Determinants of Corporate Sustainability Performance Through Green Innovation and Organizational Culture

Abstract

Purpose: This study examines the influence of Green Human Resource Management (GHRM) practices and green work–life balance on Corporate Sustainability Performance (CSP), with green innovation and organizational culture as mediating mechanisms. Methodology: An explanatory sequential embedded mixed-methods design (QUAN→QUAL) was used. Quantitative data were collected from 206 employees of automotive manufacturing companies in Greater Jakarta, followed by in-depth interviews with eight informants to provide qualitative insights into the quantitative results. Results: GHRM practices drive green innovation and organizational culture, which enhance corporate sustainability performance, whereas GHRM has no direct effect on CSP. Green work–life balance has a limited effect on CSP and does not significantly influence green innovation or organizational culture. Conclusions: Sustainability performance requires the integration of GHRM with organizational culture and green innovation. Green work–life balance should also be more closely aligned with organizational sustainability and innovation objectives. Limitations: This research was conducted in automotive companies in the Jabodetabek area. Contributions: The results of this study provide a direct contribution to policymakers at the corporate level, particularly manufacturing company management in the Greater Jakarta area, in designing more integrated sustainability strategies.