Leveraging “Green” Human Resource Practices to Enable Environmental and Organizational Performance: Evidence from the Qatari Oil and Gas Industry

Obeidat, Shatha M.; Bakri, Anas Al; Elbanna, Saïd

doi:10.1007/s10551-018-4075-z

Cited by 156 publications

(158 citation statements)

References 85 publications

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“…In the view of Wegener, Labelle and Jerman (2019), the knowledge of the policy makers in the field of oil and gas industry is essential to reduce the impact of CO2 emission in order to protect the sustainability of the environment. Nevertheless, it is stated by Obeidat, Al Bakri and Elbanna (2018), that the continuous commitment of the decision makers should be present to undertake all the measures deemed necessary for protecting the environment from CO2.…”

Section: Discussionmentioning

confidence: 99%

“…On the other hand, it is argued by Radonjič and Tompa (2018), that the knowledge of the processes is important in terms of identifying the kind of measures needed to be implemented to reduce the emission of CO2 within the operations of the organization. Nevertheless, in the view of Obeidat, Al Bakri and Elbanna (2018), organizations need to have the required knowledge about the requirements in relation to maintaining their activities with respect to reducing or limiting the amount of C02 generated from the operations. The information and the knowledge factors in this regard can be considered as instrumental in terms of planning the remedial measures needed to minimize the amount of CO2 generated from the activities of the corporation.…”

Section: Literature Reviewmentioning

confidence: 99%

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CO2 Emission from Oil & Gas Production - Challenges & Opportunities

2020

CER

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The analysis in the report is related to the issue of emission of CO2 from the oil and gas companies in Pakistan. The issue was selected considering the increasing threats for the environmental sustainability that are caused due to the emission of CO2 gases on consistent basis. The variables that were chosen for the purpose of analysis were knowledge of the firm, incentives of the government, magnitude of CO2, cost and scale of CCU technology. The statistical techniques that were applied were regression, correlation and Cronbach alpha analysis. The findings that were obtained through regression and correlation illustrated a positive impact between the independent and the dependent variables.

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Section: Discussionmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

CO2 Emission from Oil & Gas Production - Challenges & Opportunities

2020

CER

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“…Although none of our respondents formally mentioned "green human resource management' (green HRM) as a KFS, we note that several KFS, such as management and leadership support, employees' knowledge, awareness, attitudes and competencies, and employee training programs implemented during ISO 14001 certification all relate to green HRM. Research has established that green HRM practices lead to improved environmental and organizational performance [66,71]. Unfortunately, strategic HRM practices have yet to be fully implemented in the UAE, and strategic HRM is a nascent field in the UAE and Gulf region [64], which might explain why our respondents did not specifically mention green HRM.…”

Section: External Consultantsmentioning

confidence: 95%

Outcomes and Key Factors of Success for ISO 14001 Certification: Evidence from an Emerging Arab Gulf Country

2019

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The objectives of this research were: (1) To examine the outcomes and key factors of success (KFS) related to ISO 14001 certification, (2) to compare and contrast these in private organizations (PRIVOs) and public organizations (PUBOs), and (3) in the under-explored context of an Arab Gulf country with an emerging economy: The United Arab Emirates. We used an exploratory, qualitative research approach, based on semi-structured interviews with the environmental managers of 14 UAE organizations from the private and public sector. The five major outcomes of ISO 14001 certification were improved: (1) Environmental performance, (2) organizational reputation and relationships with stakeholders, (3) organizational efficiency, (4) environmental management (EM) practices, and (5) environmental awareness. These outcomes were shared by PRIVOs and PUBOs, although improved resource management, improved relations with stakeholders, and improved EM practices were more common in PUBOs, and improved organizational efficiency was more common in PRIVOs. The six KFS for implementation were: (1) Senior management's support, (2) employees' awareness, involvement and competence, (3) government initiatives and commitment, (4) sufficient organizational resources, (5) adoption of a continuous, integrative, and collaborative approach, and (6) the use of external consultants. These KFS were shared by PRIVOs and PUBOs, although government initiatives and commitment were more common in PUBOs, and sufficient resources were more common in PRIVOs. Our study contributes to a better understanding of environmental management system implementation in emerging countries in general, and in Arab Gulf countries particularly. Our study has implications for business leaders, policy makers, EMS professionals, and educators in the UAE and other emerging countries.

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“…On a methodological note, the models proposed by quantitative approaches to organizational greening imply a linear logic, often testing antecedents and outcomes of greening measures (see, for instance, Kim et al, 2017;Norton, Parker, et al, 2015;Norton et al, 2017;Obeidat et al, 2018;Paillé et al, 2013;Paillé et al, 2015;Robertson & Barling, 2013;Robertson & Carleton, 2017). Andersson et al (2013) call for research that explores the complexity of the greening process by adopting a systems perspective.…”

Section: Contributions To Theorymentioning

confidence: 99%

The Process of Establishing a Green Climate: Face-To-Face Interaction between Leaders and Employees in the Microsystem

Flagstad¹,

Johnsen²,

Rydstedt³

2021

JVBL

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This study explores the processes of establishing a green organizational climate in small-scale companies. Previous studies have primarily focused on factors associated with pro-environmental behaviour in large organizations. The role of a green organizational climate—specifically, the interactional processes involved in the construction of a green climate—has largely been unexplored. Entrepreneurial small companies constitute an ideal arena in which to study the initial phase of greening processes. The present study examined the process of establishing a green organizational climate in seven small-scale Norwegian companies. This article presents a systems model that was developed to analyse how processes at different levels interact in the shaping of the green climate. The design was a longitudinal mixed-methods approach, consisting of focus-group interviews conducted in the field, a questionnaire and follow-up interviews with the leaders. Findings indicate that the construction of a green climate had a strong practise-based approach. The company founders were driven by environmental values; they sparked the initial green measures, influenced the employees—directly and indirectly—and also invited dialogue around and co-construction of the green climate. Frequent face-to-face interactions within the microsystem of the leaders/employees were decisive to the development of the green climate. The present study contributes to the understanding of the process of greening an organization: specifically, how green practice relates to the construction of a shared green climate. Contrary to previous research and theorizing, this study indicates that it is possible to “go green” without a superordinate green strategy.

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Leveraging “Green” Human Resource Practices to Enable Environmental and Organizational Performance: Evidence from the Qatari Oil and Gas Industry

Cited by 156 publications

References 85 publications

CO2 Emission from Oil & Gas Production - Challenges & Opportunities

CO2 Emission from Oil & Gas Production - Challenges & Opportunities

Outcomes and Key Factors of Success for ISO 14001 Certification: Evidence from an Emerging Arab Gulf Country

The Process of Establishing a Green Climate: Face-To-Face Interaction between Leaders and Employees in the Microsystem

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