Green Human Resource Management and Green Culture: An Integrative Sustainable Competing Values Framework and Future Research Directions
研究绿色人力资源管理实践与绿色文化的关系，提出包含四种绿色文化的竞争价值框架，帮助组织识别和塑造与绿色目标匹配的文化，以实现可持续发展。
This study aims to analyze the association between green human resource management practices and green culture and proposes a green competing values framework that entails four green cultures: green clan, green adhocracy, green market, and green hierarchy culture, adopted from Cameron & Quinn’s (2011) competing values framework. We elucidate that each green culture is shaped through ability-motivation-opportunity enhancing green human resource management practices in alignment with desired green beliefs, values, and symbols to achieve organizational sustainability goals. Thus, our model acts as a diagnostic toolkit for identifying the organization’s dominant green culture and how a specific green culture can be generated that assimilates with the organization’s green objectives. Our theoretical contributions include extending sustainable Human Resource Management (HRM) studies by employing a green competing values framework to enhance organizational and staff green behaviors, and critically appraising such outcomes to negate the adoption of standardized practices as descriptive, prescriptive solutions in green HRM studies. We provide implications for practice and elucidate future research directions in organizational sustainability and green HRM.