Articles & Resources

• (*) In Fighting Climate Change, What's an Individual to Do?

Author: Paul Sullivan 2021 (NYT)

• Coopetition For Sustainability: Between organizational benefit and societal good

Authors: Manzhynski & Figge (2019)

• Do HRM systems impose restrictions on employee quality of life? Evidence from a sustainable HRM perspective

Author: Mariappanadar (2020)

ESG

• The role of sustainable HRM in sustaining positive organizational outcomes : An interactional framework

Investigates the interactional relationships between sustainable human resource management (HRM) and positive organizational outcomes, in the context of the United Arab Emirates (UAE), focusing on employees’ perception and mediation of the direct relationships drawing on the theoretical background of the social exchange theory.

Authors: Almarzooqi et al. (2018)

• Predictors of Humanistic Sustainability HRM Practices

compares the degree of implementation of humanistic sustainability human resource management (HRM) practices by analyzing which among the firm demographics, such as the number of years of operation, size, and type of ownership, is its significant predictor.

Authors: Castro & Edralin (2018)

• On the importance of sustainable human resource management for the adoption of sustainable development goals

This systematic literature review examines the key role of SHRM in developing a sustainable work environment and in facilitating the attainment of Sustainable development goals

Authors: Chams and Blandon (2019)

• Tourists’ outbound travel behavior in the aftermath of the COVID-19: role of corporate social responsibility, response effort, and health prevention

Designed in response to the COVID-19 pandemic, primarily investigates the key factors of the U.S. tourists’ destination attachment and the intentions to return to European and Asian destinations after the pandemic.

Authors: Chua et al. (2020)

• Three conceptions of triple bottom line business sustainability and the role for HRM

Describes research in which the authors entered three firms that had publicly embraced a triple bottom line framework (placing emphasis on economic, social and environmental performance),and were recognized as leaders in sustainability in their respective industries and conducting in depth interviews with their higher-ups.

Authors: Colbert & Kurucz (2007)

• Sustainability and ideology-infused psychological contracts: An organizational- and employee-level perspective

Explores sustainability-based ideology- (IPCs) infused psychological contracts (an employee's beliefs in a reciprocal relationship between themselves and their employers to advocate for an ideological cause and to work hard in the office for that cause ) from both organizational and individual-level perspectives.

Authors: Dixon Fowler et al. (2020)

• Corporate social responsibility, multi-faceted job-products, and employee outcomes

Examines how employees react to their organizations’ corporate social responsibility (CSR), drawing upon research in internal marketing and psychological contract theory,

Authors: Bhattacharya & Sankar (2013)

• Reporting on sustainability and HRM: A comparative study of sustainability reporting practices by the world’s largest companies

Analyses corporate sustainability reporting amongst the world’s largest companies and to assess the HRM aspects of sustainability within these reports in comparison to environmental aspects of sustainable management and whether organizational attributes – principally country-of-origin – influences the reporting of such practices.

Authors: Ehnert et al. (2016)

• Moving Beyond the Link Between HRM and Economic Performance: A Study on the Individual Reactions of HR Managers and Professionals to Sustainable HRM

Claim that members of the HR professional community can increase their job satisfaction and decrease their intention to leave by implementing sustainable HRM. Also tested for the mediating role played by the meaning that HR professionals and managers attach to HR work.

Authors: Guerci et al. (2018)

• The impact of human resource management practices and corporate sustainability on organizational ethical climates: An employee perspective

Analyzes how HRM practices with the aim of developing organizational ethics influence the benevolent, principled and egoistic ethical climates that exist within organizations, while also investigating the possible moderating role played by their employees’ perception of corporate sustainability.

Authors: Guerci et al. (2015)

• Corporate Governance and Sustainability Performance: Analysis of Triple Bottom Line Performance

Empirically investigates the relationship between corporate governance and the triple bottom line sustainability performance through the lens of agency theory and stakeholder theory.

Authors: Hussain et al. (2016)

• Sustainable Human Resource Management with Salience of Stakeholders: A Top Management Perspective

Analyzes how top managers construct the meaning of sustainable human resource management (HRM) and its responsibility areas and how they identify and prioritize stakeholders in sustainable HRM.

Authors: Jarlstrom et al. (2016)

• (*) Four Things No One Will Tell You About ESG Data

Provides detailed information primarily regarding important aspects of ESG Data.

Authors: Kotsantonis & Serafeim (2019)

• Sustainable HRM strategies and employment relationships as drivers of the triple bottom line

Aimed to develop a conceptual framework capable of analyzing the contributions made by strategic human resources management (SHRM) to firm sustainability and competitiveness. Specifically, they identified different sustainable corporate strategies and the way in which they are supported by coherent sustainable HRM strategies.

Authors: Lopez-Cabrales & Valle-Cabrera (2020)

• A decade's debate on the nexus between corporate social and corporate financial performance: a critical review of empirical studies 2002–2011

Presents a critical review of relevant empirical research articles on the nexus between corporate social performance and corporate financial performance published during the ten-year period from 2002 to 2011.

Authors: Lu et al. (2014)

• An Examination of Sustainable HRM Practices on Job Performance: An Application of Training as a Moderator

Attempts to examine the role of sustainable Human Resource Management (HRM) practices on job performance and encompasses training as a moderator variable to further evaluate the association among HRM practices and employee’s job performance. The study seeks to measure the effect of selection, participation, and employee empowerment on job performance in the publicly owned universities of Pakistan.

Authors: Manzoor et al. (2017)

• Managing the Tensions at the Intersection of the Triple Bottom Line: A Paradox Theory Approach to Sustainability Management

Seeks to explore the tensions frequently faced by organizations that strive to manage these dimensions and the role of public policy in that pursuit. A multiple–case study approach is utilized in which the authors selected case organizations according to whether they were attempting to manage the three dimensions of sustainability.

Authors: Ozanne et al. (2016)

• Employees’ Perception of Corporate Social Responsibility Impact on Employee Outcomes: Mediating Role of Organizational Justice for Small and Medium Enterprises (SMEs)

aimed to investigate the relationship between employee perception of corporate social responsibility (CSR) and employee’s outcome in Pakistan for small and medium enterprises (SMEs). Additionally, it examined the relationship of Employee’ Perception of CSR as an independent variable. Further, this study considers mediating role of organizational justice between employee’s perception of CSR and employee’ outcomes.

Authors: Sarfraz et al. (2018)

• Enhancing the role of human resource management in corporate sustainability and social responsibility: A multi-stakeholder, multidimensional approach to HRM

Focuses on the increased pressure for corporations to engage in corporate sustainability (CS) and corporate social responsibility (CSR) in order to address the current crisis of confidence in business, align their activities with the needs and expectations of a broader set of stakeholders, and help tackle the world's grand challenges.

Authors: Stahl et al. (2020)

• The Impact of Environmental, Social and Governance Practices (ESG) on Economic Performance: Evidence from ESG Score

Investigates the impact of Environmental, Social and Governance (ESG) practices on economic performance by sampling non-financial data from both Malaysia and Singapore.

Authors: Tarmuji et al. (2016)

• Corporate social responsibility governance, outcomes, and financial performance

Responds to the calls for research by investigating the mediation effect of CSR outcomes, on the relationship between CSR governance and financial performance. We extract CSR governance and outcomes data from the Bloomberg environmental, social and governance (ESG) database and financial performance data from the COMPUSTAT database.

Authors: Wang & Sarkis (2017)

• Sustainable human resource management and the triple bottom line: Multi-stakeholder strategies, concepts, and engagement

Brings together papers which embrace the challenge of creating a new, more sustainable human resource management model with a multi-stakeholder triple bottom line orientation, which emphasizes environmental and social performance in addition to economic outcomes.

Authors: Westerman et al. (2020)

• Multidimensional environmental social governance sustainability framework: Integration, using a purchasing, operations, and supply chain management context

Using stakeholder theory as the underlying referent theoretical base, this manuscript informs on the alignment and integration of sustainability reporting and financial reporting to help researchers and practitioners overcome many of the shortcomings of current sustainability frameworks, as well as enable companies, which do not yet have an established sustainability strategy, to define potential initiatives and interventions towards sustainability.

Author: Vincent Whitelock (2019)

• Recruiting with ethics in an online era: Integrating corporate social responsibility with social media to predict organizational attractiveness

Examines role theory, media richness theory, and theories employed in the organizational attractiveness literature were integrated to examine the impact of employers' online advertisement of different types of corporate social responsibility (CSR) on organizational attractiveness.

Authors: Belinda, C., Westerman, J., & Bergman, S. (2018)

• Implementing corporate sustainability: What drives the application of sustainability management tools in Germany?

Purpose was to conduct an empirical analysis among large German companies to enhance the understanding of whether and which institutional factors influence the application of sustainability management tools.

Authors: Windolph et al. (2014)

• Sustainability initiatives in the workplace and employee productivity

The existing research, synthesized for this previous student's paper, gives evidence that sustainable initiatives often have high return on investment not only in saving operational costs but also in improving employee productivity.

Author: Megan R. Nollman (2013)

• The Relevance of Corporate Social Responsibility for a Sustainable Human Resource Management: An Analysis of Organizational Attractiveness as a Determinant in Employees' Selection of a (Potential) Employer

This study aimed to add to the literature by pointing out the relevance of CSR for a Sustainable Human Resource Management (HRM). In particular this research investigates job seekers' perceptions of CSR.

Author: Bettina Lis (2013)

• Managing human resources in the 1990s and beyond: Is the workplace being transformed?

An older examination, the authors discuss factors contributing to the transformation of workplaces across the globe.

Author: Gary Yunker (1997)

• Human resource strategies and sustainability in small businesses

Purpose of this multiple case study was to explore the strategies that HR managers used to maintain business operations for longer than the first 5 years. The targeted population comprised 2 owners of small business in North Carolina who used HR strategies successfully to sustain their businesses for longer than 5 years

Author: Christopher Rice (2019)

Sus & Retention

• Employee Engagement and Sustainability

Explores the mechanisms through which employees engage in sustainability, as well as the resulting impact, are discussed. Created a model for creating meaningfulness at and in work which is put forward along with a discussion of implications for current management models in the workplace.

Author: Ante Glavas (2012)

• Illuminating the Signals Job Seekers Receive from an Employer's Community Involvement and Environmental Sustainability Practices: Insights into Why Most Job Seekers Are Attracted, Others Are Indifferent, and a Few Are Repelled

Conducted a substantive replication of recent empirical support for three signal-based mechanisms by adapting the experimental manipulation used in a prior study while employing an alternative approach to analyzing a distinctly different type of data.

Authors: Jones et al. (2016)

• Green HRM For Employer Branding: Evidence from ISO 14001 EMS Certified Firms

Reveals the psychological mechanism that exist between green human resource management (GHRM) and employer branding (EB) among employees from ISO 14001 EMS certified firms. In specific terms, they proposed a moderated mediated model linking GHRM and EB using arguments borrowed from the social identity and signaling theories.

Authors: Kivinda et al. (2021)

• Impact of green HRM practices on organization sustainability and employee retention

Gives insight on Green HRM practices for sustainable growth and higher retention of employee in the organization. The data is collected from secondary source such as research articles, case studies, whitepapers & internet websites. Also highlights the benefits of green HR practices to both employer & employee.

Authors: Likhitkar & Verma (2017)

• Configurational paths of employee reactions to corporate social responsibility: An organizational justice perspective

Applied a fuzzy-set qualitative comparative analysis method to determine the effects of employee perceptions of CSR practices and organization justice on employee outcomes.

Authors: Chen & Khuangga (2020)

• Sustainable HRM as a Pathway to Sustainability-HRMS Relevance on Affective Commitment through Organizational Trust

Attempts to contribute to the development of sustainable HRM by considering the terminological, conceptual and statistical distinction between moderator and mediator, testing two alternative models that may elucidate the relationship between these variables.

Authors: Oliveira et al. (2020)

• Sustainability in Recruitment and Selection: Building a Framework of Practices

Addresses gap between practical and operational-level advice by presenting a framework of suggested sustainable recruitment and selection practices. This framework is applicable to practitioners and acts as a curriculum for educators.

Authors: Jepsen & Grob (2015)

• Transgressing CSR on the organizational value chain: How natural resource companies greenwash their processes

Addresses the question of how companies belonging to the natural resource industry use to greenwash their processes. For this purpose, a multi-case approach with five different cases in the Colombian context is adopted.

Author: Orlando E. Contreras-Pacheco (2020)

• Effects of CSR on employee retention via identification and quality-of-work-life

Aimed to explore the sequential effects of employee perceptions of corporate social responsibility (CSR), organizational identification (OI), higher-order quality-of-work-life (HQWL) and intention to stay (IS).

Authors: Kim et al. (2020)

• Environmental Management Activities and sustainable HRM in German manufacturing firms – incidence, determinants, and outcomes

Improves the empirical knowledge for the manufacturing sector, by exploring the incidence of environmental activities and by analyzing the determinants of their use, particularly in terms of the incidence of environmental training activities for employees.

Author: Marcus Wagner (2011)

• How to Keep Sustainable Development Between Enterprises and Employees? Evaluating the Impact of Person–Organization Fit and Person–Job Fit on Innovative Behavior

Aimed to investigate the effect of person–organization fit and person–job fit on employees' innovative behavior and turnover intention via the mediators including job satisfaction and organizational commitment.

Authors: Tang et al. (2021)