The Mediating Role of Organizational Agility in Linking Green Innovation Culture to Green HRM Success: Evidence from Indonesia’s Manufacturing Sector
Keywords:
Green Innovation Culture, Organizational Agility, Green Human Resource Management, Sustainability, Dynamic Capabilities.Abstract
This study investigates the role of green innovation culture in fostering organizational agility and its subsequent impact on the success of Green Human Resource Management (Green HRM) practices. Using a quantitative approach with Partial Least Squares Structural Equation Modeling (SEM-PLS), data were collected from respondents across three manufacturing sectors in Indonesia: food and beverage, textile, and electronics. The findings reveal that green innovation culture exerts a significant direct influence on Green HRM, although the effect is relatively weak. More importantly, the culture strongly enhances organizational agility, which, in turn, has the most significant impact on Green HRM success. The specific indirect effect of green innovation culture on HRM through agility is considerably more substantial than the direct effect, confirming agility as a key mediating mechanism. These results extend prior research by integrating culture, agility, and HRM into a single framework, thereby contributing to the Resource-Based View and Dynamic Capabilities Theory. Theoretically, the study highlights agility as a dynamic capability that operationalizes cultural values into sustainable HRM practice. In practice, the findings emphasize the necessity for managers to simultaneously cultivate a strong green innovation culture and develop organizational agility to achieve sustainability goals. By embedding sustainability-oriented values into organizational norms and reinforcing adaptive capabilities, firms can ensure that their HRM systems not only align with environmental objectives but also contribute to long-term competitive advantage and sustainable development.
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