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This chapter aims to contribute to the literature on sustainability in the public sector by discussing how human resource and human resource management can help to integrate environmental management into organizations and improve environmental performance. Public sector scholars have neglected the study of Green Human Resource Management (GHRM) until now. Nevertheless, implementing such practices could lead to positive outcomes regarding awareness of environmental issues, organizational reputation and attractiveness, job satisfaction and organizational performance. The authors discuss the relevance and the necessity of developing a field of research on GHRM in public organizations. Starting from a conceptual review of the main literature on GHRM, this chapter provided some directions for future research.

Food waste (FW) is widely recognized as a serious threat to global food security, the economy, and the environment. FW is a major contributor to the three global crises of climate change, biodiversity loss, and pollution and waste because it complicates waste management systems and worsens the magnitudes of food insecurity. If it were a nation, food loss and waste would be the third-largest source of greenhouse gas (GHG) emissions as revealed by the Food Waste Index Report of 2021 by the United Nations Environment Program (UNEP). The growing countries in the South Asian region are not an exception to this major problem. Under this backdrop, the present study is aimed at investigating the long-term relationships as well as short-term causal interplays between FW and GHG emissions for the South Asian countries from 1990 to 2018. Employing time-series cointegration and Granger causality techniques, the results show that there is long-run relationship between these two variables in Afghanistan, Bangladesh, and Sri Lanka, and the results of the Granger causality test demonstrate that GHG is significantly influenced by FWs in Bangladesh, India, and the Maldives. So the governments in these countries should plan for minimizing the magnitudes of FWs so far as the goal of reaching sustainable development is concerned.

The idea that environmental scanning can be a key factor in sustained competitive advantage calls for the integration of business strategy and the environment. Not surprisingly, environmental scanning is widely viewed as the first step in the process that links strategy and the environment. The main debate over the roles of strategy and environment is nowadays concerned with the primary importance of environmental scanning to strategy formulation and implementation. More specially, effective scanning of the environment is seen as necessary to the successful alignment of competitive strategies with environmental requirements and the achievement of outstanding performance in small- and medium-sized enterprises (SMEs). This chapter explores the above relationship in the British electronic manufacturing industry. It is based on the empirical evidence and the findings of a survey of 132 Chief Executive Officers’ (CEO) views on environmental scanning and strategy in SMEs. It is concluded that there is a significant relationship between increasing the environmental scanning of the firm, and the success of small- and medium-sized manufacturing firms in electronic industry. Accordingly, because of the dynamic nature of the electronics industry, obtaining information on environmental factors facilitates alignment between business strategy and its environment.

Organizations are reaching beyond typical firm boundaries to achieve competitive advantage. Human resource (HR) systems must simultaneously support alignment across the business ecosystem while acknowledging the benefits of disruption. The authors provide a fresh perspective on strategic HR management (SHRM), expanding the view beyond organizations to look at the ecosystem as a whole. The authors address the need for HR systems to balance the dualistic tensions of alignment and disruption. While examining the environmental logic of the ecosystem, the authors provide examples of disruption through competition and alignment through cooperation. The authors then examine potential research implications that could assist managers as they govern in a constantly changing and complex ecosystem. This chapter presents the HR ecosystem framework which provides a clear discussion of how different governance mechanisms might be utilized to help firms achieve a competitive advantage through the balance between alignment and disruption.

Environmental campaigns in Ireland can be divided into pre- and post-affluence phases of multinational-led economic development in Ireland between 1958 and 2002. I construct an ‘issue history’ (Szasz, 1994) that locates the GSE case within the context of a series of community challenges to toxic industries during that period. These cases are relevant to an understanding of environmental movement activity in the decades before GSE's own campaign, before the onset of economic growth, or in the post-boom years when issues such as landfilling and incineration were the subjects of disputes across Ireland. I examine some earlier cases that have parallels with GSE's case in terms of their primary focus on toxicity and health risks, but I also look at the emergence of landfill and municipal incineration disputes since the mid-1990s that can be traced to the explosion of waste as a by-product of Irish society's fixation with consumerism.

Two major approaches to organizational transformation (OT) are identified as “Drive” and “Grow” theories. Each has a serious flaw but they can be combined to form a stronger approach. However, managing the hybrid presents special challenges, including an acceptance of paradox. Five case studies are used to gain insight into OT at a process level, into the cross-conflicts and environmental reactions, including “the organizational immune reaction”. Two propositions are formulated: the bi-focal formula (regarding the agreement between an OT initiative and its host organizational unit) and the partnership proposition (regarding shared leadership of OT initiatives).

Purpose – The purpose of this paper is to develop a framework which sheds new light on how sustainability control systems (SCS) can be used in proactive strategic responses to corporate sustainability pressures.

Design/Methodology/Approach – Corporate sustainability pressures are identified using insights from institutional theory and the resource-based view of the firm.

Findings – The paper presents an integrated framework showing the corporate sustainability pressures, proactive strategic responses to these pressures, and how organizations might use SCS in their responses to the corporate sustainability pressures they face.

Practical Implications – The proposed framework shows how organizations can use SCS in proactive strategic responses to corporate sustainability pressures.

Originality/Value – The paper suggests that instead of using traditional financial-oriented management control systems, organizations need more focus on emerging SCS as a means of achieving sustainability objectives. In particular, the paper proposes different SCS tools that can be used in proactive strategic responses to sustainability pressures in terms of (i) specifying and communicating sustainability objectives, (ii) monitoring sustainability performance, and (iii) providing motivation by linking sustainability rewards to performance.

Changes in the environment, including increased environmental complexity, require military supply units to employ a more adaptive strategy in order to enhance military agility. We extend the Lumpkin and Dess (1996) model and develop propositions that explore the interrelationships between/amongst entrepreneurial orientation (EO); opportunity recognition, evaluation and exploitation; environmental and organizational factors; and organizational performance. We propose that the innovativeness, proactiveness, and risk-taking dimensions of EO are of primary importance in identifying adaptive solutions and that these relationships are moderated by environmental factors. The autonomy and competitive aggressiveness dimensions of EO are important in implementing solutions as adaptive strategies, especially in a military context, and these relationships are moderated by organizational factors. This chapter extends existing theory developed primarily for the civilian sector to the military. Military organizations are more rigid hierarchical structures, and have different measures of performance. At an applied level, this research provides insights for military commanders that can potentially enhance agility and adaptability.