Antecedents of Sustainable Performance in Manufacturing Organizations: A Structural Equation Modeling Approach

Khan, Noor Ullah; Wen-ya, WU; Saufi, Roselina Binti Ahmad; Sabri, Nur Ain Ayunni; Shah, Ashfaq Ahmad

doi:10.3390/su13020897

Cited by 41 publications

(47 citation statements)

References 114 publications

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“…Hence, this research is conducted on the environmental and social sustainability performance of a manufacturing sector in a developing country scenario. Similar studies are done by Ghouri et al (2020) , Jayabalan et al (2020) , and Khan et al (2021) studied Corporate sustainable environment performance in the Malaysian context. According to them, GHRM practices are found to significantly impact sustainable performance which complements the current research.…”

Section: Findings and Discussionsupporting

confidence: 68%

Understanding the Impact of Green Human Resource Management Practices and Dynamic Sustainable Capabilities on Corporate Sustainable Performance: Evidence From the Manufacturing Sector

Khaskhely

Qazi²,

Khan³

et al. 2022

Front. Psychol.

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Pakistan ranks as the eighth most vulnerable country on the 2021 global climate change vulnerability index. Partially, this perilous position is attributed to unsustainable practices in the large-scale manufacturing sector since its contribution to carbon emission is among the highest in the economy. These serious environmental challenges impede the attainment of sustainable development goals that concern responsible consumption and production. In manufacturing organizations, there are an ongoing debate regarding sustainable human resource management (HRM) determinants, which can promote sustainable performance. In this regard, green human resource management (GHRM) practices and dynamic sustainable capabilities are significant components as they have a unique role in transforming corporations into sustainable organizations. However, there is a dearth of evidence regarding the impact of individual GHRM practices, such as green recruitment and selection, green pay and reward, and sustainable capabilities like monitoring and re-configuration, in improving the corporate environmental and social performance. Hence, an empirical investigation regarding the association among these macro-level components with the corporate environmental and social performance through partial least squares structural equation modeling (PLS-SEM) is conducted. The findings inferred from 396 employees affiliated with six large-scale industries substantiate the main hypotheses of this study. It is empirically confirmed that GHRM and dynamic sustainable capabilities significantly and positively impact corporate sustainable performance. This research contributes to the literature by employing dynamic capabilities approach and a dynamic resource-based view (RBV) to explicate how corporations can benefit from the interplay of sustainable capabilities and GHRM functions. Hence, in the absence of a significant predictive model, this research is the first of its kind to isolate macro-level antecedents of sustainable HRM to find their impact on corporate sustainable performance in a developing country context. The study recommends that the management should prioritize the acquisition of monitoring capabilities and hiring environmentally conscious employees to achieve social equity and ecological conservation goals.

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Section: Findings and Discussionsupporting

confidence: 68%

Understanding the Impact of Green Human Resource Management Practices and Dynamic Sustainable Capabilities on Corporate Sustainable Performance: Evidence From the Manufacturing Sector

Khaskhely

Qazi²,

Khan³

et al. 2022

Front. Psychol.

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“…Two dimensions were used for TM, the independent variable (IV): mindset and strategy (TMM and TMS) and 14 items were adapted from Mahfoozi et al (2018); ten items were adopted from Sharabati et al, 2010) (for the mediating variable (HC); and finally the dependent variable (DV), SBP, was measured using an eleven-item scale adapted from Haseeb et al (2019); and Khan et al (2021). The respondents were asked to rate the level of their agreement with each of the items on a five-point scale from 1 (strongly disagree) to 5 (strongly agree).…”

Section: Measurements Of the Studymentioning

confidence: 99%

The effect of talent management and human capital on sustainable business performance: an empirical investigation in Malaysian hospitals

AlQershi

Ramayah

Ali

et al. 2021

IJOES

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Purpose This paper aims to examine the mediating role of human capital on the talent management in hospitals’ sustainable business performance in the health-care sector of Malaysia. Design/methodology/approach The study used a quantitative approach, with an initial sample of 174 Malaysian hospitals. The theoretical framework was based on previous studies of talent management (TM), human capital (HC) and sustainable business performance (SBP). Partial least squares-structural equation modelling (PLS-SEM) was used to test the study’s hypotheses. Findings Talent management mindset (TMM), but not talent management strategy (TMS), has a significant relationship with HC and SBP. HC has a significant direct relationship with SBP, and also mediates the relationship between TMM and SBP but not between TMS and SBP. Research limitations/implications This work is one of a limited number of studies to empirically address TM, HC and SBP in this context. The study is limited to Malaysian hospitals. It provides theoretical contributions by broadening the knowledge of HC, TM and the multifocal perspective of hospitals’ SBP, a relevant but underexplored issue, offering several avenues for future research. Practical implications The findings have beneficial practical implications for both policy makers and managers. First, focusing on talented people will directly improve sustainable performance in the Malaysian health sector. The findings also have important theoretical implications both for Malaysia and countries in similar situations. The study will serve as a reference point for such countries in trying to understand factors influencing SBP. Originality/value This is the first study to examine the mediating effect of HC on the relationship between talent management and hospitals’ sustainable business performance in Malaysia, or worldwide.

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“…Sustainable business performance consists of three dimensions: economic, social and environmental performance. A self-designed questionnaire was developed, resulting in 15 items from the literature (Yusliza et al , 2019; Khan et al , 2021; Fernando et al , 2019).…”

Section: Methodsmentioning

confidence: 99%

Talent agility, innovation adoption and sustainable business performance: empirical evidences from Indian automobile industry

Gouda

Tiwari

2021

IJPPM

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PurposeAlthough Industry 4.0 has created a digital disruption in the business world, there is a huge demand for competent personnel to adapt to innovation in a highly volatile environment. This study aims to develop a conceptual framework on innovation adoption, thus creating a sustainable business performance in the Indian automobile industry.Design/methodology/approachA sample of 272 employees working in the Indian automobile industry was empirically tested to examine the hypothesized relationships. The proposed relationships were further tested using structural equation modelling (SEM) with AMOS 26 software.FindingsResults highlight that knowledge management, climate for innovation, learning agility and internal corporate communication positively affect innovation adoption. Perceived innovation characteristics also have a significant relationship with innovation adoption and sustainable business performance. Furthermore, innovation adoption has a positive relationship with sustainable business performance. However, ambidextrous leadership has a non-significant relationship with innovation adoption.Research limitations/implicationsThis study was confined to the Indian automobile industry, which restricts its generalizability. Thus, future research can be conducted in other sectors and country contexts.Practical implicationsThe paper provides valuable insights to practitioners, HR professionals and managers to develop an agile talent who quickly adapts innovative practices to deliver desired results. Organizations must incorporate digital leadership style, robust knowledge management, climate for innovation, learning agility and corporate communication into their talent development practices that further enhance strategic capabilities and lessen expenditures.Originality/valueThis paper provides a holistic framework of innovation adoption in the Indian automobile industry to attain sustainable business performance.

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Antecedents of Sustainable Performance in Manufacturing Organizations: A Structural Equation Modeling Approach

Cited by 41 publications

References 114 publications

Understanding the Impact of Green Human Resource Management Practices and Dynamic Sustainable Capabilities on Corporate Sustainable Performance: Evidence From the Manufacturing Sector

Understanding the Impact of Green Human Resource Management Practices and Dynamic Sustainable Capabilities on Corporate Sustainable Performance: Evidence From the Manufacturing Sector

The effect of talent management and human capital on sustainable business performance: an empirical investigation in Malaysian hospitals

Talent agility, innovation adoption and sustainable business performance: empirical evidences from Indian automobile industry

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