This systematic literature review and bibliometric analysis examines the evolving landscape of Green Human Resource Management (GHRM) and its impact on individual employee performance. While empirical studies in this domain have expanded rapidly, the literature remains conceptually fragmented. This study addresses this gap by mapping the intellectual structure of the field and synthesizing divergent findings into a unified conceptual framework. Utilizing the PRISMA guidelines and an extensive search of the Scopus database, this review synthesizes evidence from 68 high-impact, peer-reviewed articles. The results reveal that GHRM functions as a “dual-performance” engine, simultaneously fostering voluntary employee green behavior and enhancing traditional task efficiency. These outcomes are mediated by critical psychological mechanisms, such as moral identity and meaningfulness of work, and are further moderated by leadership styles and digital infrastructure integration. The analysis culminates in a unified conceptual model that offers a robust blueprint for future research. Practically, this study urges organizations to transition from treating sustainability as an isolated initiative toward embedding it into core HR functions, supported by ethical leadership and AI-driven systems. By bridging the divide between human capital capability, psychological well-being, and technological integration, this review provides a strategic roadmap for cultivating a workforce that is both high-performing and ecologically responsible.
The human‐centric orientation of Industry 5.0 has intensified scholarly attention on Sustainable human resource management (SHRM) practices as key drivers of employee resilience, necessitating a systematic deciphering of the field's evolving structure. This study examines prevailing patterns and emerging developments in SHRM research, with particular emphasis on its intersections with digital transformation, employee resilience and human centricity. It employs an extensive bibliometric analysis of 282 scholarly articles drawn from Scopus and the Web of Science (WoS) spanning 2011–2026, complemented by a rigorous review of 82 selected studies to develop an integrated theoretical framework for SHRM practices. The findings map the intellectual landscape of the field and elucidate the interrelationships among SHRM practices, digital transformation, employee resilience and human centricity. Based on the synthesis of evidence, eight theoretically grounded propositions are advanced. By integrating bibliometric analysis with systematic review, this study offers a comprehensive overview of the evolution, thematic structure and future trajectories of SHRM practices in the context of Industry 5.0. Finally, this study contributes to a comprehensive understanding of SHRM practices that is simultaneously theoretical, empirical and practical oriented towards achieving SDGs, particularly SDG3 (good health and well‐being); SDG8 (decent work and economic growth); and SDG9 (industry, innovation and infrastructure).
Garima Singh, M. Patwardhan· Business Strategy and the En...· 0 citations
Innovative Work Behavior (IWB) has emerged as a crucial organizational competency for maintaining competitiveness and adapting to rapid environmental changes. Despite prior research consistently recognizing transformational leadership as a significant precursor to innovative work behavior (IWB), empirical evidence remains incongruent about the processes and contextual variables that underpin this association. This research seeks to consolidate current empirical information about the influence of transformational leadership on Innovative Work Behavior and to ascertain the mediating and moderating elements that enhance this connection. A Systematic Literature Review (SLR) was performed in accordance with the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) criteria. Articles pertinent to the subject, published from 2019 to 2025, were sourced from the Google Scholar, SINTA, Garuda, and Scopus databases. Nineteen papers satisfied the inclusion criteria after the screening and eligibility assessment and were included into the final evaluation. The results reveal that transformational leadership is the most thoroughly examined leadership style in IWB research and regularly exhibits a favorable correlation with workers' creative behavior. Moreover, psychological empowerment, knowledge sharing, and job engagement were identified as the predominant mediating factors, while organizational culture, organizational environment, individual characteristics, and digital readiness were determined to enhance this association. This study's originality resides in its comprehensive conceptual synthesis, which integrates leadership styles, mediating mechanisms, contextual factors, and contemporary research trends, thus providing a more holistic understanding of how transformational leadership promotes Innovative Work Behavior across various organizational contexts
Rozi Resmi Sapira, Claudia Sahetapy, Erica Awaliyah et al.· Agregat Jurnal Ekonomi dan B...· 0 citations
Despite longstanding conceptual and measurement concerns surrounding transformational leadership, environmental applications of the paradigm have continued to proliferate through target-specific formulations and increasingly complex explanatory models. Yet whether these developments have resolved, or merely reproduced, the broader theoretical and methodological concerns that characterize transformational leadership research remains unclear. Against this backdrop, this systematic review, conducted and reported in accordance with the PRISMA 2020 guidelines, critically synthesizes the empirical literature on transformational leadership in employee green behavior research while situating it within this broader theoretical and methodological context. Peer-reviewed English-language articles published since 2000 were retrieved from Scopus, Web of Science, and ABI/INFORM and screened against predefined eligibility criteria, resulting in 64 studies. Results revealed limited empirical engagement with the theory’s linchpin of follower transformation. Rather than modeling change in follower self-concept, most studies adopted Bass’s four-pillar framework and examined associations between follower-perceived behaviors of transformational leaders and environmental outcomes within diverse mediational and conditional process models. Across almost all studies, higher perceptions of transformational leadership were positively associated with employee green behavior, irrespective of whether the construct was operationalized using general or environmentally specific formulations. Organizational factors, most notably perceived green organizational climate, emerged as the most frequently examined mediating mechanism and contextual boundary condition linking transformational leadership to employee green behavior. Both general and target-specific formulations were predominantly operationalized using measures based on the Multifactor Leadership Questionnaire (MLQ), raising concerns regarding the intelligibility of cumulative evidence. We conclude by outlining a research agenda aimed at enhancing theoretical coherence, measurement validity, and methodological rigor.
Erica Frosini, Andrea Bobbio, Luigina Canova· Administrative Sciences· 0 citations
The review synthesizes the performance improvements, operational efficiencies, and strategic advantages that stem from Q4.0 initiatives, providing a structured foundation for future research examining the strategic impact of digital quality management.
The findings provide an integrated overview of current scientific knowledge and highlight gaps in research across different industries and levels of analysis, suggesting future studies should explore less digitally advanced sectors and include individual, unit, and organizational level perspectives.
Vaida Petrauskaitė-Jocienė, Renata Korsakienė· International Scientific Con...· 1 citation
Purpose | The purpose of the paper is to assess the economic effects of implementing or modifying onboarding processes for blue-collar workers and to incorporate data derived from non-academic (grey) literature into empirical analysis from the management and economics perspective. Research method | The study was based on a content analysis of twelve case studies from 2015–2025, using the Multivocal Literature Review method within a desk research approach. Eighteen onboarding practices were identified, coded, and examined through point-biserial correlation coefficients between specific practices and economic outcomes. Results | The analysis revealed that the highest economic effectiveness is achieved by onboarding programs combining digitalization with structured developmental and communicational support. Such configurations lead to higher retention, faster productivity gains, and reduced administrative workload in HR. Isolated procedural actions produced limited or inconsistent results, emphasizing the need for integrated, comprehensive adaptation programs. However, the study is limited by the relatively small sample size and the lack of standardized financial data. Originality / value / implications / recommendations | The study’s value lies in iden tifying the most effective configurations of onboarding practices from an organizational economic performance perspective. The proposed IDTS model may serve as a practical tool for HR managers, while the findings highlight the need for further standardization of economic measures and comparative research across organizational contexts.