Green innovation is an organizational strategy aimed to address climate crises and create low-carbon growth, yet, its implementation remains a significant challenge. We focus on green innovation implementation (GII) and argue that GII is a distinctive strategic process. Traditional innovation implementation, centered on short-term economic growth, can be problematic as it often decouples nature from innovation in the pursuit of profit maximization. Thus, the traditional approach fails to adequately explain GII, specifically, who implements it and how they do it. We adopt a strategy-as-practice perspective and conduct a systematic review of 224 journal articles across various management fields to synthesize existing knowledge of GII. This review makes three main contributions. First, we posit that GII is theoretically distinct with unique implementation challenges: recoupling nature with innovation implementation introduces complex antecedents and environment-inclusive benefits, requiring a long-term implementation process and a broader scope. Second, we develop a framework that synthesizes practitioners, antecedents, processes, and impact of GII from three theoretical foci: (1) resource-based perspective, (2) sustainable value-driven perspective, and (3) institutional perspective. This framework complements the traditional understanding of innovation implementation by offering diverse theoretical insights on GII. Third, we propose theoretical and methodological directions for future research to advance knowledge on green innovation and provide meaningful insights on GII.

Micromanagement (MM) is a popular topic in management circles, where its negative reputation is palpable, and yet academics have not shared this interest. As a result, our understanding of MM is deficient, marred by disjointed definitions and paradoxical views. Our research aims to clarify the construct and measurement of MM through a series of five studies that (1) define the MM construct, (2) develop a psychometrically reliable and valid measure, and (3) validate a preliminary nomological network. Based on combined deductive and inductive approaches, we establish a comprehensive construct definition of MM. Subsequently, we develop and validate a nine-item Micromanagement Scale (MMS-9). Drawing on data from eight distinct samples encompassing 1,723 individuals employed across diverse industries, we found that (a) MM is a hierarchical construct comprising three related core attributes (i.e., controlling, close monitoring, detail focus) and three key features (i.e., excessive, sustained, unnecessary), (b) the MMS-9 exhibits nomological validity, as evidenced by its significant relationships with theorized antecedents (e.g., low trust and leader-member exchange) and consequences (e.g., high turnover intentions and emotional exhaustion), and (c) the MMS-9 demonstrates discriminant and incremental validity against relevant orbiting leadership constructs (i.e., authoritarian leadership, participative leadership, empowering leadership, initiating structure, directive leadership, and abusive supervision). We discuss the implications of the MMS-9’s availability for advancing the study of micromanagement, with particular focus on potential avenues for future research.