Exploring the mediating role of environmental strategy, green innovations, and transformational leadership: the impact of corporate social responsibility on environmental performance.

This study examines the impact of corporate social responsibility (CSR) on environmental performance by utilizing data collected from ten big industrial organizations operating in Lahore, Pakistan. The research data was organized using the cross-sectional process. Of the 316 questionnaires completed by employees, 226 were considered valid, and these responses were used for further PLS analysis. The findings of the research indicate CSR has a moderate impact on environmental performance. Furthermore, the result revealed that green innovation, green capability, environmental strategy, and green transformational leadership are a better ecological performance example that could mediate CSR and environmental performance. This research study postulates the existing resource-based view (RBV) theory for overall directors of industrial organizations and representatives to achieve and manage CSR, green innovation, green capability, environmental strategy, and green transformational leadership to find optimal environmental performance. Thorough study will provide valuable inputs to the overall directors and managers of the enormous industrial sector to support their internal strategies such as CSR, green innovation, green capability, environmental strategy, and green transformational leadership to expand the environmental performance (to help directors, managers, policymakers, and executives to take appropriate/profitable decisions in the future).