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This study aims to investigate the significance of an emerging concept – green talent management (TM) and its influence on employees’ innovative work behavior, together with the moderating roles of transformational leadership and artificial intelligence within the context of higher educational institutions.

Two hundred and thirty-five structured questionnaires were administered to the academic staff in five universities located in Northern Cyprus, and the data was analyzed using partial least square structural equation modeling with the aid of WarpPLS (7.0).

This study provides evidences that green hard and soft TM exerts significant influence on employees’ innovative work behavior. Similarly, transformational leadership and artificial intelligence were confirmed to have a significant impact on employees’ innovative work behavior. Moreover, the study found transformational leadership and artificial intelligence to significantly moderate the relationship between green hard TM and employees’ innovative work behavior.

The study provides theoretical and managerial implications of findings that will assist the leaders in higher educational institutions in harnessing the potential of green TM in driving their employees’ innovative work behavior toward the achievement of sustainable competitive advantage in the market where they operate.

The attention of researchers in the recent time has been on the way to address the challenge facing organizational leaders on how to develop and retain employee that will contribute to the sustainability of their organization toward the achievement of sustainable competitive advantage in the market they operate. Meanwhile, the studies exploring these concerns are limited. In view of this, this study investigates the significance of an emerging concept – green talent management and its influence on employees’ innovative work behavior, together with the moderating roles of transformational leadership and artificial intelligence within the context of higher educational institutions.

This study examines how cultural dimensions' influence management style and organizational culture in a multicultural environment.

This study adopts a quantitative approach to achieve these objectives, with 270 questionnaires obtained from employees working in a multicultural environment. The resulting data was analyzed using the PLS-SEM statistical approach.

The study results suggest that organizations should prioritize their integrity using the influence of cultural diversity, management styles, organization culture and social interactivity to achieve different dimensions of human satisfaction.

The results in general present a statistically significant positive effect of power distance, masculinity/femininity and uncertainty avoidance on organizational culture, indicating that disposition to organizational culture has a significant role in trust development, particularly in diverse cultures.

The influence of organizational culture on organizational performance cannot be ignored in a multicultural workplace, especially when it is related to employee performance and commitment. As the world globalizes, many organizations are facing the challenge of cultural differences. Therefore, it is necessary to examine how cultural dimensions affect management style and organizational culture. As a result, this study further considers the empirical evidence of work engagement and its impact on employee satisfaction.