Purpose: The rising public concern for the natural environment is compelling business entities to revise their business models toward green management. Most manufacturing firms have realized that green innovation is a critical factor that drives their success. However, green human resource scholars have overlooked this research line despite the potential contribution it can advance in green management scholarship. This paper empirically models the extent to which green innovation culture (GIC) moderates the relationship between green human resource management (GHRM) and green competitive advantage (GCA). The paper has two-fold objectives. First, to investigate the effects of GHRM and GIC on the firm's GCA and second, to model the extent to which GIC moderates the link between GHRM practices and GCA of manufacturing firms in Zhejiang Province of China.Design/methodology/approach: Data were collected from 324 Chinese employees from the manufacturing sector. The authors captured data from all levels of the organization. The authors made three models equations: two direct and one interactive. The authors then applied structural equation modeling (SEM) using AMOS 24 to test the study models and hypothesis.Findings: The findings suggest that GHRM practices, which include recruitment and selection, training and development (green abilities); performance management and reward and compensation (green motivation); and employee involvement and leadership (green opportunities) have a significant positive effect on the firms GCA. The findings also indicate that firms that GIC, which include green product innovation (GPDI) and green process innovation (GPRI), promotes the firm's GCA. The paper further reveals that firms that combine GHRM and GIC attain higher GIC than those which practice GHRM only.Originality/value: This paper draws a roadmap on how the top management in manufacturing firms can drive the firm's operations toward a higher GCA. It's the pioneer paper to suggest the combination of GHRM and GCI for enhanced GCA.

Purpose: The available literature demonstrates that green human resource management (GHRM) practices enhance the firm's green performance. However, the studies fail to show how GHRM practices give rise to green culture and how such green culture influences the green competitiveness of a firm. Anchored on the Ability Motivation Opportunity (AMO) theory, this study investigates how firms can build green competitive advantage from GHRM. The study focuses on four enablers of green culture (EGC): leadership emphasis, message credibility, peer involvement and employee empowerment. The study tests the mediating role of each EGC in the relationship between GHRM and green competitive advantage (GCA). The study findings provide managers with a deeper understanding of how GHRM supports the development of the EGC and how they explain the firm's GCA.Design/methodology/approach: Data was collected from a large-scale survey of Malaysia's manufacturing firm. We managed to collect 96 valid and useable questionnaires.Findings: We find that GHRM practices give rise to EGC and the EGC mediate the relationship between GHRM and GCA.Originality/value: The study presents the EGC in the green competitiveness context and goes further to test its mediating role in the GHRM–GCA relationship. We also develop a novel conceptual framework that manufacturing firms can deploy to attain green competitive advantage.

Drawing upon the signaling and person-organization (P-O) fit theories, the present study develops a novel conceptual framework through which we examine the complex psychological mechanisms behind the influence of green human resource management (GHRM) on employer branding (EB). The model suggests a sequential mediation effect of Collective affective Commitment to Environmental Management Change (CACEMC) and environmental reputation (ER) on the link between GHRM and EB. We collect multi-wave, multi-source survey data from tour operation firms based in Nha Trang City in Vietnam. Our results demonstrate that there is a significant relationship between GHRM and EB. The results further indicate that CACEMC and ER singly and sequentially mediate the positive relationship between GHRM and EB. The study enumerates our findings' theoretical and practical implications and advances the case for the rolling out of GHRM to build eco-friendly employer brands. The study provides a compelling reason and basis for firms to use GHRM practices in crafting eco-friendly employer branding initiatives. This is possible because our research provides an understanding of the complex micro-level mechanisms by which GHRM shapes the employees’ perception of their employers.

Purpose: The purpose of this research is to examine how firms can build collective organisational citizenship behaviour towards the environment (OCBE) from green human resource management (GHRM) practices. The study tests how the three main aspects of GHRM, namely green abilities, green motivation and green opportunities, give rise to the enablers of green culture (EGC). The study further tests how each of the EGC (leadership emphasis, message credibility, peer involvement and employee empowerment) leads to the development of OCBE at the organisational level of analysis.Design/methodology/approach: Data were collected from Taiwanese manufacturing companies with a target of departmental heads. The authors managed to get 284 valid responses and analysed the data using path analysis on Stata12.Findings: The study findings suggest that GHRM practices that include developing green abilities, green motivation and green opportunities support the development of the EGC. The EGC include leadership emphasis, message credibility, peer involvement and employee empowerment. It was, however, found that green abilities do not support the development of message credibility. It was further found the EGC lead to the development of collective OCBE except for peer involvement.Originality/value: The authors propose an original concept of EGC in the context of Taiwanese manufacturing firms. This paper is amongst the pioneer papers to test the OCBE at organisational level. The authors also develop an integrated conceptual framework upon which firms can use in order to build OCBE at organisational level. Previous studies have examined OCBEs at employee/individual level.

Purpose: With the increasing importance of environmental sustainability, green intellectual capital (GIC) has emerged as a critical element for enterprises striving toward sustainable development. This study aims to explore the multi-dimensional driving mechanisms of GIC by considering technological, organizational, and environmental factors, addressing the limitations of prior studies that typically focus on isolated factors. Design/methodology/approach: Drawing on the technology-organization-environment (TOE) framework and resource orchestration theory, this study identifies green information systems (GIS), green human resource management (GHRM), and environmental regulations (ER) as key drivers of GIC. Fuzzy-set qualitative comparative analysis (fsQCA) was applied to 252 survey responses to identify configuration paths leading to high levels of green human, structural, and relational capital. Findings: The results reveal multiple configurations through which high GIC can be achieved. Specifically, the combination of GHRM and GIS is instrumental in fostering green human and structural capital, while a balanced configuration of GHRM, GIS, and ER facilitates the development of green relational capital. GHRM and GIS emerge as core conditions across most configurations. Practical implications: The findings offer practical guidance for managers seeking to build GIC by emphasizing the strategic alignment of internal resources and external pressures. Organizations can select and orchestrate green strategies based on their unique resource endowments and environmental contexts. Originality/value: This study contributes to the literature by moving beyond the analysis of single-factor influences, offering a configurational perspective on the formation of GIC. It demonstrates the synergistic interplay among technological, organizational, and regulatory elements, enriching theoretical understandings of sustainable organizational practices.