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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.

In a fast-paced and hypercompetitive environment, organizational members are awash with paradoxes where they are forced to accomplish opposing goals simultaneously (“both/and”) instead of choosing one over the other (“either/or”). The literature has acknowledged paradox as a common type of contradiction in managing information and information technology (IT), but few studies have investigated how individuals can leverage paradoxical tensions. Drawing upon paradox theory, this study develops a research model that embodies a “both/and” paradigm in paradoxical tensions via analytical alignment, a paradox mindset and resilience under environmental dynamism.

This study examines the research model using hierarchical regression analysis with 308 analytics experts.

Empirical results find that the alignment of analytical technology and data-driven culture (AT-2DC) has a positive effect on a paradox mindset. Results also show that a paradox mindset has a positive influence on resilience. AT-2DC alignment also mediates the relationship between paradox mindset and resilience. In addition, AT-2DC alignment is more critical to a paradox mindset under a high level of environmental dynamism.

This study sheds light on how individuals can leverage paradoxical tensions with a “both/and” perspective and stay resilient when managing opposing demands and changes.

The purpose of this paper is to provide managers with suitable strategic KPIs in decision-making processes, which aim to integrate the environmental dimension of sustainability at a business level in manufacturing organisations.

In view of the research proposal addressed, semi-structured interviews were conducted, based on theoretical milestones of the performance management system (PMS), with 48 managers that work in Italian manufacturing firms and specialise in green practices.

The authors developed a novel environmentally performed framework to adequately integrate environmental value drivers at a strategic level.

The resulting issues addressed in this paper, and their integration in the business strategy for managing environmental complexity, allows contributing, firstly, to the existing literature by suggesting the relevant key value drivers that need to be mostly studied from an accounting point of view. In addition, from these results, though their experience managers will have up-to-date key measures that could, in the future, help the integration process between the environmental aspect of the sustainability dimension and the PMS.

The results generate a robust roadmap for future analysis in this research field. Accordingly, the paper engenders a strategic alignment in the green transition process, providing scholars and practitioners with a clear view of the key sustainable drivers, metrics and potential solutions that have not been addressed to date.

Drawing on the knowledge-based view, this study investigates how IT–business alignment influences business model design via organizational learning and examines the moderating role of data-driven culture in the relationship between IT–business alignment and business model design via organizational learning.

Using multi-respondent survey data collected from 597 Chinese firms, mediation and moderated mediation analyses were used to examine this study's hypotheses.

The mediation test results revealed organizational learning served as a mediator between IT–business alignment and two types of business model design (i.e. novelty- and efficiency-centered). In addition, data-driven culture strengthened the indirect effects of IT–business alignment on these two types of business model design via organizational learning.

This study extends current understandings of the relationship between IT–business alignment and business model design by revealing the mediating role of organizational learning and investigating its indirect effects under various degrees of data-driven culture. As such, it contributes to the literature on the business model and IT–business alignment and provides insights for managers seeking to achieve the expected business model design.

Present study aimed to integrate Geographic Information Systems (GIS) and Building Information Modeling (BIM) in conjunction with multicriteria decision-making (MCDM) to enhance infrastructure investment planning.

This analysis combines GIS databases with BIM simulations for a novel highway project. Around 150 potential alternatives were simulated, narrowed to 25 more effective routes and 3 options underwent in-depth analysis using PROMETHEE method for decision-making, based on environmental, cost and safety criteria, allowing for comprehensive cross-perspective comparisons.

A comprehensive framework proposed was validated through a case study. Demonstrating its adaptability with customizable parameters. It aids decision-making, cost estimation, environmental impact analysis and outcome prediction. Considering these critical factors, this study holds the potential to advance new techniques for assessment and planning railways, power lines, gas and water.

The study acknowledges limitations in GIS data quality, particularly in underdeveloped areas or regions with limited technology access. It also overlooks other pertinent variables, like social, economic, political and cultural issues. Thus, conclusions from these simulations may not entirely represent reality or diverse potential scenarios.

The proposed method automates decision-making, reducing subjectivity, aids in selecting effective alternatives and considers environmental criteria to mitigate negative impacts. Additionally, it minimizes costs and risks while demonstrating adaptability for assessing diverse infrastructures.

By integrating GIS and BIM data to support a MCDM workflow, this study proposes to fill the existing research gap in decision-making prioritization and mitigate subjective biases.

Using the lens of crisis innovation and strategic alignment, this study explores how a segment of the restaurant sector that may be less agile than others—Michelin-starred restaurants—perceives and aligns with the challenges brought about by the COVID-19-pandemic.

The study collected data from 19 Michelin-starred restaurants in Spain using a qualitative interview method. The data were analyzed qualitatively and organized thematically.

Four key categories of strategic challenges were identified: human resources, uncertainty, control and economic challenges. In response, chefs displayed both behavioral and organizational strategies. Those organizational strategies were new human resource management, reorganization, product and service innovation and marketing. While the new human resource management actions adopted to align with the human resource challenges identified, a misalignment remains between some of the other strategic actions, such as product and service innovation, marketing and economic and uncertainty challenges.

The findings offer new insight into Michelin-starred restaurant chefs' challenges and (mis)alignment strategies, an area that has been understudied in the current literature on innovative responses in the hospitality sector post-pandemic.

Organizations have released the importance of lean manufacturing practices (LMPs) and total quality management (TQM) in enhancing competitiveness. However, the implementation of LMPs and TQM becomes more complex when discerning the environmental sustainability position. The complexity stems from the fact that LMPs and TQM are more intricate because of cultural differences. Thus, this study aims to tackle the aforementioned phenomenon by investigating the impact of LMPs and TQM on environmental sustainability moderated by quality culture.

A survey was distributed among small and medium enterprises (SMEs) in Jordan; thus, 315 valid responses were received. Partial least square structural equation modelling was used to analyze the data and test hypotheses.

The findings showed that environmental sustainability was significantly impacted by all the LMP practices except Kanban and all the TQM practices except statistical process control. Moreover, quality culture significantly and negatively moderated the relationship between TQM and environmental sustainability. However, the influence of LMPs on environmental sustainability was not significantly moderated by quality culture.

This study has implications for policymakers in SMEs, supply chain managers and academics regarding the importance of LMPs and TQM systems for implementing environmental sustainability and the role of quality culture.

This study provides guidelines for decision-makers on the pathways that enable them to sustain the environment to safeguard the natural ecosystem and natural resources for upcoming generations.

The originality of this study stems from the alignment of LMPs and TQM in enhancing environmental sustainability, taking into consideration the role of quality culture in SMEs, where previous studies failed short to investigate this phenomenon.

In a highly competitive and globalised era, agile organisations proactively steer towards sustainability. This situation persuaded the organisations to align Quality Management (QM) initiatives to achieve sustainable outcomes. This study aims to explore quality–sustainability linkage, explicitly focusing on attaining the prestigious IAQ Quality Sustainability Award. Further it investigates, the impact of QM as a strategy for promoting sustainability to meet sustainable development goals (SDGs).

Due to the lack of substantial literature connecting QM to sustainability, the current research adopted an explanatory multiple-case study. Six cases were purposively chosen for the study. Three cases of those who have achieved the prestigious IAQ Quality Sustainability Award and remaining have been selected that have fallen short of receiving the award. A detailed within-case and cross-case examinations involving six cases that reported their QM achievements aligned with SDGs.

The findings demonstrate the significant role of QM adoption in achieving positive results from the perspective of SDGs, such as reduced environmental impacts, improved operational efficiency and enhanced quality of life. Effective stakeholder collaboration, proficiency in analytical tools and strategic alignment with SDGs emerged as critical success factors. Conversely, weak linkage with sustainability and unclear approaches were crucial challenges in attaining the IAQ Quality Sustainability Award.

This paper outlines essential commandments for organisations actively seeking to promote sustainability. It offers valuable insights for decision-makers, facilitating a profound understanding of the challenges and opportunities in pursuing sustainable performance.

The distinctive nature of this study lies in its dedicated exploration of the intricate relationship between QM deployment and its true impact on the achievement of the SDGs.

The purpose of this study is to investigate the pivotal role of environmental innovations in driving sustainability practices within medium and large manufacturing firms operating in Uganda.

Using a cross-sectional and quantitative methodology, data were collected through a questionnaire survey involving 208 manufacturing companies. The smart partial least squares path modelling technique was used for the analysis.

The analysis unveils significant and positive associations. Specifically, product innovation exhibits a robust and affirmative relationship with sustainability practices. Similarly, the correlation between process innovation and sustainability practices emerges as statistically significant. Moreover, the findings underscore the noteworthy and constructive predictive influence of environmental innovation on sustainability practices.

These empirical results present substantial implications for theoretical frameworks and practical applications. From a policy perspective, the findings emphasise the importance of incentivising eco product and eco process innovations as potential drivers of eco-friendly practices. On the managerial front, strategic resource allocation and the adoption of integrated environmental innovation strategies are advocated, with the ultimate goal of enhancing sustainable business approaches within Uganda’s manufacturing subsector.

To the best of the authors' knowledge, this study represents the inaugural attempt to investigate the role of environmental innovations in elucidating sustainability practices within a least developed country. Notably, while all dimensions demonstrate significance, it is noteworthy that product innovation emerges as the more substantial contributor to the promotion of sustainability practices.

To achieve digital transformation, organizations have continued to rely on integrating the capabilities of information technology (IT) to facilitate decision-making and developing their reconfiguration capability to enhance agile operations. The pressure imposed by digital transformation necessitates investigations on leveraging different IT capabilities to attain substantial organizational agility in an optimal configuration. This study aims to provide a new perspective on balancing IT structural capabilities and proposes a framework for evaluating their coalignment and complementary returns based on resource orchestration theory.

A multi-method approach is used to evaluate the research model. This study tests hypotheses and explores the potential coalignment and complementary returns of balance in structural models and response surface analysis. Then, it analyzes the qualitative data and provides complementary findings to corroborate and confirm complex relationships.

Balanced structural IT capabilities facilitate organizational agility but cooperate differently with internal (e.g. IT proactive stance) and external (e.g. environmental volatility) environmental factors. Balance between IT integration and reconfiguration must be maintained from several approaches during search/selection and configuration/deployment.

This study theorizes and empirically investigates the interactive mechanisms of two IT capabilities in influencing organizational agility under different boundary conditions. It enriches the understanding of balancing capabilities for organizational agility in digital transformation.