How Green Human Resource Management Shapes Organizational Sustainability and Corporate Responsibility: A Systematic Review of SEM ‐Based Evidence

Abstract

The growing emphasis on corporate sustainability and environmental responsibility has increased the importance of aligning human resource management with organizational sustainability objectives. Despite the rapid expansion of research on Green Human Resource Management (GHRM), existing empirical evidence remains fragmented across constructs, mechanisms, and contextual settings. This study provides a systematic synthesis of 164 empirical studies applying structural equation modeling (SEM) to examine the role of GHRM in shaping sustainability‐related organizational outcomes. A total of 249 constructs are identified and classified into drivers, mediating mechanisms, moderating conditions, and performance outcomes. The findings demonstrate that GHRM functions as a system‐level organizational capability that enhances environmental, social, and economic performance primarily through cultural, behavioral, and innovation‐oriented mechanisms. Green organizational culture, employee pro‐environmental behavior, green innovation, and corporate social responsibility emerge as central pathways linking HR practices with sustainability outcomes, while leadership and value‐based factors shape the strength of these relationships. By integrating fragmented SEM‐based evidence, this study advances the theoretical understanding of GHRM as a strategic enabler of organizational sustainability and responsible management. The study also provides practical implications for organizations seeking to embed environmental and sustainability principles into HR systems, organizational culture, and long‐term sustainability strategies.