The main focus of green building management is on the following two issues:
1- enhancing the performance of green building in the purpose of achieving:
(1) environmental sustainability (i.e., reducing negative impacts, preserving natural resources, and protecting the environment), (2) economic sustainability (i.e., saving money during life cycle of building), and (3) social sustainability (i.e., improving the residents’ quality of life and human health environment).
2- enhancing the performance of green building organizations includes companies, associations, nonprofits, manufacturers, suppliers, designers, architects, contractors, builders and consultants involved in green building through scanning organization’s external & internal environment and identifying the strategic organizational resources (RBV) in order to provide an effective Business/Corporate and International level strategic management that achieves sustainable competitive advantage. Competitive advantage is a characteristic and attribute that gives organizations and firms the ability to achieve better results than their competitors and outperform their rivals. Hence, it is favorable situation that organizations and firms pursue it.
The performance variable in green building contains wide range of variables involved in this field such as according to Flowler, Rauch, Henderson, and Kora (2011), evaluating performance in green building should be done by considering variety of baselines such as energy, water, maintenance and operation, waste generation and recycling, occupant commute, and occupant satisfaction. Preiser and Vischer (2005) demonstrated building performance refers to health, security, safety, effectiveness, functionality, and workflow as well as social, psychological, cultural, and aesthetic performance.
CW Ho et al. (2006) elucidated the main objective of green building management is to bring residents and owners a satisfying and comfortable living environment.
Regarding to the definition of green building performance, Aghili and Hakim Mohammed (2017) emphasized every management key practice is different in attaining energy efficiency and affordable costs and reducing negative impacts on environment and human health. Therefore, the authors identified five green building key strategies and practices (GBMKP) for green building management such as:
1- sustainable procurement- according to Brammer and Walker (2011) and Wilkinsin and Kirkup (2009), sustainable procurement is a process and method in which organizations meet their obligations for goods, services, and capital projects in such a way as to gain value for money on a whole basis of life during the production of benefits for not only to the organization, but also to society, the economy, and the natural environment. Therefore, reducing influential and detrimental factors on environment, social, and economy that are created by purchasing the material, products, and services during their life cycle are the goal of sustainable procurement practices.
2- sustainable operations- Gimenez et al. (2012) considered two various facets for sustainable operation management. In the first facet, it is operation strategies, plans, layouts, techniques, operational policies, set of knowledge, skills, experiences, and leverages that allow a company to build, organize, and direct its business processes to achieve economic and environmental goals and sustainable performance. In the second facet, it contains the planning, coordination, and controlling a system that produces cost-effective and, in fact, preserves natural resources and environments.
3- resource management- Kakkar (2014) presented that the focus of resource management in managing of green buildings is the usage of natural and artificial resources in which the use of resources should be in the way of less polluting production. Moreover, according to Victoria (2007), resource management is a vital practice because it decreases overall operating costs, improves innovation and profitability, and brings competitive advantages for companies. Aghili and Hakim Mohammed, (2017) emphasized resource management helps us to minimize the usage of natural resources.
4- repair and maintenance management- Thaheen and Marco (2014) defined repair and maintenance practice illustrates how structures and buildings in their lifetime encounter problems occurred by environmental factors and vulnerabilities. According to Oliveira et al. (2014), repair and maintenance management reduce negative effects on environment and residents, so it improves the occupants’ quality of life.
5- environmental health (EH)- according to Frumkin (2005), the focus of EH is human health and quality of life with identifying, evaluating, modifying, and controlling detrimental factors on the health of present and future generations.
Yeo (2004) presented sustainability requires innovations. Yu Li (2017) figured out higher level of innovation brings firms higher level of internationalization. Troy, Szymanski, and Varadarajan (2001) defined organizational innovation as a cumulative process including idea generation, idea evaluation, and product development.