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Green human resource management (GHRM) and sustainable green logistics (SGLOG) are some of the mechanisms by which sustainable corporate environmental management could be consummated. However, prior studies linking GHRM and green logistics are lacking in the literature. This paper extends prior efforts by developing a model linking GHRM and SGLOG.

An integrative review of extant literature on green human resource management and sustainable green logistics was conducted, and an integrative model developed.

Improving environmental performance is a key way that businesses can improve their corporate social responsibility and brand image. The resulting model includes expanded components of GHRM (training, development, compensation, awards and recognition, recruitment, and performance management) and of SGLOG (transportation and shipping, warehousing, packaging, and reverse logistics). Categories of shipping and transportation include the following facets: transportation intensity, modal split, emissions intensity, energy efficiency, and vehicle utilization efficiency. The model also highlights the mediating role of management and employee attitudes, knowledge, and skills in the GHRM-SGLOG link, as well as their interaction.

Green human resource management is associated with sustainable green logistics. This association is theoretically mediated by management and employee attitudes, knowledge, and skills. Top management support and influence of other stakeholders are key facilitators.

The paper suggests potential barriers to GHRM and SGLOG adoption/diffusion and panaceas. It also proposes some key drivers of sustainable green logistics and corporate environmental management.

Firms must carry out their operations in ways that do not compromise societal and environmental well-being. High economic performance alone no longer suffice. A balanced performance that also emphasizes social and environmental well-being (the triple bottom line, 3BL) can be achieve through the implementation of the proposed model.

The integrative model presented in the paper advances the current understanding of the link between GHRM and SGLOG. The paper adds additional value by unveiling some key future research directions.

The study aims to explore the critical approaches adopted by innovative organizations and to build an environment of trust between the multiple stakeholders collaborating for new product development (NPD).

A qualitative research approach is adopted in this study. Fifteen semi-structured interviews were conducted with experts from the wood product industry in Quebec, Canada. These organizations have successfully adopted the latest technological developments and have developed a strong collaboration with their stakeholders.

The study identified eleven strategies for the innovative organizations that included early involvement of the stakeholders in the design process, developing long-term relationships and fostering a transparent environment using Industry 4.0 technologies. A novel framework for using this strategy is presented with three stages of application, namely, planning, enactment and review.

Inter-organizational collaborations in NPD are more successful when imbued with trust. The NPD strategies must allow innovative organizations to achieve a balanced ecosystem in which value created through the adaption of new technology can be thoroughly captured through commercialization on time with no field failure.

The study adds to the body of knowledge in stakeholder theory and NPD research and practice.