Sustainable Human Resource Management in Emergencies: The Case of the Lithuanian Logistics Sector

Kristina Čižiūnienė, Gabrielė Voronavičiūtė, Dragan Marinkovic () and Jonas Matijošius
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Kristina Čižiūnienė: Department of Logistics and Transport Management, Vilnius Gediminas Technical University, Plytinės Str. 25, LT-10105 Vilnius, Lithuania
Gabrielė Voronavičiūtė: Department of Logistics and Transport Management, Vilnius Gediminas Technical University, Plytinės Str. 25, LT-10105 Vilnius, Lithuania
Dragan Marinkovic: Department of Structural Analysis, Berlin Institute of Technology, Strasse des 17, Juni 135, 10623 Berlin, Germany
Jonas Matijošius: Mechanical Science Institute, Vilnius Gediminas Technical University, Plytinės g. 25, LT-10105 Vilnius, Lithuania

Sustainability, 2025, vol. 17, issue 6, 1-33

Abstract: The main aim of this article is to evaluate how well sustainable HRM practices support organizational sustainability and staff resilience during crises. This paper examines how responses to COVID-19 and geopolitical concerns have affected the HRM practices of Lithuanian logistics enterprises. This study employed a qualitative research approach, conducting semi-structured interviews with twelve HR managers from prominent logistics companies in Lithuania. The participants selected guaranteed industry-relevant insights due to their experience with HRM crisis management. Using Braun and Clarke’s approach, data were thematically analyzed to find notable HRM projects supporting workforce sustainability under crisis conditions. The findings identify three key HRM methods required for crisis resilience: strategic workforce flexibility, employee well-being and resource conservation, and long-term organizational resilience. The findings show that organizations that implemented flexible work rules, mental health support programs, and digital HRM solutions had higher employee retention and operational continuity. This study also incorporates the resource-based view (RBV) and conservation of resources (COR) theories, underlining the need for sustainable human resource management techniques as both a competitive economic resource and a psychological buffer for employees in crisis situations. This study makes actionable HRM recommendations to help firms establish organized crisis response HRM frameworks, with a focus on flexible workforce management, mental health interventions, and proactive digitization tactics. These results can be used by policymakers and business leaders to institutionalize HRM crisis-ready strategies, thus enhancing labor market stability in challenging environments. This paper contributes to the body of knowledge on HRM crisis management by suggesting a disciplined HRM crisis response model combining actual data from the logistics industry with theoretical points of view. This paper provides a useful road map for HR managers wishing to create strong staff management strategies in difficult times.

Keywords: human resource management; emergency; logistics sector; sustainability (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2025
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