Purpose: We investigate how green transformational leadership (GTL) influences green innovative service behavior (GISB), particularly in the hospitality sector, which faces significant environmental challenges. Drawing from social identity theory (SIT), we introduce green organizational identity (GOI) as a mediating mechanism through which GTL fosters GISB. Furthermore, we propose a moderated mediation model whereby a green knowledge-sharing climate (GKSC) serves as a first-stage moderator to further understand how and when GTL fosters GISB through GOI.Design/methodology/approach: We employed a multi-study design (i.e. two independent studies across China) to test the hypothesized relationships. Study 1 involved full-time employees from the service industry in China, including healthcare, telecommunication, and insurance sectors (N = 313). Study 2 employed a time-lagged dyadic design, collecting responses from employees and their managers at three different time points in the hospitality sector (N = 419).Findings: In Study 1, the simple mediation results demonstrate that GTL positively influences GISB through the mediating role of GOI. Moreover, in Study 2, the moderating effect of GKSC was supported, showing that in organizations with strong green knowledge-sharing climate, the indirect effect of GTL on GISB via GOI is amplified.Originality/value: In our work, we address a critical gap in the literature by identifying both the mechanisms and contextual factors that explain how GTL influences GISB. By introducing GOI as a mediator and GKSC as a first-stage moderator, the study advances understanding of how leadership, organizational identity, and a green-supportive climate interact to promote eco-friendly innovation in service organizations. This contributes both theoretically and practically to the development of effective strategies for advancing green initiatives in the service sector.

The implementation of green initiatives by hospitality employees can significantly enhance the environmental sustainability of hospitality firms. However, there is a lack of research exploring the mechanisms influencing hospitality employees’ green innovative work behavior (GIWB). Through the mediation paths of green soft talent management (GSTM) and green hard talent management (GHTM), this study seeks to investigate how entrepreneurial leadership promotes GIWB. The data from 366 employees and managers in Pakistan’s hospitality industry were collected through a survey method using partial least squares structural equation modeling (PLS-SEM). The findings reveal that the effects of entrepreneurial leadership on GIWB, the direct effects of GSTM and GHTM, and the interaction effects between entrepreneurial leadership and GIWB are substantial. Based on the upper echelons theory and the resource-based view concept, this study extends research on the leadership–GIWB macro nexus and increases our understanding of the mechanisms behind employee GIWB, particularly in the hospitality setting.

Drawing on the Upper Echelon Theory (UET) and the Ability-Motivation-Opportunity (AMO) framework, the purpose of this study is to examine the impact of six green HRM practices, such as green recruitment and selection (GRS), green reward and compensation (GRC), employees’ green empowerment and participation (EGEP), green organizational culture (GOC), green performance management system (GPMS), green training and development (GTD) on environmental performance of organizations (EPO) in textile industry of Pakistan. The study also analyses the moderating role of green internal environmental orientation (GIEO) in the relationships between GHRM practices and EPO. The data were collected from 445 employees, working at the managerial level of 20 green-certified large textile Mills located in Multan and Faisalabad divisions of Pakistan through a questionnaire survey. PLS-SEM structural modelling techniques were employed to predict these relationships. According to findings, all six green HRM practices have positive and significant impacts on the environmental performance of organizations. However, the impact of green internal environmental orientation (GIEO), which is proxied to top management commitment to environmental sustainability, has an insignificant impact on this relationship. The study predicts that green HRM practices are more effective tools than green internal environmental orientation (GIEO) to enhance the environmental performance of organizations.

This study examines the relationship between Green Human Resource Management (GHRM) practices and organisational performance, with a focus on the role of green innovation and green strategy in shaping this relationship. Data were gathered from 400 employees serving in 14 prominent manufacturing firms in Pakistan. The analysis employed structural modelling techniques, incorporating mediation and moderation variables, to diagnose their role in the relationship between GHRM and organisational performance. The findings reveal that GHRM has a strong and positive impact on organisational performance. Moreover, the results highlight that green innovation acts as a significant mediating channel, while the existence of a well-defined green strategy serves to fortify this relationship as a moderator. The findings provide empirical support for the Resource-Based View (RBV) theory by establishing that human capital represents a significant intangible resource, and they also strengthen the Natural Resource-Based View (NRBV) by demonstrating that integrating ecological strategies with innovation enhances the effectiveness of HRM practices. Collectively, the study underscores the importance of aligning GHRM with ecological objectives and innovative capability to achieve sustainable organisational performance.