Institutional and stakeholder pressures on organisational performance and green human resources management

Abstract

Green human resource management (GHRM) has recently received increasing attention from scholars and practitioners. In addition to environmental management systems, the circular economy has become a primary strategy for tackling environmental issues. Other studies have suggested that more research is required to identify the drivers of GHRM and explore how it is related to performance outcomes. In this study, we aim to investigate the effects of both institutional and stakeholder pressure on environmental and circular economy, economic performance, and environmental reputation of organisations. We also test the mediating roles of performance outcomes on GHRM adoption. Based on data collected from European environmentally certified organisations, we found that both institutional and stakeholder pressures are positively related to organisational performance and GHRM adoption. Performance outcomes also have a positive relationship with GHRM practices. However, our findings also highlight the risk that GHRM can become an elitist practice in high‐performing organisations.

Sustainability reporting in view of the European sustainable finance taxonomy: Is the financial sector ready to disclose circular economy?

“…On the other hand, proactive reporting demonstrates a long‐term interest related to sustainability, in line with (Daddi et al, 2019). In addition, this study encourages the disclosure of more detailed ESG‐related information by raising awareness about the financial sector's need to consider these issues (Ellili, 2022) and the decisive involvement of human resources in environmental reputation and the CE (Marrucci et al, 2022).…”

Green human resource management, job embeddedness and their effects on restaurant employees’ green voice behaviors

“…Nowadays, it seems that adopting GHRM initiatives is a must for organizations to deliver uplifted operational and sustainable performance to attain competitive advantage (Zaid and Jaaron, 2023). Consequently, there is an increasing attention to the role of GHRM in different aspects of employee and organizational outcomes (Marrucci et al , 2022). For instance, a recent study among employees working in manufacturing firms revealed that GHRM enhanced environmental performance via employees’ eco-friendly behaviors and psychological green climate (Naz et al , 2022).…”

Promoting sustainable development: Multiple mediation effects of green value co‐creation and green dynamic capability between green market pressure and firm performance

“…Stakeholder theory argues that a company's actions can result in direct or indirect impacts on stakeholders attributed to externalities, moral hazards and monopoly power, thereby creating legitimate claims for these stakeholders (Freeman, 1984, 1999; Laplume et al, 2008; Marrucci et al, 2023; Qi et al, 2013; Steurer et al, 2005). Consequently, various types of pressures from stakeholders such as customers, competitors, employees and suppliers are exerted to drive companies towards environmental sustainability (Babiak & Trendafilova, 2011; Chang, 2019; Freudenreich et al, 2020; Hörisch et al, 2014).…”