The Role of Green Human Resource Management in the Translation of Greening Pressures into Environmental Protection Practices

D. Vázquez-Brust, C.J.C. Jabbour, J.A. Plaza-Úbeda, M. Perez-Valls, Ana Beatriz. Lopes de Sousa Jabbour and D.W.S. Renwick
Additional contact information
Ana Beatriz. Lopes de Sousa Jabbour: Métis Lab EM Normandie - EM Normandie - École de Management de Normandie = EM Normandie Business School

Post-Print from HAL

Abstract: Corporate environmental sustainability requires two complementary types of green practices\textemdashenvironmental protection hardware (EPH) and environmental protection software (EPS). Stakeholder greening pressures drive implementation; however, corporate responses vary, often lacking the balance and intensity of EPS and EPH needed. This paper explores the role of green human resource management (GHRM) in explaining variations in the implementation of EPH and EPS in response to stakeholders' pro-environmental pressures. Drawing on stakeholder theory and the ability, motivation, and opportunity (AMO) framework, a mediating role is hypothesized. Empirical findings from Brazil using structural equation modeling reveal that increased green pressure from stakeholders drives the adoption of both types of green practices through a partial mediating role of GHRM that is stronger for EPH than for EPS. The value of this study lies in the consideration of EPH and EPS practices in the same model and expanding stakeholder theory on how stakeholders can improve environmental protection through GHRM. Implications are that organizations can level the field for the balanced application of EPS and EPH with a system of green human resource management practices\textemdashtraining, assessment, rewards, and teamwork\textemdashto channel the translation of stakeholder pressures into workplace green outcomes. Limitations, future research ideas, and policy and practice implications are detailed. \textcopyright 2022 The Authors. Business Strategy and The Environment published by ERP Environment and John Wiley & Sons Ltd.

Keywords: AMO theory; Brazil; corporate environmental sustainability; corporate social responsibility; empirical analysis; environmental protection; green human resource management; human resource; management practice; stakeholder; stakeholder pressures; workplace (search for similar items in EconPapers)
Date: 2023
Note: View the original document on HAL open archive server: https://normandie-univ.hal.science/hal-04434120v1
References: View references in EconPapers View complete reference list from CitEc
Citations:

Published in Business Strategy and the Environment, 2023, 32 (6), pp.3628-3648. ⟨10.1002/bse.3319⟩

Downloads: (external link)
https://normandie-univ.hal.science/hal-04434120v1/document (application/pdf)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-04434120

DOI: 10.1002/bse.3319

Access Statistics for this paper

More papers in Post-Print from HAL
Bibliographic data for series maintained by CCSD ().