The early concept of corporate social responsibility (CSR), also frequently described as corporate citizenship or sustainability, grew from the seminal 1987 Brundtland Report, commissioned by the United Nations. CSR has progressed to the standpoint that in organizations necessitates the synchronized fulfillment of the firm's economic, legal, ethical, and philanthropic responsibilities in ways that focus strategy, operations, and behaviors towards the promotion of sustainability from a construct where organizational strategy is concerned with the care of the planet, people, and profit. This paper explores the role of green human resources interventions focused on creating organizational cultures that support sustainability in technical and hyper-connected organizations. The paper is not intended to reconstitute theory. The paper is highly theoretical and practical with the intention of influencing the world practice from practical real-world problem approaches and theories from the literature.

The location where workplace sexual harassment occurs points to the importance of workplace structures and practices for the precipitation of sexual harassment. In fact, some of the current theoretical explanations of sexual harassment focus primarily on organizational features that may facilitate sexual harassment, such as hierarchies and organizational cultures. Organizational literature suggests that in recent decades there has been a trend toward increased use of organizational practices that might empower workers, make organizations more inclusive, and constructively change organizational cultures through interventions. Assumptions about men and women contained in hegemonic gender beliefs can become embedded in organizational structures, authority lines, job classifications, institutional rules, and employee interactions. This paper explores these notions through a case study of an organizational intervention and a content analysis of the literature.

The early concept of corporate social responsibility (CSR), also frequently described as corporate citizenship or sustainability, grew from the seminal 1987 Brundtland Report, commissioned by the United Nations. CSR has progressed to the standpoint that in organizations necessitates the synchronized fulfillment of the firm's economic, legal, ethical, and philanthropic responsibilities in ways that focus strategy, operations, and behaviors towards the promotion of sustainability from a construct where organizational strategy is concerned with the care of the planet, people, and profit. This paper explores the role of green human resources interventions focused on creating organizational cultures that support sustainability in technical and hyper-connected organizations. The paper is not intended to reconstitute theory. The paper is highly theoretical and practical with the intention of influencing the world practice from practical real-world problem approaches and theories from the literature.