A vast literature supports the notion that green human resource management leads to superior environmental performance. This study argues that green innovation, environmental strategy and pro‐environmental behaviour facilitate the relationship between green human resource management and environmental performance in the manufacturing industry of developing countries. To test the mediating effect of green innovation and pro‐environmental behaviour alongside the moderating role of environmental strategy in the proposed model, we collected and analysed data from 410 manufacturing firm managers operating in Pakistan using partial least square structural equation modelling. The mediating and moderating results highlighted the significance of green innovation, environmental strategy and pro‐environmental behaviour to excel in environmental performance through operational efficiency, appropriate environmental strategy and human willingness to indulge in environmental activities. The findings also suggest implications for theory and practice in similar developing countries. The study offers generalisability in developing countries sharing the same economic and social structure.

Board composition has received increasingly more attention from scholars as an important determinant of environmental, social and governance (ESG) performance. Two factors of board composition receive attention as they strongly relate to sustainability issues: gender diversity and board independence. The aim of this study is to test whether the presence of a critical mass of women in boardrooms correlates with firm ESG performance. In addition, we aim to study whether women receiving appointment as executive rather than nonexecutive directors may positively influence ESG performance. Using a sample of Italian companies listed on the Mercato Telematico Azionario during 2003–2019, the empirical results show that a critical mass of at least three female directors is necessary to improve ESG performance and that executive women directors represent a crucial component of board mechanisms, in terms of aligning the needs of stakeholders, since they increase ESG performance. Because the advising and monitoring functions impact firm value, we support the idea that female directors in strategic positions in the boardroom may benefit ESG performance. Thus, we support the idea of increasing women's presence on corporate boards and across executive leadership as a measure and a signal of how firms can respond to ESG challenges.