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Greening the workforce: the human side of sustainable organizations

Special issue call for papers from International Journal of Manpower

Special Issue Call for Papers ‘Greening the workforce: the human side of sustainable organizations’

Edited by:

Dr. Charbel Jose Chiappetta Jabbour (Managing Guest Editor), Montpellier Business School, France
[email protected]
Dr. Douglas William Scott Renwick, Nottingham Trent University, UK, [email protected]

We invite papers that focus on the human and workforce-related aspects of environmental sustainability in firms operating in developing, transitional, emerging and developed economies. We aim at addressing the different dimensions of the ‘soft side’ of environmental sustainability. This complex, widespread and growing phenomena regarding the human aspects of green management may require the incorporation of multidisciplinary, multi-level and cross-cultural models and analyses. As such, our special issue solicits papers that offer novel insights in terms of the implications of human aspects for green management, the relative importance of environmental sustainability's soft antecedents and their interaction effect. We also want to shed light on the influence of different contexts (intra-firm, inter-firm, network) and different levels of analysis (firm level, business-unit level, top management team, individual), in terms of promoting theoretical synthesis, and suggests new venues for future research. 

While some recent literature review publications have alerted us to human resource aspects in promoting green management strategies and practices, only a few works have focused on the particular interaction between human resources and environmental issues.  The literature on green human resources has been focusing on the role of human aspects of environmental management systems (Jabbour and Santos, 2008), the insertion of strategic dimensions of environmental management (EM) in human resource management (HRM) (Jackson et al. 2011), and HRM-EM potential links (Renwick, Redman and Maguire, 2013). However, new empirical and theoretical accounts are required. This Special Issue proposes to develop insights by focussing attention on contemporary empirical and theoretical contributions in human resources scholarship which may be used to help solve green management challenges.

Suggested Topics:

Here, we suggest several potential topics for contributors, which are by no means exhaustive, including: 
•    What are the cutting-edge trends to motivate the workforce towards successfully implementing environmental management?
•    What are the human resource-based antecedents of successful environmental management?
•    What is the role played by green selection, green training, green performance and rewards?
•    How do organizations select candidates to support environmental management? What criteria and selection processes do they use? What is the overall impact of the cleaner production movement on selection criteria and processes?
•    How might we assess the effectiveness of green workforce developmental efforts? Does Green training ‘pay’? What are the main trends and challenges in training the workforce for environmental management?
•    What are the motivations of employees to be involved in environmental management via performance appraisal/reward practices? What is the causality of relationships between senior manager pay and firm environmental performance?
•    What are the linking mechanisms between Employee Participation and positive environmental management outcomes? What roles do potential mediators such as staff tacit knowledge, employee empowerment, and supportive work cultures have in such processes?
•    What is the impact of green teams on environmental management?
•    What is the impact of Green HRM systems on environmental outcomes/wider firm performance metrics?
•    What are the new theories and concepts useful for understanding the linkage between green human resources and environmental management?

Manuscripts should be submitted to International Journal of Manpower using the online submission and peer review system ScholarOne Manuscripts at by 1st September, 2019. All manuscripts will undergo the IJM regular double-blind review process and follow the standard norms and procedures. Please see author guidelines here before submitting your manuscript.

Selected References:

Jabbour, C. J. C., & Santos, F. C. A. (2008). Relationships between human resource dimensions and environmental management in companies: proposal of a model. Journal of Cleaner Production, 16(1), 51-58.

Jabbour, C. J. C., & Santos, F. C. A. (2008). The central role of human resource management in the search for sustainable organizations. The International Journal of Human Resource Management, 19(12), 2133-2154.

Jabbour, C. J. C., Jugend, D., de Sousa Jabbour, A. B. L., Gunasekaran, A., & Latan, H. (2015). Green product development and performance of Brazilian firms: measuring the role of human and technical aspects. Journal of Cleaner Production, 87, 442-451.

Jabbour, C. J. C., Neto, A. S., Gobbo, J. A., de Souza Ribeiro, M., & de Sousa Jabbour, A. B. L. (2015). Eco-innovations in more sustainable supply chains for a low-carbon economy: A multiple case study of human critical success factors in Brazilian leading companies. International Journal of Production Economics, 164, 245-257.

Jabbour, C. J. C., & de Sousa Jabbour, A. B. L. (2016). Green human resource management and green supply chain management: Linking two emerging agendas. Journal of Cleaner Production, 112, 1824-1833.

Jackson, S. E., Renwick, D. W., Jabbour, C. J., & Muller-Camen, M. (2011). State-of-the-art and future directions for green human resource management: Introduction to the special issue. German Journal of Human Resource Management, 25(2), 99-116.

Renwick, D. W., Redman, T., & Maguire, S. (2013). Green human resource management: A review and research agenda. International Journal of Management Reviews, 15(1), 1-14.

Sarkis, J., Gonzalez-Torre, P., & Adenso-Diaz, B. (2010). Stakeholder pressure and the adoption of environmental practices: The mediating effect of training. Journal of Operations Management, 28(2), 163-176.