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Data were collected from 159 manufacturing managers through an on\u2010line survey.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Findings<\/jats:title><jats:p>Environmental collaboration and monitoring practices among supply chain partners are found to lead to improved environmental performance and organizational performance.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Research limitations\/implications<\/jats:title><jats:p>As a first wave investigation of the impact of green supply chain management practices on performance, the study is somewhat exploratory.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Practical implications<\/jats:title><jats:p>Practitioners are provided with a framework for assessing the impact of environmental collaboration and monitoring practices among supply chain partners on environmental performance and organizational performance. The study provides evidence that green supply chain practices lead to improved environmental and organizational performance.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Social implications<\/jats:title><jats:p>The results also have important societal implications. While green supply chain management practices enhance the economic sustainability of the firm, they also positively impact society through improvements to the overall environment.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Originality\/value<\/jats:title><jats:p>The results of this investigation support the proposition that implementation of environmental collaboration and monitoring practices by supply chain partners are both environmentally necessary and good business. The paper provides manufacturing managers with a structured approach to improving both environmental and organizational performance through environmental collaboration and monitoring with customers and suppliers.<\/jats:p><\/jats:sec>","DOI":"10.1108\/02635571211204254","type":"journal-article","created":{"date-parts":[[2014,5,16]],"date-time":"2014-05-16T06:54:14Z","timestamp":1400223254000},"page":"186-205","source":"Crossref","is-referenced-by-count":161,"title":["Do environmental collaboration and monitoring enhance organizational performance?"],"prefix":"10.1108","volume":"112","author":[{"suffix":"Jr","given":"Kenneth W.","family":"Green","sequence":"first","affiliation":[]},{"given":"Pamela J.","family":"Zelbst","sequence":"additional","affiliation":[]},{"given":"Vikram S.","family":"Bhadauria","sequence":"additional","affiliation":[]},{"given":"Jeramy","family":"Meacham","sequence":"additional","affiliation":[]}],"member":"140","reference":[{"key":"key2022020319501960100_b1","doi-asserted-by":"crossref","unstructured":"Armstrong, J.S. and Overton, T.S. 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