Improving executive compensation in the fossil fuel sector to influence green behaviors

Crichton, Rohan; Shrivastava, Paul; Walker, Thomas; Farhidi, Faraz; Weeratunga, Vindhya; Renwick, Douglas

doi:10.1177/23970022221137657

Cited by 3 publications

(3 citation statements)

References 66 publications

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“…With an exploratory case study in Norwegian fossil fuel giant Equinor, Crichton et al (2024) address the grand challenge of global warming and the role of a green HRM in guiding sustainability transformation. Their study contributes to a better understanding of the importance of combining a sustainability-oriented organisational culture and top management in line with a corresponding remuneration scheme for positive effects on organisational environmental performance (here, to reduce carbon emissions).…”

Section: Contributions From This Special Issuementioning

confidence: 99%

Achieving sustainable development goals through common-good HRM: Context, approach and practice

Aust,

Cooke,

Muller-Camen

et al. 2024

German Journal of Human Resource Management: Zeitschrift für Pe

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This introduction to the special issue Achieving Sustainable Development Goals through Common-Good HRM: Context, approach and practice draws the links between the United Nations Sustainable Development Goals (SDGs), the concept of Common-Good HRM and the practice of human resource management (HRM) to extend intellectual and empirical insights into this important field. Particular attention is accorded to the collective social and environmental dimensions of SDGs and the place of HRM in contributing to the ‘common good’ within and beyond the workplace. Firms may create space and incentives for HRM to promote sustainability, or actively work to constrain meaningful action in this regard. This collection brings together a broad cross-section of articles dealing with the SDGs and HRM, identifying emerging common ground and contestation as a basis for future HRM theory building, empirical enquiry and practice.

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Section: Contributions From This Special Issuementioning

confidence: 99%

Achieving sustainable development goals through common-good HRM: Context, approach and practice

Aust,

Cooke,

Muller-Camen

et al. 2024

German Journal of Human Resource Management: Zeitschrift für Pe

View full text Add to dashboard Cite

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“…This marriage of HRM and environmental sustainability has led to the emergence of a specific HRM sub-field called green HRM (Jackson, 2022;Paille, 2022;Vázquez-Brust et al, 2023). Within green HRM, sustainability may occur through the cultivation of a green organizational culture to enhance the firm's environmental performance (Crichton et al, 2022;Y. Jiang et al, 2022), and such a green culture within the organization could be stimulated through robust green HRM workplace level practices (Garavan et al, 2022;Roscoe et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

Green Human Resource Management and Green Culture: An Integrative Sustainable Competing Values Framework and Future Research Directions

Maheshwari,

Kaur,

Renwick

2024

Organization & Environment

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This study aims to analyze the association between green human resource management practices and green culture and proposes a green competing values framework that entails four green cultures: green clan, green adhocracy, green market, and green hierarchy culture, adopted from Cameron & Quinn’s (2011) competing values framework. We elucidate that each green culture is shaped through ability-motivation-opportunity enhancing green human resource management practices in alignment with desired green beliefs, values, and symbols to achieve organizational sustainability goals. Thus, our model acts as a diagnostic toolkit for identifying the organization’s dominant green culture and how a specific green culture can be generated that assimilates with the organization’s green objectives. Our theoretical contributions include extending sustainable Human Resource Management (HRM) studies by employing a green competing values framework to enhance organizational and staff green behaviors, and critically appraising such outcomes to negate the adoption of standardized practices as descriptive, prescriptive solutions in green HRM studies. We provide implications for practice and elucidate future research directions in organizational sustainability and green HRM.

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“…Many disciplines, including the human resource management (HRM) literature, have attempted to answer calls to propose new business practices. Several of these studies have focussed on combating climate change through enhanced organisational diversity (Alazzani et al, 2017;Crichton et al, 2021;Post et al, 2011), sustainability-targeted performance management (Kolk and Perego, 2014;Russo and Harrison, 2005), and the re-designing of compensation systems for executives (Artz et al, 2012;Cordeiro and Sarkis, 2008;Crichton et al, 2023a;Lothe et al, 1999;Stanwick and Stanwick, 2001;Walker et al, 2018). However, one area that remains under-examined in the relevant literature is the role of organisational culture, with a particular knowledge gap in the effectiveness of pro-environmental values, beliefs, and behaviours as levers in enhancing environmental performance (Roscoe et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

Going green in the Norwegian fossil fuel sector? The case of sustainability culture at Equinor

Crichton,

Shrivastava,

Walker

et al. 2024

German Journal of Human Resource Management: Zeitschrift für Pe

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As the effects of climate change continue to impact society, fossil fuel sector organisations are seen as principal contributors to the climate crisis. In the hopes of mitigating climate change at the source, we gain access to one of the largest fossil fuel organisations in Norway and conduct an exploratory case study investigation into their business practices, green ambitions, and notable results. Our analysis of executive interviews, confidential in-house documentation, media releases, corporate social responsibility (CSR) reports, and grey papers suggests that a strong sustainability-oriented organisational culture can contribute to reversing ‘business as usual’ practices towards seeking strategic greener solutions. Such results are partly achieved by strong responsible leaders at the organisational helm in combination with a sustainability-oriented national culture. Additionally, we critically question the secrecy surrounding the case organisation’s ‘choice’ and ‘format’ of promotion and support for their operational status quo (e.g. greenwashing), to challenge the insider perspective unearthed herein. In sum, the study contributes to the newer and under-investigated field of green human resource management by better identifying the role of organisational culture as a critical lever in bringing about much-needed greener organisational policies, and offering a critical analysis less seen in green human resource management (HRM).

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Improving executive compensation in the fossil fuel sector to influence green behaviors

Cited by 3 publications

References 66 publications

Achieving sustainable development goals through common-good HRM: Context, approach and practice

Achieving sustainable development goals through common-good HRM: Context, approach and practice

Green Human Resource Management and Green Culture: An Integrative Sustainable Competing Values Framework and Future Research Directions

Going green in the Norwegian fossil fuel sector? The case of sustainability culture at Equinor

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