Journal of Contemporary Issues in Business and Government Vol. 27, No. 3, 2021 https://cibg.org.au/ P-ISSN: 2204-1990; E-ISSN: 1323-6903 DOI: 10.47750/cibg.2021.27.03.254 Copyright © The Author(S) 2021. Published By Society Of Business And Management. This Is An Open Access Article Distributed Under The CCBY License. (Http://Creativecommons.Org/Licenses/By/4.0/) Green Organizational Identity: Anticedents And Consequences: An Empirical Study TANIA MUSHTAQUE 1 , MUHAMMAD NAWAZ TUNIO 2* , ZUNERA AKBAR 3 , MUSHTAQUE JARIKO 4 1 Institute of Business Administration, University of Sindh, Jamshoro, Pakistan 2 Greenwich Univsity, Karachi, Pakistan, Department of Business Administration, Alpen Adria University, Klagenfurt, Austria 3 Department of Business Administration, University of the Punjab, Gujranwala Campus, Pakistan 4 Institute of Business Administration, University of Sindh, Jamshoro, Pakistan Abstract: Purpose: This study aims to test the framework of green organizational identity to check the positive impact of environmental organizational culture and environmental leadership on green innovation performance and green competitive advantage and via mediator – green organizational identity. Design/methodology/approach: Cross‐sectional research design was applied to this study. Data collected from 400 respondents and proposed hypothesis were verified through Structural Equation Modelling (SEM) technique and mediation analysis. Findings: Findings indicate a positive impact on green organizational identity. Besides this green organizational identity plays a partial mediator role and has a positive impact on green competitive edge and green innovation performance. Small and medium enterprises (SMEs) have a low environmental organizational culture that environmental organizational culture and environmental leadership have significant and environmental leadership than large organizations. SMEs should improve their environmental organizational culture and environmental leadership to enhance the green organizational identity. Practical implications: Through the green organizational identity model organizational will able to enhance their green organizational identity that will give assist to gain green competitive advantage and to improve green innovation performance. Originality/value: This study applies the theory of green organizational identity and develops an integral conceptual model to check its sources and outcomes. Keywords: Environmental leadership, Environmental organizational culture, Green organizational identity, Green innovation performance. INTRODUCTION The environment is changing rapidly because of Global warming, increase in pollution, use of toxic substances, improper disposal of waste. All these problems are often due to organizations. Stakeholders also imposed pressure on organizations to consider the responsibility of environmental protection. If the company seems to irresponsible regarding environmental issues than the concerned stakeholder would not stop taking action against the organization (Chen, 2011) Environmental management and protection responsibility is often considered under the umbrella term Corporate Social Responsibility (CSR). CSR aspect “environmental responsibility” that organization follows with its core value is beneficial and create value for society and organization too (Halme & others, 2007). Two main sources of Environmental pressures, consumer environmentalism and environmental regulations that would change the competition patterns of industry (Chen & Chang, 2012) and leave behind other traditional competitive edge perspectives like cost, quality of products, etc. Now organizations compete on the basis of green edge and innovation which is environment friendly. Organizations are confronted with many environmental challenges. With reference to (Chen, 2008a) In the current era environmental issues have been noticed the massive amount of pollution is directly associated with the manufacturing industry. To provide protection in real meaning firms need to change the way of doing business in every aspect. (Chen, 2008; Porter & Van der Linde, 1995). The adoption of preventive measures are not adequate for environmental protection (Chang & Chen, 2013). Effective dealing with environmental management challenges contains elements that cover all aspects of organizational operations (Lee, 2009).To conquer the challenges related to environmentalism, few concepts have been applied by organizations such, green production, green products, green marketing, etc. Environmental management is an essential part of the business. Many organizations still do not agree and consider unnecessary investment for environmental management. Organizations that give value