CSR and Green Knowledge Management as Drivers of Sustainable Performance: The Mediating Role of Green Innovation and the Moderating Effect of Top Management Commitment

ABSTRACT In recent years, the dual pressures of economic development and environmental degradation have intensified the need for organizations to adopt environmentally sustainable practices. In this context, corporate social responsibility (CSR), green knowledge management (GKM), and green innovation (GI) have become critical mechanisms for enhancing sustainable performance, particularly within healthcare organizations operating in Palestine. Accordingly, this study seeks to examine the roles of CSR and GKM in shaping sustainable performance through the mediating influence of GI. In addition, the study evaluates the moderating effect of top management commitment (TMC) on the relationship between GI and sustainable performance. The proposed relationships are empirically tested using data collected from 181 respondents representing governmental and non‐governmental healthcare organizations in Palestine. Partial least squares structural equation modeling (PLS‐SEM) is employed to assess the structural model and examine the hypothesized relationships. The findings reveal that CSR and GKM exert both direct and indirect effects on sustainable performance through GI. Notably, TMC does not significantly moderate the relationship between GI and sustainable performance. This finding suggests that, in resource‐constrained healthcare settings, managerial commitment alone may not be sufficient to strengthen the performance benefits associated with GI. One possible explanation is that the influence of managerial commitment depends on complementary organizational conditions, such as available resources, implementation capacity, delegated authority, and performance‐monitoring systems. Theoretically, the study identifies GI as an important complementary pathway through which CSR and GKM are associated with sustainable performance while showing that the role of TMC may be context‐dependent. Practically, the findings indicate that healthcare managers should complement leadership commitment with concrete implementation mechanisms. Contextually, the study extends sustainability research to Palestinian healthcare organizations operating under substantial resource and institutional constraints.