The concept of sustainability has been gaining importance and influencing the development of an approach towards employees referred to as sustainable HRM (SHRM). HR development is one of the principles of SHRM that should be implemented consistently along with other SHRM principles, which means, e.g., that the development of employees should be carried out having a long-term perspective in mind. It is crucial to acquire the so-called competencies of the future as the basis for implementing the idea of Industry 4.0.

The key to a successful implementation of the idea of sustainable development in organizations is competent, motivated employees. Therefore, Human Resource Management (HRM) is of particular interest to practitioners and researchers. New HRM concepts that address emerging problems – such as sustainable HRM – arise and develop. The aim of this article is to answer the following research questions: What kind of issues are presented in the most cited articles in the field of sustainable HRM, taking into account the following division of HRM functions: recruitment and selection, performance appraisal, compensation, training and development, and HR flow? Which HRM functions require further research in the context of sustainable HRM? This study applies H‐Classics methodology and presents a hybrid literature review linking bibliometric characterization of the articles on sustainable HRM (including green HRM, socially responsible HRM, triple bottom line HRM, and common good HRM) with a manual review of those publications that made up the H‐Core of this research field. The most discussed HRM function was HR training, while the least discussed was HR flow. Moreover, HRM is mainly presented in relation to the environmental bottom line. Most of the cited papers present general guidance on how to shape individual functions of sustainable HRM and indicators for measuring the extent to which organizational practices are green. Research directions in H‐Core papers have been formulated toward all HRM functions, treated as a system and separately. The article also presents directions for additional research that were identified in the course of this study.

Purpose: Considering the vital role of resource-constraint innovation in developing countries, the aim of the study is to examine the mechanism of internal and external heterogeneous knowledge sharing (HKS) in the relationship between sustainable leadership (SL) and frugal innovation (FI). The social exchange theory was used to develop a research framework.Design/methodology/approach: This study employed Partial Least Squares Structural Equation Modeling (PLS-SEM) analysis to examine the relationship among several latent factors based on 263 participants from Pakistani SMEs.Findings: The current findings support the significant positive impact of SL on both internal and external HKS. Moreover, this study also confirms the mediating effect of both types of HKS in the relationship between SL and FI.Research limitations/implications: To delve further into the benefits and vital role of HKS, it is recommended to conduct further research that would examine the potential impact of heterogeneous knowledge sources on the “SL–FI relationship” and to apply the presented research methodology in other countries and organizations beyond Pakistani SMEs.Originality/value: This study is one of the first documented attempts to demonstrate HKS as a mechanism in the relationship between a specific type of leadership and FI.

This examines the six drivers and twelve detailed practices of sustainable human resource development (S-HRD) before and during the COVID-19 pandemic across different organizations in Poland. The empirical strategy is based on explorative research conducted using surveys in Poland between 2020 and 2021. The results confirm that the surveyed organizations implemented S-HRD practices driven mainly by the expectations of external stakeholders. They neglected the areas of caring for employees’ well-being and developing environmental awareness before the COVID-19 pandemic. During the pandemic, most companies maintained their approach to S-HRD. This research is unique because it adds to the body of literature advocating the significance of S-HRD for organizational resilience before, during, and after extreme events. Generalizing the results is challenging because the snowball sample has significant restrictions. However, future research may overcome these shortcomings by using larger samples based on probability or random sampling techniques.