As a consequence of climate change, hotels are under mounting pressure to cut their carbon emissions, reduce their waste, and overall become more responsible in their operations. Given this context, experts claim that organisational human resources practices have immense ability to mould the behaviours of individuals. On the basis of w theory, we used a configuration of green human resources management, environmentally specific servant leadership, and psychological green climate to develop causal recipes for stimulating green creativity in hotel employees. Data were collected from 418 employees and analysed using an fsQCA to test the proposed model. Findings revealed that no single construct was sufficient to predict employees’ green creativity, but three causal recipes (i.e., green human respurces management, environmentally specific servant leadership, and psychological green climate) can be demonstrated to produce high green creativity. The study findings show that green human resources managment practices influence individual green creativity. It also indicated that environmentally specific servant leadership is a key driver of green creativity. Moreover, psychological green climate has a signifcant influence on green creativity. Our study has meaningful implications for hotel managers that can help them to develop new approaches and strategies to improve the employees’ green creativity by paying attention to green human resources managment practices, environmentally specific servant leadership, and psychological green climate.

The most successful organisations create businesses that can respond to sudden and unexpected changes in the market. The purpose of this research is to examine how big data analytics capabilities might, through strategic agility, impact on sustainable performance. We grounded our theoretical framework in two perspectives: the resource-based view and the dynamic capabilities view. In order to gather data from Saudi Arabian managers, we used the positivist methodology of a survey. Data were collected from 410 managers. The data were analysed using the SEM method. The findings indicated that big data analytics capabilities have a significant effect on economic, environmental, and social performance. They also revealed that strategic agility partially mediates the relationship between the capabilities of big data analytics and sustainable performance. Furthermore, the impact of big data analytics capabilities on strategic agility is stronger in a creative environment, while the strategic agility–sustainable performance relationship is more pronounced in more creative environments. The findings offer firms an insight into the actual benefits that big data analytics may generate and how firms may align the use of big data analytics with industrial conditions to foster sustainable performance.