2.5.3. Manager Experience

The willingness of firms to adopt new ideas or practices can be analyzed through the manager's experience (junior: <2 years; intermediate: 2 to 5 years; senior: >5 years). A manager's experience shows their intentions according to their knowledge and know-how when introducing new tools that improve the environment and culture of their organization. For example, the manager can contribute to an improvement in communication and creativity that translates into the adoption of new practices within the firm [48]. Kumar and Saqib [49] found a positive relationship between experience, measured through age, and the performance of research and development (R and D) and the adoption of new practices. Kuemmerle [48] analyzed the relationship between the innovative results of R&D laboratories, measured through interviews with their managers and by obtaining patents, and their experience, showing a positive relationship. Gumbau [50] found that the length of time that a manager has been with a firm has a positive influence on the level of resources invested in new practices.

However, other studies such as those by Molero and Buesa [51] revealed that firms with less experienced and younger managers have a more active attitude in the implementation of new technologies and environmental managemen<sup>t</sup> practices.

## **3. Hypotheses and Methods**

## *3.1. Hypotheses: Alternative Configurations*

The theory of configuration indicates the sufficient and necessary conditions to lead to a result (PRAC). Here, there is equifinality if more than one pathway leads to the same result (PRAC). These configurations are important because through various asymmetric paths, we are able to reach a result and we do not remain in simple traditional bivariate interactions.

Therefore, given the complexity of the involved phenomena, we propose that parallel nonlinear configurations of conditions lead to PRAC (and its absence) in several ways [52]. ForModel1:

**Hypotheses 1 (H1).** *There are alternative configurations leading to PRAC considering the contribution of HRC.*

**Hypotheses 2 (H2).** *There are alternative configurations leading to the absence of PRAC considering the contribution of HRC.*

For Model 2:

**Hypotheses 3 (H3).** *There are alternative configurations leading to PRAC considering the contribution of ITS.*

**Hypotheses 4 (H4).** *There are alternative configurations leading to the absence of PRAC considering the contribution of ITS.*

For Model 3:

**Hypotheses 5 (H5).** *There are alternative configurations leading to PRAC considering the contribution of HRC and ITS.*

**Hypotheses 6 (H6).** *There are alternative configurations leading to the absence of PRAC considering the contribution of HRC and ITS.*

Our paper shows the configurations that managers and firms must select to achieve PRAC. In this way, different pathways constituting the related paths between HRC, OLC, ITS and PRAC can be found. Furthermore, the paper includes managerial experience and educational level together with the size of the firm as factors that can also facilitate PRAC [53].

The three comparative and integrative research models are shown in Figures 1–3.

**Figure 1.** Research Model 1 for adoption of environmental practices (with OLC).

**Figure 2.** Research Model 2 for adoption of environmental practices (with ITS).

**Figure 3.** Research integrative Model 3 for adoption of environmental practices.
