Green human resource management, employees’ green capability, and corporate sustainable performance: A resource-based view

Abstract

In the context of increasing pressure on organizations to achieve environmental
protection, social responsibility, and long-term economic performance, employees’ green
capability has emerged as a critical determinant of organizational sustainability outcomes.
This study examines the relationship between green human resource management,
employees’ green capability, and organizational sustainability performance from a
resource-based perspective. Grounded in the Resource-Based View (RBV) and Human
Capital Theory (HCT), the study proposes a theoretical model in which employees’ green
capability serves as a mediating mechanism linking green human resource management to
environmental, social, and long-term economic performance. By synthesizing recent
empirical studies, the paper highlights the strategic role of green capability as an intangible
resource that is valuable, rare, and difficult to imitate, thereby contributing to sustainable
competitive advantage. The findings extend the theoretical understanding of green human
resource management and offer practical implications for organizations seeking to enhance
sustainability through human capital development.