The contribution of organizational learning and green human resource management practices to the circular economy: a relational analysis – evidence from manufacturing SMEs (part II)

Abstract

Purpose Circular economy has emerged as one of the most important approaches to addressing environmental challenges. Organizations have begun to act on their abilities to enhance their sustainability management to enable a circular economy. The role of organizational learning and green human resource management in the transition to a more circular economy remains unknown. The purpose of this study is to identify and analyze the inter-relationship between the factors of organizational learning and green human resource management, and it aims to rank the identified factors of manufacturing small and medium businesses (SMEs) based on their driving and dependency power and to detect the most substantial factors. Design/methodology/approach This study identified 11 organizational learning and green human resource management (GHRM) factors after conducting a thorough literature analysis and consulting with experts. To investigate the interaction of the indicated factors and to build their structural hierarchy, this study used the total interpretive structural modeling method. Further, Matriced Impact Croises Multiplication Applique (MICMAC) analysis was used to establish each factor’s driving and dependent power. Findings This study discovered that factors “Green separation” and “Organizational learning culture” were found to be significant; “Green performance management” and “Green health and safety management” were observed to be extremely reliant on the remaining GHRM factors. Research limitations/implications The recommended framework has been established in the Indian background and is restricted to manufacturing SMEs. Still, the same framework can be applied to other sectors by slightly modifying it. Also, the analysis is based on the experts’ view and this may be biased. The findings of this study will help human resources managers and SME owner-managers clarify the most and least significant factors of organizational learning and GHRM and their relationships, leading to increased awareness of organizational learning and GHRM practices for enlightened environmental performance. Practical implications The proposed framework might facilitate decision-makers and practitioners to comprehend the relations between organizational learning and GHRM factors. This will support SME owner-managers in understanding the influence of one factor on another factor in manufacturing SMEs. Originality/value Until now, the protruding interest of researchers has been focused mostly on large manufacturing enterprises. However, manufacturing SMEs, which are much smaller when compared to large manufacturing companies, significantly contribute to the economy as well as environmental pollution. Thus, this study provides a vital contribution to the current literature by determining the suitable relationship between the organizational learning and GHRM components, as no previous studies focused on exploring the same using the total interpretive structural modeling approach in the Indian manufacturing SMEs environment.

Green HRM impact on environmental performance in higher education with mediating roles of management support and green culture

“…Universities should also provide training to raise employees’ environmental responsibility and spread environmental values. Green separation and a culture of organisational learning are critical to creating a sustainable organisation in a circular economy (Subramanian and Suresh, 2022). Finally, a green reward and appraisal system, with both financial and non-financial rewards, should be in place to recognise employees’ commitment to environmental practices.…”

Circular economy: On the road to ISO 59000 family of standards

“…To achieve a more sustainable society, it is necessary to develop a transformation process in all areas including business management (Dey et al, 2022; Marrucci et al, 2022; Subramanian & Suresh, 2022). Specifically, it is necessary to adapt companies to the new context, integrating and prioritising environmental aspects, in addition to the economic and social ones (Crecente et al, 2021; Dey, Malesios, De, Budhwar, et al, 2020; Dey, Malesios, De, Chowdhury, & Abdelaziz, 2020; Geissdoerfer et al, 2017; Kristensen & Mosgaard, 2020).…”

“…General Sustainable development business strategies and actions related to human resource management Marrucci et al, 2022;Subramanian & Suresh, 2022 Analysis of different CE activities and their impact on sustainable development Dey et al, 2022;Landeta-Manzano et al, 2017 Obtaining environmental certifications (e.g., ISO 14000, OHSAS 18001 or FSC (Forest Stewardship Council) to improve environmental performance and to start CE management systems Daddi et al, 2019;Fortunati et al, 2020;Ronalter et al, 2022 CE activities Malesios et al, 2018Malesios et al, , 2020Manninen et al, 2018;Masi et al, 2017;Nasir et al, 2017;Panda et al, 2017;Romero & Rossi, 2017;Suchek et al, 2021;Tecchio et al, 2017;Tseng et al, 2016;Zhu et al, 2007). Some authors link these effects to improved supply chain collaboration, lean practices, energy efficiency measures, and increased reuse (Kumar et al, 2019;Malesios et al, 2018Malesios et al, , 2020, while others link them to better management Lucianetti et al, 2018).…”

Unlocking Organizational Sustainability: The Role of Talent Management through the Lens of the AMO Theory

“…L&D can improve the environmental understanding of employees, leading to responsible behaviors and innovation to improve the firm's environmental performance (Coll, Taylor, & Nathan, 2003). Literature on GHRM supports this notion that training in environmental awareness has proven successful in educating employees about the environment (Subramanian & Suresh, 2022). L&D can also improve cultural intelligence, resulting in fewer conflicts and more acceptability so organizations may harvest from its diversity (Kim, 2020;Winn, 2013).…”