Contemporary developments in Green (environmental) HRM scholarship

Renwick, Douglas; Jabbour, Charbel José Chiappetta; Müller‐Camen, Michael; Redman, Tom; Wilkinson, Adrian

doi:10.1080/09585192.2015.1105844

Cited by 348 publications

(323 citation statements)

References 32 publications

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“…Therefore, many changes are required to enable companies to adapt to the new development models. For sustainability to be incorporated into corporate strategies and for managers to take actions that reflect sustainability in business, changes in attitudes, cultures, and interests are necessary (Mebratu, 1998), as they are related to the human side of sustainable management in organizations (Renwick et al, 2016) The adoption of a new development model requires a shift from the traditional view to a systemic and integrated perspective that facilitates the management of complexity. Organizations focused on strategies for sustainability have to deal with more unpredictable changes, usually in unstable environments (Beske, 2012).…”

Section: Si: Cp Sustainable Transitionmentioning

confidence: 99%

“…In order to have sustainability incorporated into the businesses strategy and to have managers assuming attitudes that translate into actions toward the company's business sustainability, it is first necessary to change behaviors, cultures, and interests (Mebratu, 1998)-the human side of sustainability management (Renwick et al, 2016;Renwick et al, 2013;Jackson et al, 2011). "Sustainability needs to be in the core of the business and bring innovation" (Werbach, 2010, p. 67).…”

Section: Introductionmentioning

confidence: 99%

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Sustainability as a dynamic organizational capability: a systematic review and a future agenda toward a sustainable transition

Liboni

Jabbour

et al. 2017

Journal of Cleaner Production

421

349

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Research highlights• Current lack of research integrating both themes • Need for research on dynamic capabilities for sustainability • Opportunity for investigations on developing countries or comparative analysis • Opportunity for studies considering mixed methodologies through research alliances • Opportunity to discuss managerial innovations toward sustainability AbstractSustainability is a managerial trend that plays an important role in the contemporary organizational strategy. A company's capability to make sustainability more dynamic and integrated with strategies, transforming it into a business asset, has yet to be studied. This process of adaptation is reflected through innovative practices. However, there is still a gap between these practices and the organization's strategies and capabilities. The aim of this work was to conduct a systematic literature review of the dynamic capabilities for sustainability. Afterward, it was possible to systematize the available knowledge, assessing the current lack of research integrating both themes. The mainstream literature was classified and coded, resulting in a framework for what has been done to date, with recommendations to guide future research. Results show that more research is needed on dynamic capabilities for sustainability, especially in emerging economies in general. Future studies should also consider mixed methodologies and comparative perspectives in multiples sectors or in the services sector. There's also space to discuss managerial innovations toward sustainability through research alliances between different institutions around the world. In short, there are few studies that connect both themes-corporate sustainability and dynamic capabilities-and for this reason there is an opportunity for future studies seeking to identify what kind of dynamic capabilities can be developed to more effectively overcome the emerging sustainability challenges.

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Section: Si: Cp Sustainable Transitionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Sustainability as a dynamic organizational capability: a systematic review and a future agenda toward a sustainable transition

Liboni

Jabbour

et al. 2017

Journal of Cleaner Production

421

349

View full text Add to dashboard Cite

show abstract

“…Thus, building a strategic link between human resources management and the adoption of environmental technologies may have a potential outcome for companies pursuing sustainability. This process requires companies' attention to an emerging management topic named green/sustainable and human resources management (Longoni et al, 2016;Renwick et al, 2016;Yusliza et al, 2015;Ehnert et al, 2015;Jackson et al, 2011). Additionally, firms adopting environmental technologies need to pay attention to cultural and organizational changes and communication.…”

Section: Resultsmentioning

confidence: 99%

“…A very important factor is environmental training (Renwick et al, 2016). Organizations must provide their employees with training in order to have them up to date with the new measures being implemented.…”

Section: Critical Success Factors For Environmental Technology Adoptionmentioning

confidence: 99%

Putting environmental technologies into the mainstream: Adoption of environmental technologies by medium-sized manufacturing firms in Brazil

Diana

Jabbour

et al. 2017

Journal of Cleaner Production

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The aim of this research is to analyze how critical success factors (CSFs) can influence the adoption of environmental technologies by Brazilian manufacturing companies. In terms of conceptual background, this research fits within the context of environmental management in corporate organizations, focusing on the adoption of environmental technologies in the manufacturing context and their critical success factors. In terms of methodology, this research is based on a case study conducted on two medium-sized industrial companies located in Brazil (company "Alfa" and company "Beta"). The results show the emergence of a new CSF called employee empowerment, which derives from learning and benchmarking initiatives. Two CSFs can be highlighted as the most relevant and unanimously present in both company "Alpha" and company "Beta": support from senior management and employee empowerment through learning and benchmarking. In addition, communication and cultural organizational changes were relevant CSFs, especially for Beta. Furthermore, there is a potential synergistic relationship between CSFs and the maturity level of environmental management. For example, Beta was positioned on a more advanced environmental level as well as had greater intensity in terms of CSFs than Alpha. This work can be considered one of the first researches relating CSFs and the adoption of environmental technologies in medium-sized firms in Brazil.

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“…It comprised particulars of respondent and company background, followed by questions concerning Green Human Resource Management practices (adapted from various literatures such as Renwick et al, 2013Renwick et al, , 2016, questions regarding Green Intellectual Capital (Bontis, 1999) and questions regarding Corporate Environmental Citizenship Behaviour developed based on Ozen and Kusku (2008) . It used Likert-type scale rating (1 for strongly disagree and 5 for strongly agree).…”

Section: Instrumentsmentioning

confidence: 99%

Linking Green Hrm And Green Intellectual Capital With Corporate Environmental Citizenship Behaviour

Saad¹

2018

The European Proceedings of Social and Behavioural Sciences

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Many studies on green management (GM) focusing on behaviour of organizations in relation to external and internal pressure agreed that organization behaviour can vary according to institutional environments. Some studies argued that Corporate Environmental Citizenship Behaviour (CECB) can be viewed by categories of regulative, normative and cognitive adoption. While, researchers in the area of human resource management argued that Green HRM should be employed in order to effectively implement GM initiatives. Whiles others postulated that GM needs high level of knowledge, skills and competencies as resources for further implement green management. It is important to explore how Green HRM specifically contribute to effective implementation of GM by observing CECB. We need to understand as well, how Green Intellectual Capital (GIC) being influenced by Green HRM and in turn how these variables affect CECB. This study proposed to explore the mediating effect of GIC in the relationship between Green HRM and CECB. Based on previous literature, a researchable framework was developed.Data from Malaysian Electric and Electronics industry was collected to test these relationships. This study found that GIC do significantly mediates the relationship between Green HRM and CECB.

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Contemporary developments in Green (environmental) HRM scholarship

Cited by 348 publications

References 32 publications

Sustainability as a dynamic organizational capability: a systematic review and a future agenda toward a sustainable transition

Sustainability as a dynamic organizational capability: a systematic review and a future agenda toward a sustainable transition

Putting environmental technologies into the mainstream: Adoption of environmental technologies by medium-sized manufacturing firms in Brazil

Linking Green Hrm And Green Intellectual Capital With Corporate Environmental Citizenship Behaviour

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