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  • 1
    Online Resource
    Online Resource
    The role of green human resource management in the translation of greening pressures into environmental protection practices
    Wiley ; 2023
    In:  Business Strategy and the Environment Vol. 32, No. 6 ( 2023-09), p. 3628-3648
    Details
    In: Business Strategy and the Environment, Wiley, Vol. 32, No. 6 ( 2023-09), p. 3628-3648
    Abstract: Corporate environmental sustainability requires two complementary types of green practices—environmental protection hardware (EPH) and environmental protection software (EPS). Stakeholder greening pressures drive implementation; however, corporate responses vary, often lacking the balance and intensity of EPS and EPH needed. This paper explores the role of green human resource management (GHRM) in explaining variations in the implementation of EPH and EPS in response to stakeholders' pro‐environmental pressures. Drawing on stakeholder theory and the ability, motivation, and opportunity (AMO) framework, a mediating role is hypothesized. Empirical findings from Brazil using structural equation modeling reveal that increased green pressure from stakeholders drives the adoption of both types of green practices through a partial mediating role of GHRM that is stronger for EPH than for EPS. The value of this study lies in the consideration of EPH and EPS practices in the same model and expanding stakeholder theory on how stakeholders can improve environmental protection through GHRM. Implications are that organizations can level the field for the balanced application of EPS and EPH with a system of green human resource management practices—training, assessment, rewards, and teamwork—to channel the translation of stakeholder pressures into workplace green outcomes. Limitations, future research ideas, and policy and practice implications are detailed.
    Type of Medium: Online Resource
    ISSN: 0964-4733 , 1099-0836
    URL: Issue
    URL: Article
    DOI: 10.1002/bse.v32.6
    DOI: 10.1002/bse.3319
    Language: English
    Publisher: Wiley
    Publication Date: 2023
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    detail.hit.zdb_id: 1127954-0
    SSG: 3,2
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  • 2
    Online Resource
    Online Resource
    The interplay between stakeholders, resources and capabilities in climate change strategy: converting barriers into cooperation
    Wiley ; 2020
    In:  Business Strategy and the Environment Vol. 29, No. 3 ( 2020-03), p. 1362-1386
    Details
    In: Business Strategy and the Environment, Wiley, Vol. 29, No. 3 ( 2020-03), p. 1362-1386
    Abstract: This article investigates how organizations deal with drivers and barriers to the adoption of low‐carbon operational (LCO) practices and, accordingly, we propose a framework for relationships with stakeholders to guide organizations in orchestrating stakeholders, resources and capabilities to meet the challenges and opportunities arising from climate change. Data was collected through interviews with experts working within companies participating in the Carbon Disclosure Program and the Brazilian GHG Protocol Program. Our findings show that the level of willingness of stakeholders influences how companies select mechanisms to deal with drivers and barriers to LCO practices. Our results, qualified by stakeholder relationships theory and the natural resource‐based view, introduce an analytical approach called ‘mechanisms of responses’ to understand how organizations deal with drivers and barriers in the context of climate change in order to guide companies to adopt LCO practices, strengthen co‐operation with stakeholders and develop the required organizational capabilities.
    Type of Medium: Online Resource
    ISSN: 0964-4733 , 1099-0836
    URL: Issue
    URL: Article
    DOI: 10.1002/bse.v29.3
    DOI: 10.1002/bse.2438
    Language: English
    Publisher: Wiley
    Publication Date: 2020
    detail.hit.zdb_id: 2025936-0
    detail.hit.zdb_id: 1127954-0
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  • 3
    Online Resource
    Online Resource
    Career satisfaction in the public sector: Implications for a more sustainable and socially responsible human resource management
    Wiley ; 2022
    In:  Human Resource Management Journal Vol. 32, No. 4 ( 2022-11), p. 844-863
    Details
    In: Human Resource Management Journal, Wiley, Vol. 32, No. 4 ( 2022-11), p. 844-863
    Abstract: Anchored in emerging theoretical insights regarding sustainable human resource management, with a focus on pursuing socially responsible HR, we propose that enhancing employees' career satisfaction in public sector organisations constitutes a unique opportunity for public sector organisations to improve their internal social responsibility, focussing on employees as key stakeholders. In this context, this study provides original evidence regarding an original framework for examining the determinants and outcomes of employees' career satisfaction in the US federal agencies, with implications for the internal social responsibility of public sector organisations, which is a dimension of sustainable HR. We use a longitudinal study design involving a sample of permanent, full‐time civilian federal employees from two surveys conducted by the US Merit Systems Protection Board. We suggest key factors that affect public sector employees' career satisfaction and aspirations. These key factors may be useful for public sector organisations that wish to design more sustainable and socially responsible HRM centred around the career satisfaction of their internal stakeholders.
    Type of Medium: Online Resource
    ISSN: 0954-5395 , 1748-8583
    URL: Issue
    URL: Article
    DOI: 10.1111/hrmj.v32.4
    DOI: 10.1111/1748-8583.12469
    Language: English
    Publisher: Wiley
    Publication Date: 2022
    detail.hit.zdb_id: 2028076-2
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  • 4
    Online Resource
    Online Resource
    Green Benefits From Adopting Lean Manufacturing: A Case Study From the Automotive Sector
    Wiley ; 2013
    In:  Environmental Quality Management Vol. 22, No. 3 ( 2013-03), p. 65-72
    Details
    In: Environmental Quality Management, Wiley, Vol. 22, No. 3 ( 2013-03), p. 65-72
    Type of Medium: Online Resource
    ISSN: 1088-1913
    URL: Issue
    URL: Article
    DOI: 10.1002/tqem.v22.3
    DOI: 10.1002/tqem.21336
    Language: English
    Publisher: Wiley
    Publication Date: 2013
    detail.hit.zdb_id: 2044656-1
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  • 5
    Online Resource
    Online Resource
    Green Product Development and Product Portfolio Management: Empirical Evidence from an Emerging Economy
    Wiley ; 2017
    In:  Business Strategy and the Environment Vol. 26, No. 8 ( 2017-12), p. 1181-1195
    Details
    In: Business Strategy and the Environment, Wiley, Vol. 26, No. 8 ( 2017-12), p. 1181-1195
    Abstract: Few studies have explored the relationship between green products development (GPD) and product portfolio management (PPM). When considering evidence from emerging economies, the knowledge gap is even deeper. Consequently, the objective of this work is to analyze how green and traditional practices of new product development (NPD) influence product portfolio and NPD performance. In addition, we explore how GPD opens new markets and technology opportunities. The empirical evidence is based on a sample of firms that are developing products and belong to innovative industrial sectors in Brazil. In general, the framework developed and tested in this research indicates the following: (i) the adoption of GPD practices significantly influences product portfolio performance; (ii) the adoption of GPD practices tends to generate positive results with regard to obtaining technological and market opportunities; (iii) the adoption of traditional PPM practices influences the dependent factors. Unexpectedly, correlations between a firm's size or age and its performance were not confirmed. This is the first empirical evidence relating GPD, PPM, and market and technology opportunities in Brazil. Copyright © 2017 John Wiley & Sons, Ltd and ERP Environment
    Type of Medium: Online Resource
    ISSN: 0964-4733 , 1099-0836
    URL: Issue
    URL: Article
    DOI: 10.1002/bse.v26.8
    DOI: 10.1002/bse.1977
    Language: English
    Publisher: Wiley
    Publication Date: 2017
    detail.hit.zdb_id: 2025936-0
    detail.hit.zdb_id: 1127954-0
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  • 6
    Online Resource
    Online Resource
    Circular economy‐based new products and company performance: The role of stakeholders and Industry 4.0 technologies
    Wiley ; 2022
    In:  Business Strategy and the Environment Vol. 31, No. 1 ( 2022-01), p. 483-499
    Details
    In: Business Strategy and the Environment, Wiley, Vol. 31, No. 1 ( 2022-01), p. 483-499
    Abstract: While the circular economy (CE) attracts attention from scholars and practitioners, the concept has been challenged by claims that the CE may be seen as a vague concept, or a new label for old green management practices. We propose a new approach to study the effects of the CE on company performance: circular product design (CPD). Consequently, this work investigates how Industry 4.0 technologies and stakeholder pressure influence CPD and, in turn, impact on company performance. Data were obtained from firms which develop products in the electric–electronic and equipment (EEE) sectors in Brazil. Our research results indicate that (i) the application of Industry 4.0 technologies favors CPD, in particular artificial intelligence and big data analytics; (ii) pressure from stakeholders can encourage the adoption of circular strategies, specially from suppliers because they are responsible for developing and delivering smart components; and (iii) although the literature may be seen as controversial, there is a positive relationship with regard to the impacts of CE adoption on market performance. Among its main implications, the article also suggests a set of design strategies oriented towards the development of products for the CE.
    Type of Medium: Online Resource
    ISSN: 0964-4733 , 1099-0836
    URL: Issue
    URL: Article
    DOI: 10.1002/bse.v31.1
    DOI: 10.1002/bse.2905
    Language: English
    Publisher: Wiley
    Publication Date: 2022
    detail.hit.zdb_id: 2025936-0
    detail.hit.zdb_id: 1127954-0
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  • 7
    Online Resource
    Online Resource
    Circular business models and the environment: Maturity levels of the circular economy and innovation in greener craft breweries
    Wiley ; 2023
    In:  Business Strategy and the Environment Vol. 32, No. 6 ( 2023-09), p. 3465-3488
    Details
    In: Business Strategy and the Environment, Wiley, Vol. 32, No. 6 ( 2023-09), p. 3465-3488
    Abstract: This article aims to highlight the level of maturity of the circular economy according to the ReSOLVE framework, the level of maturity of technical and biological cycles, and the level of maturity of sustaining and disruptive innovation in Brazilian and Portuguese craft brewing companies. Through a multiple case study in the craft brewery sector in the state of Santa Catarina (Brazil) and in the city of Porto (Portugal), a qualitative study was developed by means of a documentary analysis of secondary data, technical visits, and application of on‐site interviews with 11 Brazilian and 11 Portuguese companies. The results indicate that (I) Brazilian and Portuguese companies are at different maturity levels concerning the circular economy, according to the ReSOLVE framework; (II) the maturity levels of the technical and biological cycles can be identified in the recycling practices of both cases, with the 11 Portuguese companies operating at the optimized level while the Brazilian companies are moving toward optimization; and (III) regarding innovation maturity levels, sustaining innovation is incorporated and optimized in these 22 companies. Concerning disruptive innovations, the results show that Brazilian and Portuguese companies are at different stages. This study contributes to theory by linking circular economy constructs and innovation and introducing gastronomy as a new link between these constructs. For practitioners, it highlights the stages of maturity and practical actions that can guide the improvement of maturity levels. In terms of limitations, we cite the geography and population of the countries and states addressed, the pandemic, differing production volume between companies, and the scope of the businesses. We suggest that future studies replicate or expand the sample to other geographic regions, as well as apply the framework to other business segments.
    Type of Medium: Online Resource
    ISSN: 0964-4733 , 1099-0836
    URL: Issue
    URL: Article
    DOI: 10.1002/bse.v32.6
    DOI: 10.1002/bse.3311
    Language: English
    Publisher: Wiley
    Publication Date: 2023
    detail.hit.zdb_id: 2025936-0
    detail.hit.zdb_id: 1127954-0
    SSG: 3,2
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  • 8
    Online Resource
    Online Resource
    Common good human resource management, ethical employee behaviors, and organizational citizenship behaviors toward the individual
    Wiley ; 2023
    In:  Human Resource Management Journal
    Details
    In: Human Resource Management Journal, Wiley
    Abstract: What happens to the behaviors of employees when their organizations' human resource management (HRM) systems take into account any challenges to the common good? Despite common good HRM (CGHRM) having recently been raised, the existing literature has not yet investigated the role played by CGHRM in relation to employee behaviors. Drawing on social exchange theory, we addressed this issue by exploring CGHRM and its influences on employee ethical behavior and organizational citizenship behaviors toward the individual (OCBI). We conducted this study in Vietnam, in two subsequent stages. Stage 1 involved a mixed‐method approach to develop and validate four items suited to measure CGHRM. In Stage 2, we examined a mediation‐moderation model showing the relationship between CGHRM and employee behaviors, and investigated the roles played by value commitment and spiritual leadership. We also included a survey using time‐lagged data and different sources. The findings reveal that CGHRM directly and positively influences ethical employee behaviors and OCBI, and indirectly and positively influences these two types of behavior via value commitment. Interestingly, the relationship between CGHRM and ethical employee behaviors was found to be significantly stronger when combined with high levels of spiritual leadership. Unexpectedly, however, spiritual leadership was not found to moderate the CGHRM‐OCBI relationship.
    Type of Medium: Online Resource
    ISSN: 0954-5395 , 1748-8583
    URL: Article
    DOI: 10.1111/1748-8583.12493
    Language: English
    Publisher: Wiley
    Publication Date: 2023
    detail.hit.zdb_id: 2028076-2
    SSG: 3,2
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  • 9
    Online Resource
    Online Resource
    Leveraging STARA competencies and green creativity to boost green organisational innovative evidence: A praxis for sustainable development
    Wiley ; 2021
    In:  Business Strategy and the Environment Vol. 30, No. 5 ( 2021-07), p. 2421-2440
    Details
    In: Business Strategy and the Environment, Wiley, Vol. 30, No. 5 ( 2021-07), p. 2421-2440
    Abstract: Radical technological advancements and the relentless progression of climate change compel organisations to ensure their workforce consistently exercise their creativity toward innovative green initiatives. These endeavours are essential to achieve the United Nations' (UN) sustainable development goals (SDGs). To do so, organisations require competencies fundamental to smart technologies, artificial intelligence, robotics and algorithms (STARA). STARA competencies are relevant for leaders to bolster green organisational innovative evidence (GOIE). GOIE can help to attract potential investors keen on advancing the UN's SDG agenda on environmental sustainability. However, eclipsed by a volatile environment, and despite the green innovation potential of several manufacturing organisations, investors are reluctant to invest and commit funds without evidence of green innovation. We therefore, investigate how leader STARA competence (LSC), green creativity components (task motivation, creativity skills and expertise) and environmental dynamism can aid organisations to boost their GOIE. Our key findings are as follows: (a) though green task motivation shows a stronger association with green creativity skills, LSC has a large influence on green creativity skills; (b) green creativity skills exert a strong influence on GOIE while also playing a competitive and complimentary mediating role in our model and (c) environmental dynamism is negatively associated with green creativity skills and GOIE. Furthermore, to validate indirect ( v ) effects size in mediation analysis, we propose a new and more approachable benchmark for v effect size estimations. Organisational and environmental policy implications are discussed.
    Type of Medium: Online Resource
    ISSN: 0964-4733 , 1099-0836
    URL: Issue
    URL: Article
    DOI: 10.1002/bse.v30.5
    DOI: 10.1002/bse.2754
    Language: English
    Publisher: Wiley
    Publication Date: 2021
    detail.hit.zdb_id: 2025936-0
    detail.hit.zdb_id: 1127954-0
    SSG: 3,2
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  • 10
    Online Resource
    Online Resource
    Environmental management and the “soft side” of organisations: Discovering the most relevant behavioural factors in green supply chains
    Wiley ; 2020
    In:  Business Strategy and the Environment Vol. 29, No. 4 ( 2020-05), p. 1647-1665
    Details
    In: Business Strategy and the Environment, Wiley, Vol. 29, No. 4 ( 2020-05), p. 1647-1665
    Abstract: Anchored in the resource‐based view theory, the objective of this research is to empirically analyse the behavioural factors affecting the green supply chain management (GCSM) performance in a fast‐growing emerging economy by taking an empirical data set of 101 responses from personnel in the mining sector. Behavioural factors in green supply chains are still a critical challenge—not yet a well‐explored academic subject—when the focus is on the mining industry of emerging economies like India; the lack of studies in this field could be a factor preventing the Indian mining industry becoming more green. In terms of methodology, original survey data were processed through AMOS 4.0, adopted for assessing the causal connection among the six constructs, that is, top management support, teamwork, workplace culture, resistance to change, green innovation, and green motivation. We further explore the input from the human side of GCSM by highlighting that top management support and green motivation are the most crucial behavioural factors that influence GCSM in the Indian mining sector. The study will be helpful for mining companies because it will enable them to identify the areas that require their attention for enhancing GCSM performance related to behavioural aspects.
    Type of Medium: Online Resource
    ISSN: 0964-4733 , 1099-0836
    URL: Issue
    URL: Article
    DOI: 10.1002/bse.v29.4
    DOI: 10.1002/bse.2459
    Language: English
    Publisher: Wiley
    Publication Date: 2020
    detail.hit.zdb_id: 2025936-0
    detail.hit.zdb_id: 1127954-0
    SSG: 3,2
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