\u003e \u003c/li\u003e \u003c/span\u003e \u003c/ol\u003e \u003c/p\u003e \u003cp\u003eGreen Agile Workforce: Assessed through a 6-item scale developed from Somaieh \u0026amp; Seyedmehdi (2021) [\u003cspan citationid=\"CR58\" class=\"CitationRef\"\u003e58\u003c/span\u003e].\u003c/p\u003e \u003cp\u003e \u003col\u003e \u003cspan\u003e \u003cli\u003e \u003cp\u003eOrganizational Intelligence: Measured by an 8-item scale adapted from Murgolo-Poore et al. (2003)[\u003cspan citationid=\"CR59\" class=\"CitationRef\"\u003e59\u003c/span\u003e].\u003c/p\u003e \u003c/li\u003e \u003c/span\u003e \u003c/ol\u003e \u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec12\" class=\"Section2\"\u003e \u003ch2\u003e3.3 Measurement model\u003c/h2\u003e \u003cp\u003e \u003cdiv class=\"BlockQuote\"\u003e \u003cp\u003eTable\u0026nbsp;(2) demonstrates that the factor loadings for all items in the final measurement model surpassed 0.50, suggesting excellent internal consistency. The Cronbach's alpha values were above 0.70, fulfilling Nunnally's (1978) minimum dependability threshold. Regarding convergent validity, all Composite Reliability (CR) values met the 0.80 threshold, while Average Variance Extracted (AVE) values exceeded the 0.50 cutoff [\u003cspan citationid=\"CR60\" class=\"CitationRef\"\u003e60\u003c/span\u003e]. Thus, the measuring model was confirmed as trustworthy and displayed both convergent and discriminant validity.\u003c/p\u003e \u003c/div\u003e \u003c/p\u003e \u003cp\u003e \u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab2\" border=\"1\"\u003e \u003ccaption language=\"En\"\u003e \u003cdiv class=\"CaptionNumber\"\u003eTable 2\u003c/div\u003e \u003cdiv class=\"CaptionContent\"\u003e \u003cp\u003eresults of measurement model\u003c/p\u003e \u003c/div\u003e \u003c/caption\u003e \u003ccolgroup cols=\"5\"\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e \u003cthead\u003e \u003ctr\u003e \u003cth align=\"left\" colname=\"c1\"\u003e \u003cp\u003eConstruct\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c2\"\u003e \u003cp\u003eFactor loading\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c3\"\u003e \u003cp\u003eα\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c4\"\u003e \u003cp\u003eCR\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c5\"\u003e \u003cp\u003eAVE\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003c/thead\u003e \u003ctbody\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eOrganizational learning (OL)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.821\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e0.892\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e0.676\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eOL1\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.798\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eOL2\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.854\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eOL3\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.809\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eOL4\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.827\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eGreen competitive advantage (GCA)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.799\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e0.909\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e0.715\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eGCA1\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.861\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eGCA2\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.784\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eGCA3\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.887\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eGCA4\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.847\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eGreen agile workforce (GAW)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.834\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e0.930\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e0.690\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eGAW1\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.804\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eGAW2\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.891\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eGAW3\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.842\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eGAW4\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.819\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eGAW5\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.822\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eGAW6\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.804\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eOrganizational intelligence (OI)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.808\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e0.946\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e0.688\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eOI1\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.843\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eOI2\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.807\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eOI3\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.811\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eOI4\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.794\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eOI5\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.876\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eOI6\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.828\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eOI7\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.874\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eOI8\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.801\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003c/tbody\u003e \u003c/colgroup\u003e \u003c/table\u003e\u003c/div\u003e \u003c/p\u003e \u003cp\u003e \u003cdiv class=\"BlockQuote\"\u003e \u003cp\u003eFit and validity of the overall measurement model were evaluated in\u0026ensp;the full sample. Goodness of fit indices also suggested that the\u0026ensp;model fitted with the data well: CMIN/DF\u0026thinsp;=\u0026thinsp;2.527, GFI\u0026thinsp;=\u0026thinsp;0.941, CFI\u0026thinsp;=\u0026thinsp;0.927, IFI\u0026thinsp;=\u0026thinsp;0.932, NFI\u0026thinsp;=\u0026thinsp;0.935, TLI\u0026thinsp;=\u0026thinsp;0.922 and RMSEA\u0026thinsp;=\u0026thinsp;0.055. (2). Reliability analysis: As presented in table (2), the reliability of all variables ranged from 0.799 to 0.834, all of which are above the recommended value of \u0026gt;\u0026ensp;.70. Furthermore, all factor loadings were significant (range\u0026ensp;0.784\u0026ndash;0.891). In addition, AVE values exceed 0.670, which exceeds the cut-off\u0026ensp;for convergent validity threshold and all item loadings are greater than 0.5. According to Hair et al. (2021), the square roots of\u0026ensp;AVE are greater than the highest squared correlation between any two constructs. Table\u0026ensp;(3) shows that the square roots of AVE for all factors are greater than their maximum cross-loadings. Hence, we rate both convergent and discriminant validity as\u0026ensp;good.\u003c/p\u003e \u003c/div\u003e \u003c/p\u003e \u003cp\u003e \u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab3\" border=\"1\"\u003e \u003ccaption language=\"En\"\u003e \u003cdiv class=\"CaptionNumber\"\u003eTable 3\u003c/div\u003e \u003cdiv class=\"CaptionContent\"\u003e \u003cp\u003eDiscriminant validity.\u003c/p\u003e \u003c/div\u003e \u003c/caption\u003e \u003ccolgroup cols=\"5\"\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e \u003cthead\u003e \u003ctr\u003e \u003cth align=\"left\" colname=\"c1\"\u003e \u003cp\u003eConstruct\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c2\"\u003e \u003cp\u003eOL\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c3\"\u003e \u003cp\u003eGCA\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c4\"\u003e \u003cp\u003eGAW\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c5\"\u003e \u003cp\u003eOI\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003c/thead\u003e \u003ctbody\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eOL\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e(0.822)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eGCA\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.669\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e(0.845)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eGAW\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.654\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.504\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e(0.830)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eOI\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c2\"\u003e \u003cp\u003e0.455\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.602\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e0.530\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e(0.829)\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003c/tbody\u003e \u003c/colgroup\u003e \u003c/table\u003e\u003c/div\u003e \u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec13\" class=\"Section2\"\u003e \u003ch2\u003e3.4 Results of proposed hypotheses\u003c/h2\u003e \u003cp\u003e \u003cdiv class=\"BlockQuote\"\u003e \u003cp\u003eAs\u0026ensp;Table\u0026nbsp;\u003cspan refid=\"Tab4\" class=\"InternalRef\"\u003e4\u003c/span\u003e and Fig.\u0026nbsp;\u003cspan refid=\"Fig2\" class=\"InternalRef\"\u003e2\u003c/span\u003e indicated, all hypotheses received supports. The results revealed that organizational learning positively had a direct impact on both green competitive advantage\u0026ensp;(β\u0026thinsp;=\u0026thinsp;0.521, p\u0026thinsp;\u0026lt;\u0026thinsp;0.001) and green workforce agility (β\u0026thinsp;=\u0026thinsp;0.477, p\u0026thinsp;\u0026lt;\u0026thinsp;0.001), respectively, proving H1 and H2. Furthermore, green workforce agility is significantly\u0026ensp;and positively related to green competitive advantage (β\u0026thinsp;=\u0026thinsp;0.391, p\u0026thinsp;\u0026lt;\u0026thinsp;0.001) as Hypothesis H3 predicted. It is to be noted that organizational\u0026ensp;learning makes a difference on organizational intelligence was significant and positive (β\u0026thinsp;=\u0026thinsp;0.401, p\u0026thinsp;\u0026lt;\u0026thinsp;0.001), supporting Hypothesis H5 as well. Also, organisational intelligence has significantly positive influence on green competitive advantage (β\u0026thinsp;=\u0026thinsp;0.376, p \u0026lt;\u0026ensp;.001), thus H6 is supported. The test found that green workforce agility mediates for the relationship between organizational learning and green competitive advantage (β\u0026thinsp;=\u0026thinsp;0.232, p\u0026ensp;\u0026lt;0.001). Furthermore,\u0026ensp;organization intelligence was also identified as influencing this relationship (β\u0026thinsp;=\u0026thinsp;0.198, p\u0026thinsp;\u0026lt;\u0026thinsp;0.01). Thus, H4 and H7\u0026ensp;were accepted.\u003c/p\u003e \u003c/div\u003e \u003c/p\u003e \u003cp\u003e \u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab4\" border=\"1\"\u003e \u003ccaption language=\"En\"\u003e \u003cdiv class=\"CaptionNumber\"\u003eTable 4\u003c/div\u003e \u003cdiv class=\"CaptionContent\"\u003e \u003cp\u003eResults of proposed hypotheses\u003c/p\u003e \u003c/div\u003e \u003c/caption\u003e \u003ccolgroup cols=\"7\"\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c7\" colnum=\"7\"\u003e\u003c/div\u003e \u003cthead\u003e \u003ctr\u003e \u003cth align=\"left\" colspan=\"2\" nameend=\"c2\" namest=\"c1\"\u003e \u003cp\u003ePaths\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c3\"\u003e \u003cp\u003eβ\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c4\"\u003e \u003cp\u003eSE\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c5\"\u003e \u003cp\u003eCR\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c6\"\u003e \u003cp\u003ep-value\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c7\"\u003e \u003cp\u003eResults\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003c/thead\u003e \u003ctbody\u003e \u003ctr\u003e \u003ctd align=\"left\" colspan=\"7\" nameend=\"c7\" namest=\"c1\"\u003e \u003cp\u003eDirect Effect\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eH1\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eOL \u0026rarr; GCA\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e0.521\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e0.066\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e7.893\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e0.000\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e✔\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eH2\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eOL \u0026rarr; GAW\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e0.477\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e0.072\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e6.625\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e0.000\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e✔\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eH3\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eGAW \u0026rarr; GCA\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e0.391\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e0.069\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e5.666\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e0.000\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e✔\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eH5\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eOL \u0026rarr; OI\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e0.401\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e0.081\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e4.950\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e0.000\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e✔\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eH6\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eOI \u0026rarr; GCA\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e0.376\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e0.068\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e5.529\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e0.000\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e✔\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colspan=\"7\" nameend=\"c7\" namest=\"c1\"\u003e \u003cp\u003eMediating effect\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eH4\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eOL \u0026rarr; GAW \u0026rarr; GCA\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e0.232\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e0.060\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e3.844\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e0.000\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e✔\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eH7\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eOL \u0026rarr; OI \u0026rarr; GCA\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e0.198\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e0.058\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e3.413\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e0.000\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e✔\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003c/tbody\u003e \u003c/colgroup\u003e \u003ctfoot\u003e \u003ctr\u003e\u003ctd colspan=\"7\"\u003e\u003cb\u003eNote\u003c/b\u003e: β\u0026thinsp;=\u0026thinsp;Organizational learning\u0026thinsp;=\u0026thinsp;OL; Green competitive advantage\u0026thinsp;=\u0026thinsp;GCA; Green agile workforce\u0026thinsp;=\u0026thinsp;GAW; Organizational intelligence\u0026thinsp;=\u0026thinsp;OI; Beta coefficient; SE\u0026thinsp;=\u0026thinsp;Standard Error; CR\u0026thinsp;=\u0026thinsp;Critical Ratio; p-value\u0026thinsp;=\u0026thinsp;the level of statistical significance; ✔=Supported.\u003c/td\u003e\u003c/tr\u003e \u003c/tfoot\u003e \u003c/table\u003e\u003c/div\u003e \u003c/p\u003e \u003cp\u003e \u003c/p\u003e \u003c/div\u003e"},{"header":"4. Discussion","content":"\u003cp\u003e \u003cdiv class=\"BlockQuote\"\u003e \u003cp\u003eThe study aims to evaluate the direct influence of organizational learning on green competitive advantage, green agile workforce, and organizational intelligence. Additionally, it explored how green agile workforce and organizational intelligence influence green competitive advantage. Lastly, the research studied the mediating roles of green agile workforce and organizational intelligence in the connection between organizational learning and green competitive advantage. Utilizing a quantitative approach, data were acquired through a questionnaire from 482 employees in travel agencies. The data justified the proposed study paradigm and supported all hypotheses.\u003c/p\u003e \u003cp\u003eFrom a workplace behavior perspective, these findings indicate that green competitive advantage in tourism and hospitality is not achieved solely through formal strategies or technology adoption, but through the everyday behavioral fabric of organizations. Organizational learning appears to shape how employees interpret environmental expectations, how quickly they reconfigure their routines, and how they negotiate the informal norms that govern \u0026ldquo;how things are done\u0026rdquo; in hotels and travel agencies [\u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e10\u003c/span\u003e]. In environments where leadership actively sponsors learning, communicates sustainability priorities with clarity, and creates space for employees to question existing practices, green workforce agility can emerge as a shared behavioral norm rather than a property of a few \u0026ldquo;green champions\u0026rdquo; [\u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e7\u003c/span\u003e]; [\u003cspan citationid=\"CR45\" class=\"CitationRef\"\u003e45\u003c/span\u003e]. By contrast, in organizations where communication is opaque or office politics discourage open discussion about environmental issues, the same learning inputs may fail to translate into visible behavioral change.\u003c/p\u003e \u003cp\u003eThe findings demonstrated that organizational learning has a significant and positive effect on green competitive advantage. According to [\u003cspan citationid=\"CR12\" class=\"CitationRef\"\u003e12\u003c/span\u003e], organizational learning facilitates the alignment of corporate strategy with environmental objectives. By integrating sustainability into strategic planning, companies can identify both long-term opportunities and potential risks related to environmental issues. This alignment embeds sustainability into the core business strategy, thereby fostering a sustainable competitive advantage. Organizational support and employee resilience also serve as critical mediators that enable organizations to convert strategic foresight into operational performance during competitive market disruptions [\u003cspan citationid=\"CR47\" class=\"CitationRef\"\u003e47\u003c/span\u003e]. Additionally, Tu and Wu (2021) and Lv et al. (2018) emphasize that organizational learning boosts a company's ability to adapt to environmental changes and regulatory requirements. Organizations that engage in continuous learning and innovation are better equipped to adjust their operations and strategies in response to evolving environmental challenges, thereby enhancing their sustainability and resilience in a dynamic business landscape.\u003c/p\u003e \u003cp\u003eSimilarly, the significant and positive effect of organizational learning on green agile workforce has been proved according to the findings. [\u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e13\u003c/span\u003e] highlighted that organizational learning equips employees with the necessary knowledge, skills, and decision-making authority to respond promptly and independently to environmental changes. This empowerment allows the workforce to adapt swiftly to evolving green requirements without being hindered by bureaucratic delays. As well, [\u003cspan citationid=\"CR41\" class=\"CitationRef\"\u003e41\u003c/span\u003e] noted that organizational learning fosters a mindset of curiosity, creativity, and calculated risk-taking among employees in tourism and hospitality firms. This encourages staff to experiment with innovative green solutions, learn from both successes and setbacks, and rapidly refine their approaches to effectively address environmental challenges. In addition, the findings revealed that green agile workforce significantly and positively affects green competitive advantage. [\u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2\u003c/span\u003e] emphasized that green workforce agility significantly bolsters an organization's resilience and adaptability in response to environmental disruptions. Whether dealing with natural disasters, supply chain interruptions, or new sustainability regulations, an agile green workforce enables rapid adjustment and ensures operational continuity, thus reinforcing the organization's green competitive edge. According to [\u003cspan citationid=\"CR61\" class=\"CitationRef\"\u003e61\u003c/span\u003e], agile teams excel at swiftly developing and implementing green innovations. This accelerated development process allows organizations to introduce new sustainable products or services to the market ahead of competitors, thereby improving their market position.\u003c/p\u003e \u003cp\u003eLikewise, the findings indicated that there is a significant and positive effect of organizational learning on organizational intelligence. [\u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e5\u003c/span\u003e] explained that organizational learning drives innovation by fostering an environment where new ideas are actively generated and explored. This enhanced innovation capability boosts organizational intelligence by enabling companies to stay ahead of competitors and adapt to changing market demands. [\u003cspan citationid=\"CR62\" class=\"CitationRef\"\u003e62\u003c/span\u003e] [\u003cspan citationid=\"CR63\" class=\"CitationRef\"\u003e63\u003c/span\u003e] noted that a culture of learning cultivates creativity, which in turn improves problem-solving skills. Creative approaches to challenges and opportunities lead to more effective and intelligent decision-making. Additionally, they highlighted that organizational learning improves communication channels within the organization. Efficient dissemination of knowledge through effective communication supports better decision-making and reinforces organizational intelligence. Moreover, the findings confirmed the significant and positive effect of organizational intelligence on green competitive advantage. According to [\u003cspan citationid=\"CR64\" class=\"CitationRef\"\u003e64\u003c/span\u003e], organizations with high levels of organizational intelligence can achieve substantial cost savings by optimizing resource use and enhancing operational efficiency. These savings can be reinvested into sustainability initiatives or other strategic areas, boosting overall competitiveness. [\u003cspan citationid=\"CR65\" class=\"CitationRef\"\u003e65\u003c/span\u003e], [\u003cspan citationid=\"CR36\" class=\"CitationRef\"\u003e36\u003c/span\u003e], and [\u003cspan citationid=\"CR66\" class=\"CitationRef\"\u003e66\u003c/span\u003e] noted that such intelligent organizations are well-positioned to lead in sustainability, differentiate their brands, and achieve long-term success. As environmental issues increasingly influence market dynamics, the ability to effectively gather, analyze, and utilize knowledge becomes a crucial factor for organizations seeking a green competitive advantage. Finally, the findings concluded that green agile workforce and organizational intelligence partially mediate the relationship between organizational learning and green competitive advantage in tourism and hospitality organizations.\u003c/p\u003e \u003c/div\u003e \u003c/p\u003e"},{"header":"5. Study implications","content":"\u003cdiv id=\"Sec16\" class=\"Section2\"\u003e \u003ch2\u003e5.1 Theoretical implications\u003c/h2\u003e \u003cp\u003e \u003cdiv class=\"BlockQuote\"\u003e \u003cp\u003eThis study contributes\u0026ensp;significant advances to the structure of organizational learning. Theories of organisational learning have typically focused on the impact that learning has on outcomes such as financial performance, innovation\u0026ensp;and adaptiveness. This study builds upon the theoretical contributions by demonstrating how organizational learning can facilitate green competitive advantage,\u0026ensp;through the mediating role of green workforce agility and organizational intelligence. It underscores how organizational learning can serve as a powerful driver of competitive advantage in environmental sustainability\u0026mdash;a priority for companies, especially\u0026ensp;those in the touristic and hospitality sector. This finding extends theoretical organizational learning- which is too much\u0026ensp;focused on classic performance measures -- stressing its role in environmental sustainability.\u003c/p\u003e \u003cp\u003eMoreover, the study focuses on green workforce agility as a mediator, meaning that organizational learning theory needs to consider more how human capital is important in terms of using the organization knowledge for competitive advantage over\u0026ensp;time. Organisational learning theory has historically developed out of a concern with the activities that enable organisations to learn, remember and use\u0026ensp;knowledge. However, this study suggests that it is crucial for\u0026ensp;the workforce to adapt and respond upon green knowledge in order to be able to effectively utilise organisational learning for competitive advantage with a \u0026ldquo;green colour\u0026rdquo;. This tendency is consistent with growing emphasis\u0026ensp;in the organizational learning literature on the pivotal role of employees in translating organizational knowledge into actual results.\u003c/p\u003e \u003cp\u003eIn addition, the results invite a closer integration between organizational learning theory and scholarship on leadership, internal communication, and workplace relationships. The positive mediating effects of green workforce agility and organizational intelligence suggest that leaders do not simply \u0026ldquo;activate\u0026rdquo; learning through formal training; they also shape the communicative climate in which employees feel able to experiment, voice concerns, and renegotiate work practices in line with sustainability goals [\u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e6\u003c/span\u003e]; [\u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e30\u003c/span\u003e]. This aligns with evidence that leadership styles emphasizing trust, clarity, and reciprocal exchange foster greater organizational agility and resilience in tourism and hospitality businesses [\u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e11\u003c/span\u003e]; [\u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e7\u003c/span\u003e]. By showing that learning‑driven capabilities are expressed as patterns of workplace behavior \u0026ndash; in how employees coordinate, share information, and make sense of green initiatives \u0026ndash; the study contributes to ongoing debates on how communication, leadership, and informal politics co‑constitute organizing in contemporary workplaces [\u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e8\u003c/span\u003e].\u003c/p\u003e \u003cp\u003eIn this regard, the finding that organizational intelligence plays a mediating\u0026ensp;role is important for theory of organizational learning as well. Although organizational intelligence (an organization's ability to\u0026ensp;receive, process and use knowledge) has seldom been included in traditional OL frameworks, its imperative is exposed by the present work. Evidence of the important mediating role of organizational intelligence in the relationship between OL\u0026ensp;and green CA emphasizes the requirement that theory built within OL domain should consider to inherently include organizational intelligence. This would make explicit that organizational\u0026ensp;intelligence is a crucial factor for successful application of (new) knowledge and achieving strategic goals.\u003c/p\u003e \u003cp\u003eFinally, this study's emphasis on the tourism and hospitality sector helps to contextualize organizational learning theory within an industry that is increasingly encountering sustainability challenges and opportunities. The results could offer valuable insights into the unique interactions between organizational learning, green workforce agility, and organizational intelligence within this sector, where environmental performance and a green competitive edge are becoming essential for business success. This contribution to context may encourage further research into how organizational learning theory applies to other industries, especially those with significant sustainability demands.\u003c/p\u003e \u003c/div\u003e \u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec17\" class=\"Section2\"\u003e \u003ch2\u003e5.2 Practical implications\u003c/h2\u003e \u003cp\u003e \u003cdiv class=\"BlockQuote\"\u003e \u003cp\u003eThe study provides some practical advice for the tourism and hospitality industry. These companies should\u0026ensp;develop a culture that places an increased focus on organisational learning, with special reference to sustainability. Encouraging ongoing learning of green practices,\u0026ensp;laws and technologies can further ensure employees are ready to weather the environmental storm. The implementation of training programs, workshops or knowledge-sharing platforms\u0026ensp;will ensure that individuals are knowledgeable on conducting sustainable operations and better positioned to contribute to gaining the green competitive edge. In addition, companies need\u0026ensp;to point the learning programs toward their strategic sustainability goals. This\u0026ensp;alignment corresponds to a situation that ensures the knowledge acquired while completing learning activities addresses the organization\u0026rsquo;s environmental objectives. For example, incorporating knowledge about the newest energy-sipping technologies into a company's sustainability measures can increase operational\u0026ensp;efficiency and reduce its overall ecological footprint. In addition, employers need to focus on increasing agility in the workforce by promoting flexibility and rapid reaction to external\u0026ensp;circumstances. We\u0026ensp;believe that training workers to be interchangeable in their positions and easily converting to new green practices and new technologies is a way of getting this accomplished. A green agile\u0026ensp;workforce is able to roll out and maintain sustainability projects will enhance the competitive advantage of a firm in the green market. Encouraging cooperation between different departments can increase such\u0026ensp;agility even more. Organizations, can by nurturing cross-functional teams to collaborate on sustainability initiatives blend supply chain and other\u0026ensp;expertise. This combative approach leads to the rapid dissemination of ideas and knowledge resulting in better\u0026ensp;green solutions.\u003c/p\u003e \u003cp\u003eThese findings also point to a more nuanced role for leadership and internal communication in shaping green workplace behavior. Managers in hotels and travel agencies need to move beyond one‑way announcements about sustainability and instead cultivate dialogic communication, where employees are invited to question, reinterpret, and localize green policies in light of their daily work realities. Regular team briefings, cross‑departmental forums, and storytelling around successful green initiatives can be used to normalize pro‑environmental behavior and to surface tacit concerns that might otherwise fuel resistance or unproductive office politics. Leaders who model transparency about the trade‑offs involved in sustainability projects and who visibly recognize employees\u0026rsquo; contributions to green initiatives are more likely to build the trust and psychological safety required for workforce agility to flourish.\u003c/p\u003e \u003cp\u003eFurthermore, to bolster organizational intelligence, tourism and hospitality businesses need to invest in state-of-the-art knowledge management systems. These platforms could facilitate the collection, interpretation\u0026ensp;and sharing of sustainability information. Leverage instant access to market intelligence fordata-driven decisions, resulting in strategies that enhance their\u0026ensp;green competitive edge. Using data-driven insights is crucial to transforming learning into actionable\u0026ensp;knowledge. Markets analyze environmental impacts and consumer preferences for sustainability: use market\u0026ensp;data to identify areas of improvement and innovation. This fact-based strategy helps companies refine their sustainability programs while remaining\u0026ensp;competitive in the marketplace. In\u0026ensp;the same way companies need to make sure their sustainability initiatives are informed by an appropriate level of organizational learning. This\u0026ensp;means taking advantage of knowledge green technologies, consumers' profiles and regulations to develop targeted strategies that will improve the competitive status. For instance, if\u0026ensp;learning shows that consumer demand for eco-friendly accommodations is on the rise, companies should adapt what they\u0026rsquo;re offering to meet these expectations. Continuous improvement driven by learning outcomes is needed for organizations to retain their competitive\u0026ensp;edge. By continually evolving and improving sustainability practices and strategies as new information becomes available, companies can stay on the leading edge of the green\u0026ensp;market.\u003c/p\u003e \u003cp\u003eFinally, the study suggests that managers should pay careful attention to the informal political dynamics that surround sustainability initiatives. Decisions about who is invited into green projects, whose ideas are taken seriously, and which departments control key environmental data can all influence whether organizational learning is experienced as empowering or exclusionary by employees. If green initiatives become associated with narrow coalitions or perceived favoritism, they may unintentionally intensify office politics and erode employee relations. Conversely, when leaders distribute opportunities to participate in sustainability projects fairly, communicate selection criteria clearly, and rotate responsibilities, green workforce agility can become a shared source of identity and pride rather than a locus of competition and resentment.\u003c/p\u003e \u003c/div\u003e \u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec18\" class=\"Section2\"\u003e \u003ch2\u003e5.3. Policy and National Vision Implications\u003c/h2\u003e \u003cp\u003e \u003cdiv class=\"BlockQuote\"\u003e \u003cp\u003eThis research provides considerable strategic implications for the Kingdom of Saudi Arabia's economic development plan expressed through Vision 2030. By establishing empirical evidence of how organizational learning mediates the development of green workforce agility and organizational intelligence to generate competitive advantage, the findings directly align with four national research, development, and innovation priorities identified by Saudi Arabia's Supreme Committee for Research, Development, and Innovation. Specifically, the study addresses the Sustainable Environment and Supply of Essential Needs priority by illustrating how hospitality and tourism firms may employ continuous organizational learning to increase environmental performance and resource efficiency. This linkage bears special significance for the Kingdom's ambitious ambition of establishing sustainable tourism infrastructure that employs renewable energy and eliminates waste\u0026mdash;objectives outlined within the Tourism Development Fund's strategic framework. Furthermore, the research adds meaningfully to the Economies of the Future priority, as green workforce agility and organizational intelligence represent important capabilities for establishing innovation-driven competitive advantage in knowledge-intensive sectors. The findings underline how tourism firms operating in Saudi Arabia can shift from traditional operational models toward digitally enabled, sustainability-focused business practices that provide economic benefit and increasing environmental stewardship. By boosting the sector's contribution toward Vision 2030's aim of raising tourism's share of GDP from 3% to 10% by 2030, this research provides practical insights for tourism policy formulation and private sector strategy creation. Moreover, the demonstrated mediating effects of organizational learning suggest that investing in employee development, knowledge management systems, and organizational intelligence infrastructure constitutes a pragmatic pathway for tourism enterprises to achieve green competitive positioning whilst simultaneously contributing to Health and Wellness through provision of quality employment in emerging wellness tourism segments and Energy and Industrial Leadership by promoting renewable energy adoption across hospitality facilities. Such integrated positioning strengthens the Kingdom's trajectory toward sustainable economic diversification and places Saudi Arabia as a global leader in responsible tourism innovation. Crucially, these outcomes will depend on how effectively tourism and hospitality organizations in the Kingdom are able to foster learning‑oriented, communicatively rich workplaces in which employees feel both empowered and responsible to enact green behaviors in their everyday roles.\u003c/p\u003e \u003c/div\u003e \u003c/p\u003e \u003c/div\u003e"},{"header":"6. Limitations and future research","content":"\u003cp\u003e \u003cdiv class=\"BlockQuote\"\u003e \u003cp\u003eThis\u0026ensp;study has some important limitations, which provide directions for future studies in this field. Because the study had been performed within a specific geographical setting (Saudi Arabia), findings might not be entirely transferable\u0026ensp;to other localities or nations. Also, the study was focused only on onesector of the tourism and hospitality industry (travel agencies) and it is unknown whether\u0026ensp;such model could also be used in other service-oriented or environmentally-focused sectors. Further investigation needs to confirm the replication of this study\u0026ensp;in other countries or broader sectors/products category for comparability and generalisability. The study was also based on\u0026ensp;cross-sectional design, which limited the ability to infer causality from observed relationships between variables. Yet, longitudinal study could offer a better understanding of the dynamic phenomena of OLR,\u0026ensp;green workforce agility, OI and GCA. Such a perspective would enable exploration of how these factors develop and interact over time, and provide more profound knowledge at\u0026ensp;long term effects especially regarding their role in creating sustainable competitive advantage.\u003c/p\u003e \u003cp\u003eAlso, the present study focused on mediating effects of green workforce agility and organizational intelligence and\u0026ensp;did not investigate potential moderator or contingency factors which can affect relations among the variables. Second, future works might investigate the degree to which organizational characteristics (e.g., size, age, ownership structure),\u0026ensp;industry-specific dynamics or external environment factors (e.g., regulatory environment, technological development, competitive intensity) influence our model. Examining these aspects would provide a richer picture of\u0026ensp;antecedents and contingencies that condition the attainment of green competitive advantage. Lastly, the present study primarily focused on organization-level variables; thus we cannot account for individual-level factors (e.g.,\u0026ensp;employees\u0026rsquo; green mindset, green job crafting or their green identity), which could provide more insights into the human and behavioral aspects of green workforce agility and attitudinal behavior towards organizational outcomes. By introducing employee-level predictors into the model, we believe that\u0026ensp;our study could advance understanding concerning the microfoundations of green competitive advantage by illuminating how individual attitudes and behaviors are associated with broader organizational emphasis on sustainability.\u003c/p\u003e \u003c/div\u003e \u003c/p\u003e"},{"header":"Declarations","content":"\u003cp\u003e\u003cstrong\u003eAuthors Contributions:\u0026nbsp;\u003c/strong\u003eConceptualization: A.A., B.A., S.F., \u0026amp; H.A.; Data curation: B.A. \u0026amp; E.T.; Formal analysis: B.A. \u0026amp; S.F.; Funding acquisition: A.A.; Investigation: A.A., B.A., \u0026amp; H.A.; Methodology: B.A. \u0026amp; E.T. \u0026amp; S.F.; Project administration: A.A. \u0026amp; S.F.; Resources: B.A., S.F., \u0026amp; A.M.; Software: E.T. \u0026amp; B.A.; Supervision: B.A. \u0026amp; H.A.; Validation: A.A., E.T., \u0026amp; B.A.; Visualization: A.A., H.A \u0026amp; E.T.; Writing – original draft: A.A., S.F., \u0026amp; B.A.; Writing – review \u0026amp; editing: A.A., B.A., \u0026amp; H.A. All authors have read and agreed to the published version of the manuscript.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eFunding:\u003c/strong\u003e This study is supported via funding from Prince Sattam Bin Abdulaziz University, Saudi Arabia (Project number: PSAU/2025/02/38963).\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eInstitutional Review Board Statement\u003c/strong\u003e: Institutional Review Board Statement: The study was conducted in accordance with the Declaration of Helsinki. This research complies with all relevant guidelines and regulations for studies involving human subjects. All procedures involving human participants were conducted in accordance with ethical research standards. The study protocol was approved by the Ethics Committee of the College of Tourism and Hotels. Participation was voluntary, and informed consent was obtained from respondents. The questionnaire included a clear statement assuring confidentiality, and no personally identifiable information was collected. Ethical protocols ensured clarity and appropriateness of the survey instrument.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eInformed Consent Statement\u003c/strong\u003e: Informed consent was obtained from all subjects involved in this study\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eData Availability Statement:\u0026nbsp;\u003c/strong\u003eThe information provided in this research can be obtained by contacting the corresponding author.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eAcknowledgments\u003c/strong\u003e: The authors extend their appreciation to Prince Sattam bin Abdulaziz University for funding this research work through the project number (PSAU/2025/02/38963).\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eConflict of Interest\u003c/strong\u003e: The authors declare no conflict of interest. The funders had no role in the design of the study; in the collection, analyses, or interpretation of data; in the writing of the manuscript, or in the decision to publish the results.\u003c/p\u003e"},{"header":"References","content":"\u003col\u003e\u003cli\u003e\u003cspan\u003eHari Wibisono, Y. \u0026amp; Arkeman, S. D. Mira Maulida. Green Competitive Advantage in The Tourism Industry. \u003cem\u003eJ. Sci. Res. Educ. Technol. (JSRET)\u003c/em\u003e. \u003cb\u003e2\u003c/b\u003e, 1727\u0026ndash;1740 (2023).\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eAl-Romeedy, B. S. 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Not Just Surviving in Changing Times: How Sustainability, Agility and Digitalization Intertwine with Organizational Resilience. \u003cem\u003eSustainability\u003c/em\u003e \u003cb\u003e13\u003c/b\u003e, 2052 (2021).\u003c/span\u003e\u003c/li\u003e\u003c/ol\u003e"}],"fulltextSource":"","fullText":"","funders":[],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":true,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":true,"hideJournal":false,"highlight":"","institution":"","isAcceptedByJournal":true,"isAuthorSuppliedPdf":false,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":false,"isPdf":false,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"scientific-reports","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":false,"externalIdentity":"scirep","sideBox":"Learn more about [Scientific Reports](http://www.nature.com/srep/)","snPcode":"","submissionUrl":"","title":"Scientific Reports","twitterHandle":"","acdcEnabled":true,"dfaEnabled":true,"editorialSystem":"stoa","reportingPortfolio":"Scientific Reports","inReviewEnabled":true,"inReviewRevisionsEnabled":true},"keywords":"Organizational learning, green competitive advantage, green workforce agility, organizational intelligence, workplace behavior, organizational behavior, internal communication, tourism and hospitality, SDGs","lastPublishedDoi":"10.21203/rs.3.rs-8866161/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-8866161/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003cp\u003eThis study investigates the mediating roles of green workforce agility and organizational intelligence in the relationship between organizational learning and green competitive advantage in the tourism\u0026ndash;hospitality industry. The study is strategically positioned within the context of SDGs and Saudi Arabia\u0026rsquo;s national priorities for research, development, and innovation under Vision 2030. The study collected data from the employees of travel agencies and hotels, yielding 482 valid responses. The results also indicated that organizational learning has a positive effect on green competitive advantage and green agile workforce, as well as organizational intelligence. Furthermore, we have also discovered that green agile workforce and organizational intelligence are the partial mediators in the association of organizational learning with green competitive advantage. This research extends prior evidence by providing empirical proof that green workforce agility and organizational intelligence operate as key workplace behavioral mechanisms through which organizational learning is translated into green competitive advantage. In doing so, the study reframes sustainability not only as a strategic or technological issue but as a matter of how employees behave, communicate, and coordinate around green objectives inside tourism and hospitality organizations. The results offer a validated framework for tourism enterprises to align their leadership practices, internal communication patterns, and learning structures with Saudi Arabia\u0026rsquo;s economic diversification and sustainability goals, demonstrating how cultivating learning-driven, behaviorally agile workplaces directly contributes to advancing national vision objectives and the broader 2030 Agenda for Sustainable Development.\u003c/p\u003e","manuscriptTitle":"Shaping Green Workplace Behavior in Tourism and Hospitality: Organizational Learning, Workforce Agility and Organizational Intelligence","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2026-03-12 14:33:56","doi":"10.21203/rs.3.rs-8866161/v1","editorialEvents":[{"type":"communityComments","content":0},{"type":"decision","content":"Revision requested","date":"2026-04-28T12:15:07+00:00","index":"","fulltext":""},{"type":"editorInvitedReview","content":"","date":"2026-04-21T07:51:29+00:00","index":"hide","fulltext":""},{"type":"editorInvitedReview","content":"","date":"2026-04-20T09:45:08+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"63117477637121048013904784176633051809","date":"2026-04-19T10:55:46+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"102108018229627688429111585261366038132","date":"2026-04-09T17:59:23+00:00","index":"hide","fulltext":""},{"type":"reviewersInvited","content":"","date":"2026-03-30T07:51:25+00:00","index":"","fulltext":""},{"type":"editorAssigned","content":"","date":"2026-03-12T11:06:49+00:00","index":"","fulltext":""},{"type":"editorInvited","content":"","date":"2026-03-05T05:16:54+00:00","index":"","fulltext":""},{"type":"checksComplete","content":"","date":"2026-02-28T19:16:11+00:00","index":"","fulltext":""},{"type":"submitted","content":"Scientific Reports","date":"2026-02-28T19:09:45+00:00","index":"","fulltext":""}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"scientific-reports","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":false,"externalIdentity":"scirep","sideBox":"Learn more about [Scientific Reports](http://www.nature.com/srep/)","snPcode":"","submissionUrl":"","title":"Scientific Reports","twitterHandle":"","acdcEnabled":true,"dfaEnabled":true,"editorialSystem":"stoa","reportingPortfolio":"Scientific Reports","inReviewEnabled":true,"inReviewRevisionsEnabled":true}}],"origin":"","ownerIdentity":"f5f575b7-8d9e-4c6d-8e3c-78e2eefe879c","owner":[],"postedDate":"March 12th, 2026","published":true,"recentEditorialEvents":[],"rejectedJournal":[],"revision":"","amendment":"","status":"under-review","subjectAreas":[{"id":64260288,"name":"Business and commerce/Business and management"},{"id":64260289,"name":"Social science/Business and management"},{"id":64260290,"name":"Earth and environmental sciences/Environmental social sciences"},{"id":64260291,"name":"Biological sciences/Psychology"},{"id":64260292,"name":"Social science/Psychology"}],"tags":[],"updatedAt":"2026-05-14T09:55:54+00:00","versionOfRecord":[],"versionCreatedAt":"2026-03-12 14:33:56","video":"","vorDoi":"","vorDoiUrl":"","workflowStages":[]},"version":"v1","identity":"rs-8866161","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-8866161","identity":"rs-8866161","version":["v1"]},"buildId":"XKTyCvWXoU3ODBz1xrDgd","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}