Using two theoretical lenses-organizational citizenship behavior for the environment (OCBE) and supplies-values fit theory (SVFT)-the present study examines the influence of green human resource management (HRM) practices on environmental performance using data from higher education institutions. To this end, our research uses survey data from n = 214 employees to test the moderated mediation hypotheses. The study finds that green HRM practices positively enhance environmental performance via employees' environmental passion. Our study further reveals that the effect of green HRM practices on environmental passion is more important when an employee is high on green values than when s/he is low. The current study provides new theoretical insights into environmental management literature by linking green HRM practices to environmental performance. Our findings provide managers with guidance regarding how and when green HRM practices are more likely to lead to enhanced environmental performance.
Purpose
An increasing number of organizations focus on creating value in economics and growing their aspect, encompassing human, social and environmental perspectives. Traditionally, organizations mostly contained corporate social responsibility (CSR) as their actions only in an economically favorable situation. However, CSR can also be used in an unfavorable time as a strategic process to recover and sustain the organization during a crisis. The purpose of this study is to review six years (2015-2021) articles published on strategic CSR.
Design/methodology/approach
The literature review of the current study examines through source data and combination findings the role of strategic CSR during a time of crisis. The search was conducted using Google Scholars, Psych Info, Emerald Insight, Science Direct and ProQuest. The study reviewed six years of articles on strategic CSR (2015–2021).
Findings
The paper concludes by suggesting propositions and a model that indicated that effective communication encourages employees and external stakeholders to participate and enhance their contribution during the crisis and help gain a competitive advantage.
Research limitations/implications
The present review demonstrated managing crisis by incorporating strategic CSR initiatives. The role of communication is important for understanding the crisis, which builds a trust-based relationship with employees and external stakeholders and enhances their participation and engagement that can help sustain during the crisis. This study will help the organizations during the time of crisis because strategic CSR initiatives reduce the negative effect of the crisis and help achieve organizational competitive advantages.
Originality/value
The present review bridges the gap in strategic CSR during the COVID-19 crisis interface. This review aims to understand the role of strategic CSR during the time COVID-19 of crisis. This study contributes to the strategic CSR research by giving clarity regarding the managing crises of organizations.
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