In recent years, the quest for sustainability has rapidly transformed from a peripheral concern into a central imperative within organizational strategies worldwide. A groundbreaking study published in Humanities and Social Sciences Communications delves deep into the intricate interplay between green human resource management, leadership, and organizational culture—all crucial elements shaping workplace pro-environmental behavior. This research, grounded in the dynamic economic landscape of China, sheds light on the pathways through which organizations in both manufacturing and service sectors can embed sustainability into their operational DNA, offering novel insights with broad theoretical and practical relevance.
At the heart of this study lies the innovative application of established organizational theories—Ability-Motivation-Opportunity (AMO) and Social Identity Theory (SIT)—to environmental management. By integrating these frameworks, the researchers offer a nuanced lens to understand how environmental stewardship is fostered not only through individual capabilities and motivations but also through the social identities employees construct within their organizations. This dual-theoretical approach broadens the conceptual horizon, emphasizing that pro-environmental behavior emerges from a dynamic interplay between personal agency and collective organizational dynamics.
Unlike prior investigations that predominantly concentrated on organizational-level factors, this study pioneers a rigorous examination at the employee level, addressing a significant gap in sustainability research. The fine-grained focus on individual antecedents provides robust empirical evidence on how employees’ skills, motivations, and opportunities influence their engagement with green initiatives. By repositioning the employee as a central actor in environmental transformation, the study challenges traditional paradigms and calls for HR practices that cultivate environmental consciousness as an intrinsic aspect of employee identity and behavior.
The researchers further enrich their theoretical contribution by exploring multiple organizational factors in an integrated framework, moving beyond earlier studies which frequently isolated variables such as employee empowerment or pro-environmental behavior. Incorporating elements such as performance management, leadership styles, and workplace pro-environmental behavior into a comprehensive model enables a more holistic understanding of the organizational mechanisms fostering a green organizational culture. This synthesis not only bridges gaps across disparate theoretical domains but also provides a template for future interdisciplinary inquiries.
Central to the framework is the concept of green organizational culture (GOC), which encapsulates the collective norms, values, and practices that prioritize environmental responsibility within organizations. This study systematically investigates how five key green human resource management (GHRM) practices influence the cultivation of GOC, revealing intricate relationships that underscore the importance of a multifaceted approach. In particular, it identifies compelling links between incentives like rewards and compensation and leadership driven by green transformational principles, illuminating pathways through which organizational support and recognition can galvanize sustainable behaviors.
Leadership plays a pivotal role in shaping the green trajectory of organizations, and this research highlights the catalytic impact of green transformational leadership. Leaders who articulate a compelling vision for sustainability, align organizational values accordingly, and empower employees to engage in pro-environmental actions are instrumental in embedding green culture into the fabric of business operations. This finding resonates strongly within the Chinese context, where rapid industrial and service sector growth poses both challenges and opportunities for driving sustainability agendas at scale.
The practical implications derived from this study extend well beyond theoretical advancements. By demonstrating the positive influence of integrating environmental criteria into performance management and appraisal systems, the research provides actionable insights for businesses seeking to embed sustainability into everyday operations. Incentivizing green behaviors through tangible appraisal metrics creates a feedback loop that reinforces sustainable practices, aligning individual employee objectives with broader organizational goals and environmental priorities.
Moreover, empowering employees emerges as a critical lever for cultivating environmental responsibility. The study advocates for participatory approaches that involve employees in sustainability decision-making, fostering ownership and engagement. Practical strategies such as green teams and targeted training programs are emphasized as effective modalities to build competencies and embed green values into the organizational ethos. These initiatives resonate strongly with contemporary HR discourses emphasizing employee agency and participative management.
The role of governmental policy is underscored throughout the discourse, with a strong call for public strategies that incentivize and support organizational sustainability efforts. Proposed interventions include financial incentives such as tax breaks or subsidies, capacity-building investments, and the facilitation of public-private partnerships. Such policies not only drive organizational commitment but also cultivate a broader ecosystem conducive to sustainable innovation and environmental stewardship within the socio-economic fabric.
Beyond organizational tactics, the study recognizes the necessity of societal-level awareness-raising campaigns and environmental education initiatives. By fostering eco-consciousness and promoting green entrepreneurship, these efforts contribute to a cultural shift that transcends organizational boundaries, catalyzing behavioral change in the wider community. This perspective situates organizational sustainability within a larger context of systemic transformation and ecological responsibility.
The interdisciplinary nature of this research stands out as a particularly compelling dimension. By synthesizing insights from organizational behavior, leadership studies, and environmental management, the work advances a multifaceted understanding of sustainability challenges and solutions. Such integration enables a richer conception of how diverse human and structural factors coalesce to shape environmental outcomes, underscoring the value of cross-disciplinary collaboration in tackling complex societal issues.
As global attention increasingly turns to the environmental footprints of business activities, this study offers vital empirical contributions that illuminate the internal dynamics through which organizations can become agents of positive environmental change. Its findings challenge simplistic regulatory compliance models, advocating instead for an embedded sustainability ethos cultivated through human resource practices, transformational leadership, and a supportive organizational culture.
This research also opens new avenues for future exploration, inviting scholars to further interrogate the nuanced mechanisms by which green HRM practices influence organizational outcomes. The identification of novel relationships, such as the synergy between reward systems and green transformational leadership, offers fertile ground for deeper investigation and theory refinement. Additionally, the call to ground analyses at the employee level prompts reconsideration of microfoundations in sustainability research, encouraging a bottom-up perspective.
In the Chinese context, the implications are particularly salient given the dual pressures of rapid industrialization and increasing environmental regulation. This study provides a roadmap that blends empirical rigor with practical relevance, guiding businesses and policymakers alike in structuring interventions that resonate with organizational realities and strategic imperatives. The insights champion a model of sustainability that is both systemic and human-centered, responsive to cultural and economic contingencies.
Intriguingly, the emphasis on green organizational culture and workplace pro-environmental behavior reflects a broader societal shift wherein businesses are no longer solely economic entities but pivotal actors within ecological stewardship. By illuminating how internal HR practices, leadership engagement, and cultural factors converge, the study articulates a vision of organizational sustainability that is holistic, dynamic, and deeply embedded in everyday work life.
The integration of performance management with environmental objectives exemplifies how traditional management tools can be repurposed to advance sustainability. This strategic reframing transforms appraisal systems from mere evaluative mechanisms into engines for cultural transformation, incentivizing green behaviors and fostering accountability. Such innovations highlight the practical potential for organizational change driven through HR frameworks.
Finally, the rigorous approach adopted by the researchers sets a standard for methodological innovation in sustainability scholarship. Their multi-level analysis, encompassing individual, organizational, and systemic variables, reflects an advanced understanding that sustainability challenges require complex, integrated answers. This positions the study not only as a seminal academic contribution but also as a benchmark for future practical applications.
In sum, this landmark study offers a comprehensive, empirically grounded exploration of the nexus between green human resource management, leadership, and organizational culture, unpacking the mechanisms driving workplace pro-environmental behavior. Its theoretical depth, interdisciplinary scope, and practical insights present a powerful narrative for organizations aspiring to embed sustainability at their core, heralding a greener, more responsible future for industry and society alike.
Subject of Research: Green Human Resource Management, Leadership, and Organizational Culture’s Impact on Workplace Pro-Environmental Behavior in China
Article Title: Exploring the Nexus of Green Human Resource Management, Leadership and Organizational Culture on Workplace Pro-Environmental Behavior
Article References:
Gao, H., Al Mamun, A., Masukujjaman, M. et al. Exploring the nexus of green human resource management, leadership and organizational culture on workplace pro-environmental behavior. Humanit Soc Sci Commun 12, 987 (2025). https://doi.org/10.1057/s41599-025-05071-9
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