From Green Organizational Resources to Sustainable Performance: The Moderating Roles of Green HRM Practices and Knowledge Management Processes in Pakistan’s Healthcare Sector

Abstract

This study investigates the moderating effects of Green Human Resource Management Practices, Green Transformational Leadership, Knowledge Management Process, Green Intellectual Capital and CSR on Sustainable Performance in the healthcare sector of Pakistan. The study builds on the Resource Based View, Organizational Learning Theory and Ability-Motivation-Opportunity model, and posits that the organizational resources contribute to higher sustainability outcomes when coupled with the appropriate human resource and knowledge-management systems. The design used was positivist, deductive and cross sectional with quantitative approach. Information was collected from 350 healthcare professionals and 145 HR and management professionals from selected public and private hospitals in Pakistan. The measurement model, direct relationships, interaction effects, explanatory power and predictive performance were checked using partial least squares structural equation modelling (PLS-SEM). The results indicate that Green Intellectual Capital, Green Transformational Leadership and Corporate Social Responsibility have significant positive effects on Sustainable Performance. The main effects for Green HRM Practices and Knowledge Management Process are also significant and positive. More importantly, both mechanisms in turn positively moderate all three organizational antecedent-performance relationships. Interactions effects are comparatively stronger in Knowledge Management Process than Green HRM Practices. The model accounts for 74.2% of variance in Sustainable Performance and has good predictive relevance. The study adds to the sustainability literature by recognizing complementary organizational systems that enhance the feasibility of using green resources in health care institutions.

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