From Green Human Resource Management to Organizational Resilience: A Resource‐Process‐Outcome Framework Integrating Dynamic Capabilities

Abstract

This article clarifies how Green Human Resource Management (GHRM) may contribute to organizational resilience without conflating resources, transformation processes, and outcomes. A structured theory‐building review examined 108 unique Scopus‐indexed studies published from 2010 to 2025 through a study‐level construct‐role audit. The synthesis distinguishes GHRM as a sustainability‐oriented resource architecture, dynamic capabilities as higher‐order transformation capacities manifested through sensing, seizing, and reconfiguring, and organizational resilience as an emergent outcome state. Five propositions specify this analytically sequential process. Innovation‐supportive climate facilitates resource enactment, environmental dynamism shapes the salience of capability activation, and resource availability supports the translation of activated capabilities into resilience outcomes. The review offers one theoretically coherent ordering for future testing and does not establish causal effects. Implications: The framework sharpens construct boundaries for CSR & EM scholarship and organizes managerial action around capability development, activation, and implementation.