Use of TISM and MICMAC methods to assess the influence of behavioral factors on the employment of GSCM in the Indian leather industry

Review Highlights

• •The study's main goal is to comprehend the behavioral factors that influence GSCM employment in the Indian leather sector.

Abstract

The practice of managing the supply chain to lessen negative environmental effects and promote sustainability is known as “green supply chain management” (GSCM). This includes reducing energy and water usage, reducing unused, and utilizing renewable or recyclable materials. Green supply chain management also requires that companies look into the environmental impacts of their suppliers and customers, making sure their practices are sustainable as well. Companies that take part in green supply chain management are oftentimes rewarded with financial incentives, improved customer relations, and employee satisfaction. The Indian leather industry which is the most polluted industry needs GSCM practices at war footing not only for their sustainable operations but for humankind also. Human behavior is a complex and ever-evolving field of study. It is a combination of psychological, biological, and social factors that influence how people think, feel, and act. Human behavior is affected by a variety of external and internal stimuli, including environmental conditions, cultural norms, and individual experiences. As such, it is important to understand the various factors that can shape our behavior to better understand ourselves and others. As a result, it's crucial to comprehend and rate the behavioral aspects that have an impact on GSCM adoption in the Indian leather business. The Green supply chain management decision-makers would find this to be useful in establishing the chain of action for the effective employment of green practises in the Indian leather industry. ISM is a useful approach for understanding the complex relationships between various behavioral elements and their hierarchies in the context of green supply chain management (GSCM) adoption. It can be used to identify the key behavioral factors that influence the effective adoption of GSCM in the Indian leather industry, as well as the interdependencies between these factors. This can help GSCM decision-makers in the Indian leather industry to better understand the challenges and opportunities for implementing sustainable practices throughout their supply chain and to develop effective strategies for addressing them. Additionally, ISM can be used to identify the key drivers and barriers to GSCM adoption, which can inform the development of targeted interventions to promote sustainable practices in the Indian leather sector.

Graphical abstract

Specifications table

Subject area:	Environmental Science
More specific subject area:	Green supply chain management
Name of the reviewed methodology:	Total Interactive Structural Modeling and MICMAC
Keywords:	Green supply chain management, Reverse logistics, TISM and MICMAC.
Resource availability:	NA
Review question:	1. What are the behavioral factor which affects GSCM in the Indian leather industry 2. How behavioral factors are interrelated to each other. 3. identification of critical factors that if curtail can boost GSCM in the Indian leather industry.

Introduction

Environmental degradation is an issue of recent times because of various expansions in production and consumption levels with an increase in supply chain activities. Many Indian industries are adopting the complex approach which is driven by laws and regulations for addressing their environmental issues. In the 21st century where the customer plays a vital role in shaping the strategies of major business houses and industries in particular has pushed the game toward GSCM to a very large extent. Customers play a vital role in shifting the focus toward green products and force major industries to rework their strategies for green supply chain management. The influence exerted by various environmental organisations also pushes the market for green goods and the implementation of a green supply chain. Additionally, a number of businesses are promoting the shift from pollution control to prevention ([11]:21) Fig. 1

Fig. 1.

Graphical representation of ISM.

GSCM is a relatively new concept that has emerged as a way to address the environmental challenges of traditional supply chain management. It is a holistic approach that considers the entire life cycle of a product, from the sourcing of raw materials to the disposal of the final product. This approach allows for the identification and management of environmental impacts throughout the entire supply chain, rather than just at a single point.

In contrast to traditional environmental management, which typically focuses on compliance with regulations and reducing negative impacts, GSCM also emphasizes the optimization of environmental performance and the identification of opportunities for environmental improvement. This includes the use of sustainable materials, the implementation of energy-efficient manufacturing processes, and the reduction of waste and emissions throughout the supply chain.

GSCM also places an emphasis on collaboration and communication among supply chain partners, and the integration of environmental considerations into decision-making throughout the supply chain. The implementation of GSCM can lead to cost savings, improved environmental performance and reputation, and increased innovation and competitiveness for companies [12].

The leather production process typically includes several distinct steps, including preparation, tanning, and crusting. The following list of procedures that leathers go through differs depending on the type of leather: -

• (a)Tanning: Tanning is the first and most important step in leather manufacturing. This process involves treating hides or skins with tannins, minerals, and other materials to make them soft, flexible, and resistant to water and decay.
• (b)Splitting: Splitting is the process of slicing the hide into thinner parts. This helps to ensure that the leather is of a consistent thickness and offers greater flexibility.
• (c)Dyeing: The technique of dyeing involves coloring the leather. Numerous techniques, like painting, staining, and the use of natural dyes, can be used to achieve this.
• (d)Finishing: Finishing is the process of adding protective layers to the leather. This includes waxes, oils, and sprays that help to make the leather more resistant to water, stains, and scratches.
• (e)Cutting: Cutting involves forming the leather into the appropriate shape for the product. A number of techniques, including manual cutting and the use of die-cutting machines, can be used to accomplish this.
• (f)Stitching: Stitching is the process of joining the pieces of leather together. This is usually done with heavy-duty thread and specialized machines.
• (g)Assembling: Assembling is the process of putting all the pieces together to create the finished product. This includes the use of adhesives, rivets, and other.

Leather manufacturing is a potentially polluting industry, as it can generate toxic by-products, such as chromium, sulfates, and formaldehyde. The leather industry is also associated with air, water, and soil contamination from the use of dyes and other chemicals. To reduce pollution from leather manufacturing, companies can improve their waste-water treatment systems, use more environmentally friendly chemicals and dyes, and reduce their use of hazardous chemicals and materials. Additionally, businesses should take steps to reduce air pollution from tanning processes, such as using more efficient ovens, reducing the amount of dust generated, and using better ventilation systems.

The Indian leather sector has faced challenges in terms of its public image, in part due to concerns about its social and environmental performance. In particular, the sector has been criticized for its impacts on animal welfare, water and air pollution, and the use of hazardous chemicals in the tanning process. These issues have led to a negative perception of the industry among some consumers, who may prioritize social and environmental considerations over factors such as pricing, quality, and safety when evaluating products from the Indian leather sector.

To address this, the Indian leather sector has been working to improve its environmental and social performance, through the implementation of sustainable practices and the adoption of international standards such as ISO 14,001 and Leather Working Group. This approach has helped the sector to improve its reputation and to better align its practices with the expectations of consumers, regulators, and other stakeholders. Additionally, the Indian leather industry is taking various steps to improve the public image of the sector such as promoting sustainable practices, improving supply chain transparency, and implementing the use of eco-friendly materials in the production process.

For successful implementation of GSCM in the Indian leather industry, an understanding of various factors need to be undertaken to get a clear and broader idea of GSCM implementation. Since all of these factors are significantly influenced by human behavior as a whole, identifying, locating, and looking into the numerous behavioral factors is the most crucial exercise to completely comprehend the application of GSCM in the Indian leather sector. Consequently, the main goal is to investigate the following:

• (a)To identify and discover the various behavioral factors that can have an impact on the successful implementation of Green supply chain management in Indian leather industries.
• (b)To establish the interdependency among these behavioral factors and evaluate their hierarchy.
• (c)Brainstorm the utility of this framework for top management and decision-makers in government for the improvement of the Indian leather framework.

Literature review (Step1)

At this stage, the appropriate literature on GSCM in the Indian leather industry and various behavioral factors are explained below:-

Green supply chain management

The primary goal of Green Supply Chain Management (GSCM) is to integrate environmental considerations into supply chain management practices. This includes reducing the environmental impact of supply chain activities, such as transportation, production, and waste management, while also improving efficiency and reducing costs. It has become the most focused area among the formerly related aspects of supply chain management over the last ten years. There are two basic sources of GSCM. First, green management frequently utilize a life cycle assessment (LCA) technique to analyze a product's influence on the environment. As a second approach, integrated environmental issues with supply chain practices can help improve the process and optimize it. Green supply chain management contributes to meeting and maintaining minimal legal and regulatory limits for permissible pollution levels by minimizing inefficient use of energy resources

Green supply chain management (GSCM) has been studied in a wide range of industries, including the automotive, computer hardware, mobile phone, textile and apparel, nuclear power, and bottling and packaging industries. These studies have aimed to understand the challenges and opportunities for implementing sustainable practices throughout the supply chain and to identify the key drivers and barriers to GSCM adoption in these sectors.

For example, the automotive industry has been the subject of numerous studies on GSCM, with a focus on reducing environmental impacts throughout the supply chain, including the sourcing of raw materials, the design and manufacture of vehicles, and the end-of-life management of vehicles. The computer hardware industry has also been studied in the context of GSCM, with a focus on reducing the environmental impacts of electronic waste and the use of hazardous chemicals in the production process.

GSCM in Indian leather industry

Several players in the Indian leather industry have adopted clean production methods and environmental management systems (EMS), according to a comprehensive study of the literature; these practises are deemed to be in line with the objectives of Green Supply chain management. These CP and EMS techniques were implemented for a variety of purposes, including compliance with government rules, obtaining human rights to work, attracting economic investors, and improving environmental effectiveness.

Behavioral factors

The desire to do a job or a job process is very important, even more, important than a person's ability to do a job. It is a well-known fact that if a person does not have passion and enthusiasm for work, no one can exceed the work or exceed his capacity. Their desire is often a function of behavioral change, but human capacity is a combination of their knowledge, skills, and experience. Actions represent aspects that can influence a person's behavior in working towards a particular goal. Behavioral activities are important for the installation and overall improvement of any management program, according to experts from many domains. These behavioral events are dynamic and flexible; therefore, they require special attention when designing any management system. A lot of evidence from previous research that talks about these behavioral activities also shows better results ([3]:21).

Behavioral factors in GSCM(Step2)

Behavioral factors in green supply chain management refer to the actions and attitudes of individuals and organizations that can positively or negatively impact the implementation and success of sustainable practices in the supply chain. Examples of positive behavioral factors include a commitment to sustainability by top management, open communication and collaboration among supply chain partners, and employee engagement in green initiatives. Negative behavioral factors may include a lack of understanding or buy-in from employees, resistance to change, and a lack of accountability for sustainable performance. Addressing these behavioral factors is important for the success of green supply chain management efforts ([13]:21).

Top management support

Top administration commitment is frequently used to gage an organization's efforts and plans for tackling anti-environmental activities in its supply network. Previous studies have shown that the support and involvement of top management have contributed to the success of GSCM practices. top managers in environmental businesses play a key role in creating a culture that supports sustainable practices. They can do this by setting clear and measurable sustainability goals, providing the necessary resources for employees to implement green initiatives, and creating an open and transparent communication system where employees feel comfortable sharing their ideas and concerns. They can also provide training and education opportunities to help employees understand the importance of sustainability and the specific actions they can take to support it. Additionally, by involving employees in decision-making processes and empowering them to take ownership of environmental management decisions, top managers can foster a sense of commitment and accountability among the workforce. This can help ensure that sustainable practices are integrated throughout the organization and that the company is better equipped to identify and manage environmental risks.

Appraisal of performance and reward

Performance evaluation is a strategic procedure that links human resources operations with organisational policies. It is also referred to as a common term used by companies to evaluate the performance of employees, develop their skills, improve their performance, and finally distribute rewards. Many companies have begun to set environmental objectives for their workers, whose results are compared as part of the individual corporate performance assessment program. For example, Xerox's research and reward system has been a major contributor to employee innovation in the zones of surplus reduction and recycling. Companies working to accomplish their long-term sustainability goals must ensure that their compensation and reinforcement systems reflect the industry's commitment to green performance to encourage and promote the behaviors sought by their workers [6].

Communication

Regular communication between management and employees is very important. A recent study shows that workers often complain that they do not know enough about environmental problems. Regular communication is important for an organization's environmental strategy, programs, and goals are very important and must be transferred to the employee to achieve long-term success. Workers will be more involved in the effort if management communicates effectively about the relevance of the sustainability organization program, its purpose, and its participation in recognizing and controlling ecological issues. Unofficial communication helps workers to propose innovative approaches to successfully lessen the organization's impact. A feedback system built on efficient communication is required to inspire, guide, and allow productive conduct while discouraging poor behavior. Because the excitement and passion connected with the early phases of environmental initiatives might fade with time, an absence of adequate feedback and communication can lead to insufficient worker efforts to enhance the environment [7].

Green training

An effective training program is defined as a systematic process that guides an organization's or employee's behaviors toward the achievement of specific organizational objectives. Because of the cultural character of GSCM, workers require proper environmental training, since poor training may result in incompetent staff who will not engage in GSCM's environmentally friendly initiatives. Workers are becoming more conscious of quality and environmental problems as a result of adequate education and training, and they become more responsive to change and engaged in their approach to it. In addition to increasing employee motivation toward environmental practices, environmental training programs also promote good environmental practices by increasing employee motivation toward environmental improvement, encouraging innovation within the company, and enhancing collaboration.

Employee empowerment

Worker empowerment to solve environmental challenges is described as a method by which an institution's management distributes power to its workers. Employee participation initiatives can achieve the best outcomes by empowering workers and recognizing them as key partners in a business. It is therefore beneficial and essential for the organization to empower its employees to achieve its environmental objectives. A simpler, more horizontal organisational structure is essential for empowerment, rather than the usual top-down organisational structure, which often limits employee empowerment.

Employee empowerment has the potential to produce a variety of benefits for businesses, including increased job satisfaction, improved decision-making, and increased employee commitment. Another basic achievement element of viable GSCM is representative inclusion. Employees that are empowered have more freedom and authority to make decisions, which leads to a greater percentage of employee satisfaction in environmental development activities [1].

Team work

“Teamwork” refers to a small group of people that have equally skilled, mutual interests, and views and are dedicated to accomplishing shared or shared targets that will secure the collective's incorporation. By utilizing the collective knowledge of individuals, teamwork aids the organization in solving complex problems, preventing duplication of effort, and completing numerous tasks simultaneously. According to previous research in environmental management, effective teamwork significantly enhances environmental performance.

Work culture

Work culture may be characterized as a set of core ideas that a group makes, develops, or discovers as it grows to deal with difficulties of internal integration or external fit. An organization's culture can either encourage or discourage employees' interest in environmental management. A company's green work culture shows its willingness or obligation to perform in an ecologically responsible manner, and such a culture tends to attract more motivated and capable employees. Those with inflexible, top-heavy, and bureaucratic organisational structures find it more difficult to execute changes than organisations with lean and agile structures. This demonstrates the significance of organizational culture. Therefore, the organizational culture may support or undermine efforts to improve the environment. Enhanced responsiveness to creativity and risk-taking is ensured by a company culture that promotes employee involvement and builds a sense of trust among both management and employees [15].

Mutual trust and respect

Mutual trust and respect are important factors in creating a positive and productive work environment in a factory setting. When employees trust and respect their managers and colleagues, they are more likely to feel engaged and motivated in their work. This can lead to increased productivity, improved quality of work, and a reduction in turnover and absenteeism.

Respect can be fostered by treating employees with dignity and fairness. Managers should avoid discrimination and favoritism, and should be willing to listen to and consider the perspectives of all employees. They should also acknowledge and reward good work, and provide opportunities for employees to develop their skills and advance in their careers.

Creating a culture of mutual trust and respect can also improve employee satisfaction and lead to a more positive work environment, which can help to attract and retain top talent, increase employee engagement and improve overall performance of the factory.

Minimizing resistance to change

Humans are especially resistant to change, and this propensity is not any different when change is required in the workplace. Minimizing resistance to change is an important aspect of implementing changes in any organization. Resistance to change can come from employees, managers, or other stakeholders and can slow down or even derail the implementation of new processes or systems. Implementing changes can be difficult, but with the right strategies and approach, it is possible to minimize resistance and ensure the success of the change initiative

Green innovation

Green innovation refers to the development and implementation of new products, services, and processes that are environmentally friendly and sustainable. It encompasses a wide range of activities, including research and development, design, marketing, and commercialization of eco-friendly products and services. Green innovation can be applied to various industries, such as energy, transportation, construction, and agriculture [9].

Employee participation in ongoing innovation is encouraged through employee incentive programs and environmental training, and these inventions lead to increases in the organization's ecological efficiency. The financial stability of a company might be another factor supporting its innovative culture. According to Beard and Hartmann (1997) and Ramus (2002), employee invention or creativity is a valuable resource for businesses looking to solve environmental issues and helps them achieve their goals of making significant, ongoing changes [14].

Green motivation

The need to inspire employees to the strategy's success stems from the fact that they are directly responsible for its implementation. As a result, supervisors and executives are continuously looking for new ways to motivate their employees to begin implementing GSCM. It is possible to describe motivation as the psychological aspect that can change an employee's behavior toward any assigned labor or task inside an organization from negative to positive. A group motivating notion, morale is typically an automatic result of management's encouraging and supportive approach to its employees' demands [5].

In a GSCM setting, a succession of human needs that are equally important is identified by Maslow's hierarchy of needs. More impactful than any slogans, banners, or lectures is the fundamental salary of every employee, set at a level that can meet his necessities. Employee motivation is largely decided by other factors such as worker safety, job stability, and a free and impartial work environment. As a result, to continually increase the work-life balance, leaders should address motivating variables such as job redesign, career growth, incentives, and appreciation. Leadership should, ideally, develop a sense of involvement in all workers and include them at all stages of decision-making.

Strategic planning

Strategic planning in Green Supply Chain Management (GSCM) involves identifying and implementing environmentally sustainable practices throughout the entire supply chain, from sourcing raw materials to delivering finished products to customers. It involves setting goals and objectives, developing strategies and tactics, and creating action plans to achieve those goals. Preparation may help with both the formulation of long-term approaches required to attain GSCM goals and the selection of GSCM goals. The present market climate, which includes rapid technical breakthroughs, client and industrial behavioral shifts, and demand from diverse communities and governments, needs good strategic planning for the success of greening projects in the supply chain [4].

The present study understands the role of behavioral factors in the successful implementation of GSCM in the Indian leather industry. Behavioral factors play a crucial role in the successful implementation of GSCM as they influence the attitudes, beliefs, and actions of the individuals and organizations involved in the supply chain. The success of GSCM implementation in the Indian leather industry is heavily influenced by behavioral factors. Addressing these factors can lead to a more sustainable and environmentally friendly supply chain, which can benefit both the industry and the environment.

Method details

Interpretive Structural Modeling (ISM) is a widely used technique in supply chain management research to analyze the relationships between different factors and identify the key drivers and barriers of a specific process or phenomenon. In the context of the Indian leather industry, ISM was used to identify the key behavioral factors influencing the implementation of Green Supply Chain Management (GSCM) practices. Furthermore, it is structurally sound because it may provide an overall framework for a situation with many variables and numerous interactions. The aims of employing ISM are to investigate a complex subject using rigorous and logical reasoning supported by expert viewpoints, to discover subtle relationships between variables, and to present them in an organized format. Despite being created as a group learning approach, ISM may be utilized alone.

In the ISM technique, transitivity and reachability are two fundamental ideas. If an element “k” is connected to an element “j,” and “j” is related to element I, then element “k” is connected to element I based on the transitivity concept. Transitivity contributes to conceptual coherence. The ISM methodology's foundational idea is reachability. The connection between the identified elements, on the other side, is compared pair-wise.

A binary matrix is used to represent this information. If the ith factor will assist in achieving the jth factor, then the cell j) of the reachability matrix is assigned a value of “1,” otherwise the cell is assigned a value of “0.” (i, j). Additionally, the reachability matrix's transitivity attribute permits some of its cells to be filled using inference. The entries I j) = 1 and (j, k) = 1 in a matrix imply that I k) = 1. A precise comparison is not necessary [2].

ISM is a controlling approach that has remained effective in a variety of industries, including energy saving in the Indian cement industry, vendor selection, productivity enhancement, third-party logistics, and reverse logistics. The following are the stages for building an ISM-based model.

Structural self-interaction matrix (SSIM)

The creation of an initial structural self-interaction matrix (SSIM) illustrating the interrelationships between the variables is the first stage in the ISM approach. Expert consultation, which is based on several management strategies like brainstorming and nominal group methodology, is used to build the contextual relationships between the identified components. To determine the nature of contextual interactions among several behavioral elements influencing GSCM practices in the Indian leather sector, the opinions of industry and academic experts are employed.

The interdependencies among the behavioral factors are diagnosed using a contextual relationship of the 'leads to' kind. Work culture, for instance, encourages employee participation. When constructing contextual relationships among extra variables, the contextual relationship for each variable, the existence of any relationship between any two variables I and j), and the direction of that link are all taken into account. The following four symbols are used to express the direction of the link between variables I and j):

V: Factor I will aid in the achievement of factor j.

V: Factor I will aid in the achievement of factor j.

X: The contributions of factors I and j will aid each other.

O: Factors I and j have no connection.

As stated in Table 1, the SSIM is created for the 12 primary variables acting as behavioral determinants in the GSCM procedures in the Indian leather sector based on the relevant linkages.

Table 1.

Structural self-interaction Matrix (SSIM).

Variables	1	2	3	4	5	6	7	8	9	10	11	12
Top management support		V	V	V	V	V	V	V	V	V	V	V
Performance appraisal and reward			O	A	O	V	A	V	O	V	V	A
Communication				A	O	V	A	V	O	V	V	A
Green training					V	V	V	V	V	V	V	A
Employee empowerment						V	A	V	O	V	V	A
Teamwork							A	A	A	V	A	A
Work culture								V	V	V	V	A
Mutual trust and respect									A	V	V	A
Minimizing resistance to change										V	V	A
Green innovation											A	A
Green motivation												A
Strategic planning

Type V: Classification Xi has an effect on the Classification Xj;.

Type A: Classification Xj has an effect on the Classification Xi;.

Type X: Classification Xi has a reciprocal effect on the Classification Xj;.

Type O: Classification Xi has no effect on Classification Xj and vice versa.

Reachability matrix

By replacing V, A, X, and O with 1 and 0 following the replacement criteria (Barve et al., 2009) listed below, the SSIM is converted into a binary matrix known as the initial reachability matrix: if the (i, j) entry in the SSIM is V, then the (i, j) item in the reachability matrix is transformed into 1 and the (j, i) entry becomes 0 if the (i, j) entry in the SSIM is A, then the (i, j) item in the reachability matrix is transformed into 0 and the (j, i) entry becomes 1 if the (i, j) entry in the SSIM is X, then the (i, j) item in the reachability matrix is transformed into 1 and the (j, i) entry becomes 1 if the (i, j) entry in the SSIM is O, then the (i, j) item in the reachability matrix is transformed into 0 and the (j, i) entry becomes 0

Following the transitivity principle, the final reachability matrix is created from the initial reachability matrix as shown in Table 2. Additionally, each variable's influence and reliance are displayed in this table. The maximum number of variables impacted by a particular factor is known as its driving power, whereas the total number of variables influencing that factor is known as its dependency [8].

Table 2.

Reachability matrix (RM).

Variables	1	2	3	4	5	6	7	8	9	10	11	12	Driving Power
Top management support	1	1	1	1	1	1	1	1	1	1	1	1	12
Performance appraisal and reward	0	1	0	0	0	1	0	1	0	1	1	0	5
Communication	0	0	1	0	0	1	0	1	0	1	1	0	5
Green training	0	1	1	1	1	1	1	1	1	1	1	0	10
Employee empowerment	0	0	0	0	1	1	0	1	0	1	1	0	5
Team work	0	0	0	0	0	1	0	0	0	1	0	0	2
Work culture	0	1	1	0	1	1	1	1	1	1	1	0	9
Mutual trust and respect	0	0	0	0	0	1	0	1	0	1	1	0	4
Minimizing resistance to change	0	0	0	0	0	1	0	1	1	1	1	0	5
Green innovation	0	0	0	0	0	0	0	0	0	1	0	0	1
Green motivation	0	0	0	0	0	1	0	0	0	1	1	0	3
Strategic planning	0	1	1	1	1	1	1	1	1	1	1	1	11
Dependence Power	1	5	5	3	5	11	4	9	5	12	10	2

Level partitions

The reachability and antecedent set for each variable were found in the final reachability matrix, which was then divided into levels. A variable's reachability set is made up of the variable itself plus any further factors that may help it be achieved, while its antecedent set is made up of additional variables that may assist the variable to be achieved.

We first identified the antecedent and reachability set for each variable, and then we identified the intersection for each variable. The top level (Level I), or the top place in the hierarchy, is occupied by variables whose intersection set and reachability set match. The top-level variable is removed from the list of variables once it has been partitioned, and this procedure is repeated until all of the variables' levels have been determined. Green innovation, the tenth variable, is found to be the top-level variable in Table 3 and hence holds the top spot in the ISM hierarchy. The digraph and final ISM model were constructed using the specified levels of the variables (Table 4).

Table 5.

Level partitioning iterations.

Elements(Mi)	Reachability Set R(Mi)	Antecedent Set A(Ni)	Intersection Set R(Mi)∩A(Ni)	Level
1	1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12,	1,	1,
2	2, 6, 8, 10, 11,	1, 2, 4, 7, 12,	2,
3	3, 6, 8, 10, 11,	1, 3, 4, 7, 12,	3,
4	2, 3, 4, 5, 6, 7, 8, 9, 10, 11,	1, 4, 12,	4,
5	5, 6, 8, 10, 11,	1, 4, 5, 7, 12,	5,
6	6, 10,	1, 2, 3, 4, 5, 6, 7, 8, 9, 11, 12,	6,
7	2, 3, 5, 6, 7, 8, 9, 10, 11,	1, 4, 7, 12,	7,
8	6, 8, 10, 11,	1, 2, 3, 4, 5, 7, 8, 9, 12,	8,
9	6, 8, 9, 10, 11,	1, 4, 7, 9, 12,	9,
10	10,	1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12,	10,	1
11	6, 10, 11,	1, 2, 3, 4, 5, 7, 8, 9, 11, 12,	11,
12	2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12,	1, 12,	12,
1,2,3,4,5,6,7,8,9

Table 3.

Final reachability matrix (FRM).

Variables	1	2	3	4	5	6	7	8	9	10	11	12	Driving Power
Top management support	1	1	1	1	1	1	1	1	1	1	1	1	12
Performance appraisal and reward	0	1	0	0	0	1	0	1	0	1	1	0	5
Communication	0	0	1	0	0	1	0	1	0	1	1	0	5
Green training	0	1	1	1	1	1	1	1	1	1	1	0	10
Employee empowerment	0	0	0	0	1	1	0	1	0	1	1	0	5
Team work	0	0	0	0	0	1	0	0	0	1	0	0	2
Work culture	0	1	1	0	1	1	1	1	1	1	1	0	9
Mutual trust and respect	0	0	0	0	0	1	0	1	0	1	1	0	4
Minimizing resistance to change	0	0	0	0	0	1	0	1	1	1	1	0	5
Green innovation	0	0	0	0	0	0	0	0	0	1	0	0	1
Green motivation	0	0	0	0	0	1	0	0	0	1	1	0	3
Strategic planning	0	1	1	1	1	1	1	1	1	1	1	1	11
Dependence Power	1	5	5	3	5	11	4	9	5	12	10	2

Table 4.

Level partitioning (LP).

Elements(Mi)	Reachability Set R(Mi)	Antecedent Set A(Ni)	Intersection Set R(Mi)∩A(Ni)	Level
1	1,	1,	1,	9
2	2,	1, 2, 4, 7, 12,	2,	5
3	3,	1, 3, 4, 7, 12,	3,	5
4	4,	1, 4, 12,	4,	7
5	5,	1, 4, 5, 7, 12,	5,	5
6	6,	1, 2, 3, 4, 5, 6, 7, 8, 9, 11, 12,	6,	2
7	7,	1, 4, 7, 12,	7,	6
8	8,	1, 2, 3, 4, 5, 7, 8, 9, 12,	8,	4
9	9,	1, 4, 7, 9, 12,	9,	5
10	10,	1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12,	10,	1
11	11,	1, 2, 3, 4, 5, 7, 8, 9, 11, 12,	11,	3
12	12,	1, 12,	12,	8

ISM-based model formation

The structural model of the behavioral aspects is built using the level divisions in Tables 3 and 4, and the final digraph is built using reduced transitivity in accordance with the ISM approach. Finally, as illustrated in Fig. 2, the digraph is changed into the ISM. Support from top management (variable 1) results in strategic planning (variable 12). Green training (variable 4) is the consequence of strategic planning, and work culture follows (variable 7).

Fig. 2.

Driving power and dependence diagram.

Workplace culture promotes employee empowerment, performance evaluation and incentives, corporate communication, and the lessening of change resistance, all of which lead to mutual respect and trust. Green motivation arises from respect and mutual trust. Green innovation is the result of a collaborative effort that is sparked by green inspiration.

Establish a contextual relationship between variables (Step 3) and develop structural self-interaction matrix (SSIM) (Step 4)

The structural self-interaction matrix (SSIM) is populated after collecting the response from all stakeholders during various interviews and the same is reflected below in Table 1

Reachability matrix (RM) (Step 5)

The following rules are used to construct the reachability matrix from the SSIM created in the preceding step:

• I.If Xi,j entry in SSIM is V, then Xi,j is set to 1, and Xj, i is set as 0;
• II.If Xi,j entry in SSIM is A, then Xi,j is set to 0, and Xj, i is set as 1;
• III.If Xi,j entry in SSIM is X, both Xi,j, and Xj, i is set as 1;
• IV.If Xi,j entry in SSIM is O, both Xi,j, and Xj, i are set as 0.

Final reachability matrix (FRM) (Step 6)

The final reachability matrix is reflected in Table 3 and is generated from the Initial reachability matrix taking into consideration the transitivity rule, i.e., if a variable ‘1’ is related to ‘2’ and ‘2’ is related to ‘3’, then ‘1’ is necessarily related to ‘3’.

Level partitioning (LP)

Level partition for categories. The aforementioned reachability matrix was divided into layers. The values in Table 4 served as the foundation for the reachability and antecedent sets for each category. Each category's reachability goal includes both that category and any other categories it might have an impact on. The list of categories that may have an impact on a particular category is its antecedent set. For each category, the intersection of these sets was also determined.

Level partitioning iterations

In this stage, the common level from the previous step is combined with the antecedent set A and intersection set R to get the top level in this situation. In the following stage, the conical matrix is created by formulating level partitioning interactions to determine the top level among numerous levels.

Conical matrix (CM) form (Step 7) and formation of ISM model (Steps 8, 9, 10, and 11)

The partitioned reachability matrix is reorganized by its members according to their level to create the conical matrix, which implies that all of the elements with the same level are combined. The digraph is the name given to the generated graph. The digraph is finally transformed into the ISM model when the transitivities are eliminated, as stated in the ISM approach.

Driving power and matrix

The categories were divided into the following four sectors or clusters: autonomous, dependent, linkage, and independent (Fig. 2). The market is dominated by autonomous barrier kinds with the minimal driving force and dependency. Because none of the barrier categories were allocated to this location, all categories are connected to the system in a fairly weak way. Sector II is made up of dependent barrier types with a low driving power but a high dependence power. This sector was not classified under any of the barrier categories. Linkage elements, which belong to Sector III, are categories with strong driving and dependent powers.

MICMAC analysis

The driving power (DP) and dependence power of the behavioral components are investigated using MICMAC analysis. The behavioral components are split into four distinct groups based on this research. The first cluster includes variables known as autonomous variables, which have low Driving Power and dependability power. These variables only have a few weak links connecting them to the system, which makes them relatively isolated from it. Strongly dependent variables with weak driving forces make up the second cluster.

The factors in the third cluster have strong driving and dependency power. These variables are unstable and are referred to as linkage variables. Any modification to these connecting variables will affect other variables and may have positive feedback on those same variables. The independent variables are included in the fourth group of variables. Although they have a high driving force, these factors only have a weak dependence on other variables. Table 6 displays the DP and dependency of each of these factors. In this table, the dependency and DP are indicated by entries with the number “1” added along the columns and rows, respectively).

Table 6.

Conical matrix.

Variables	10	6	11	8	2	3	5	9	7	4	12	1	Driving Power	Level
10	1	0	0	0	0	0	0	0	0	0	0	0	1	1
6	1	1	0	0	0	0	0	0	0	0	0	0	2	2
11	1	1	1	0	0	0	0	0	0	0	0	0	3	3
8	1	1	1	1	0	0	0	0	0	0	0	0	4	4
2	1	1	1	1	1	0	0	0	0	0	0	0	5	5
3	1	1	1	1	0	1	0	0	0	0	0	0	5	5
5	1	1	1	1	0	0	1	0	0	0	0	0	5	5
9	1	1	1	1	0	0	0	1	0	0	0	0	5	5
7	1	1	1	1	1	1	1	1	1	0	0	0	9	6
4	1	1	1	1	1	1	1	1	1	1	0	0	10	7
12	1	1	1	1	1	1	1	1	1	1	1	0	11	8
1	1	1	1	1	1	1	1	1	1	1	1	1	12	9
Dependence Power	12	11	10	9	5	5	5	5	4	3	2	1
Level	1	2	3	4	5	5	5	5	6	7	8	9

The result is a driver power-dependence diagram, as shown in Fig. 3. According to Table 2, “Top management support” (variable 1) has a driving power of 12 and a dependence of 1. The variable is located at that place in the driving-dependence power diagram because it has a driving power of 12 and a dependency of 1.

Fig. 4.

Final model.

Fig. 3.

ISM model for the barrier classification affecting GSCM in India.

Factors 2 (performance appraisal and reward), 3, communication, 5, employee empowerment, and 9 (minimizing resistance to change) are all dependent on and driven by factor 5. Thus, the parts of Fig. 3 are designed so that their placement reflects a driving power and reliance of 5 each.

Results, discussion, and managerial implication

Green Supply Chain Management is a fusion of normal supply chain operations with environmental commitment. The primary goal of GSCM is to either enhance or protect the environment, but not to allow it to further deteriorate by using fewer resources and energy. The present study's goal is to research and assess the role of a behavioral factor in the adoption of GSCM in the Indian leather industry [10].

Using interpretative structural modeling (ISM), a logical framework for discovering correlations among diverse behavioral aspects was devised, which can assist managers in better prioritize their available resources while attempting to modify desired human behavior. These modifications are necessary to enhance GSCM practices in any industry. Driver power dependence diagram in Fig 2 (driver power-dependence diagram) (Driver power dependency diagram) Cluster I is illustrated as having elements like “performance evaluation and reward,” “communication,” “employee empowerment,” and “minimizing resistance to change.” Few autonomous variables exist in the system, which raises the possibility of a disjointed decision-making process. The widespread use of these systems shows that these elements have an impact on “work culture,” and that a change in or enhancement of work culture will especially help these factors in the current system. Dependent variables include things like “teamwork,” “mutual trust and respect,” “green innovation,” and “green inspiration” (Fig. 2). According to the absence of a factor in the third cluster, no discovered behavioral components are unstable. Furthermore, the fourth cluster, as illustrated in Fig. 2, exhibits the behavioral features of “top management support,” “green training,” “work culture,” and “strategic planning.” Because of the factors' high driving power and low dependency, these behavioral features must be addressed as important drivers for an effective transition from traditional supply chain management to global supply chain management (GSCM).

An important element in encouraging workers to perform better is motivation. It can be intrinsically motivated or extrinsically motivated, and it can be influenced by a variety of things like rewards, recognition, job security, and prospects for career progression. Another critical element that influences employee performance is job satisfaction. It depends on several factors related to the job, including working conditions, pay, perks, and job autonomy. Finally, loyalty to the company plays a significant role in determining how well employees work. Effective management-employee communication, praise for good performance, and a sense of belonging to the company are all ways to build this commitment.

The suggested ISM model has been successfully employed as a supporting tool in circumstances when management must immediately demonstrate the issue and determine its root cause without using surveys or statistical models due to time restrictions. Decision-makers may find it helpful to grasp the relative relevance of behavioral components and to pinpoint key behavioral variables for successful GSCM using the ISM-based hierarchical model employed in this study. This model can also be used to pinpoint possible problem areas and suggest fixes for a smooth transition.

The key findings of the present research are

According to the ISM-based hierarchy, “top management support” is the most crucial behavioral characteristic. As we discuss in our research, ‘top management support’ is the major component that drives other components, underscoring the importance of human factors in agile supply chains.

Both ‘Green innovation’ and ‘Team work’ occupies the highest hierarchical level in the ISM hierarchy and ‘teamwork’ stands second to ‘green innovation’. These characteristics might indicate the desired goal of GSCM implementation. To achieve these goals, the bottom-level variables must be continually improved.

The elements “empowerment of employees,” “performance appraisal and reward,” “communication,” and “minimizing resistance to change” are found in the intermediate levels of the ISM hierarchy. This area implies that these factors have both a strong driving force and a substance abuse problem. These variables need to be treated with special caution because of the interdependency and dependence they exhibit, which create a complex web of relationships. Additionally, the ISM-based model demonstrates unequivocally that these variables are unrelated, indicating that enhancing one does not automatically improve the other variables at this level.

The primary behavioral component that influences other factors is described as Variable 1, or “Top Management Support.” The initiative and support of top management can result in the success of GSCM-related educational and training programs, as well as broad changes in the working environment. This assistance might come in the form of resources, objectives, and a work environment that promotes initiative and creativity on the part of the staff.

The relationship between employees and employers will be strengthened by a better work environment, which will also encourage employees to respect and trust one another and work together to accomplish organisational goals. Technical developments will be made possible by employee enthusiasm, cooperation, and devotion, increasing the effectiveness of GSCM. Additionally, a stronger work environment can encourage a sense of loyalty and commitment to the company, which can enhance GSCM performance.

Concluding remarks

Any business strategy's ability to succeed is largely reliant on the organization's human resources. Employees are the main source of organizational strength, and they are crucial to putting top management's strategies into action. Understanding the behaviourbehavioralelements that influence the readiness and efficacy of human resources is crucial, though. These elements include dedication to the organization, job satisfaction, and motivation.

This research project examined the behavioral factors that must be taken into consideration for any conventional supply chain to successfully be transformed into a green supply chain. The system's structure is unclear due to the interdependence of the twelve behavioral components that have been identified.ISM has been employed as a crucial tool in this scenario because it can provide a clear, well-defined framework for challenges like this. The main system components, their interrelationships, and how each component affects overall performance may all be determined with the aid of ISM. ISM can also assist in locating areas for improvement and offer suggestions for transitioning successfully.

This model does not quantify the influence of each behavioral element, although giving useful insight into how they interact to affect GSCM practices in the Indian leather industry. In future studies, a graphic theoretic and matrix approach might be employed to quantify the effects of each element. Furthermore, this model has not been statistically validated and is simply reliant on the expert's assessment. As a result, the model and its conclusions may indeed be verified in the future using structural equation modeling (SEM).

Ethics statements

No participant data was collected during the study of behavrioual factors for the Indian leather industry.

CRediT author statement

Manoj Kumar conceived and designed the whole review and understanding of behavioral factors T Joji Rao: Conceptualization and Validity tests. Manoj Kumar and T Joji Rao analyzed the data and worked on the methodology. Manoj Kumar wrote the paper in collaboration with all co-authors. Both authors have read and approved the final manuscript.

Declaration of Competing Interest

The authors declare that they have no known competing financial interests or personal relationships that could have appeared to influence the work reported in this paper.

Data availability

• Data will be made available on request.