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This chapter is devoted to sustainable human resource management that leads to sustainable competitiveness. It features the ways human resources can be managed to carry out sustainable goals and the impact of sustainability on employees' attitudes and behaviours. The aim of this study is to explore the complex objectives of sustainability and human resource management and empirically investigate the dynamic relationship between human resources in science and technology and sustainable competitiveness in the case of 35 European countries. Our contribution emphasizes this interrelationship and its causality. For this research, we applied a vector auto-regression (VAR) model, and the Granger causality method to examine the relationship between human resources in science and technology and sustainable competitiveness. A panel data included 314 observations between 2012 and 2021. The panel VAR for analysing the impulse response function was enriched with the 5% and 95%, using Monte Carlo simulations. The research results revealed bidirectional causality in the European countries between human resources in science and technology and sustainable competitiveness. Human resources in science and technology trigger sustainable competitiveness and vice versa. As an element of originality, our study demonstrates that human resources in science and technology contribute to sustainable performance, and, on the other hand, a more competitive and sustainable environment contributes to the development of human resources in science and technology. Thus, the chapter outlines the role of human resources in science and technology with regard to sustainable human resource management (HRM), and how to navigate these objectives so that they can positively influence sustainable competitiveness.

The purpose of this paper is to identify how human competences are associated with sustainable strategic management (SSM) within organisations.

This is a qualitative study in two phases: first, a theoretical phase is developed, resulting in a proposal for the role of human competences in organisational sustainability; second, an empirical phase including instrumental case studies of two large, sustainability-oriented Brazilian companies. Data were obtained from interviews and companies’ reports. The authors used Atlas.ti software to perform the thematic content analysis.

Despite the importance of human competences in SSM, the authors find evidence that this concept has not been developed, even for companies with a consolidated position in sustainability. Human competences are a requirement for effective SSM.

Coexisting elements within an organisation, often referred to as elements of organisational and human behaviour, can influence the dynamics of the expected interrelationships between human competences and sustainability management, in addition to the influencing factors presented in this study.

In general, studies advocate that the relationships among organisational competences, human competences and organisational strategies must be aligned and reinforced. Nevertheless, these relationships are not that solid as they should be as stated in both the literature and the conventional discourse of practitioners.

Sustainability has become an important catch‐word in several fields that has stimulated an important body of work on a wide variety of topics ranging from economic development and agricultural production to social equity and biodiversity. Few generalizations can be made about such a diverse body of work. However, one can say with some confidence that this reflection has come about in large part from a sense that certain activities constitute a threat to human well‐being through the destruction of the necessary conditions of human survival. This fact has contributed to a rampant pessimism regarding prospects for the future and a rethinking of the meaning of sustainability in the fields noted above. However, acknowledging that sustainability is a rich concept in current thinking about economy, environment, and ecology does not mean that it is clearly understood. Indeed, the opposite is true. For example, John Pezzey, in a recent World Bank study, identified twenty‐seven definitions of sustainability. Even a summary survey of the work about sustainability shows that the term is a multidimensional concept that comprises of a number of interrelated elements, including ecological, environmental, economic, technological, social, cultural, ethical, and political dimensions.

The purpose of this study is to examine the role of human resources management (HRM) on economic sustainability in Jordanian banks. To achieve this goal, data were collected from 23 Jordanian banks listed at the ASE from 2014 to 2019.

A regression model was employed using four independent variables that represent the HRM (i.e. managing the environment of human resources, human resources acquisition and preparation, human resources assessment and development and human resources compensation) and using economic sustainability as the dependent variable. The study also controlled for banks’ age, size, leverage and return on equity.

Results show that all independent variables are positively correlated with economic sustainability. The results imply that HRM is an important tool to enhance economic sustainability within the banking sector.

This study provides practical implications for banks’ managers, future researchers and policymakers. This is achieved by investigating the impact of the independent variables, including managing the human resources environment, the acquisition and preparation of human resources, the assessment and development of human resources and the compensation of human resources on the economic, social and environmental sustainability in Jordanian banks.

Contemporary management and strategy mean optimization of ingredient factors such as human factors, systems, operations and equipment. With system approach in management and strategy, human risk factor as input has considerable potential to change results as airworthiness in aviation management. The managers of aviation business also optimize their functions to act safe while making contribution to development in triple of sustainability as economic development and its sustainability; social development and its sustainability; and environmental development and its sustainability. Corporate sustainability can be accomplished via supporting workforce which is the human risk factor. To support (empowerment) workforce, researchers should identify human risk or error factors which are important to this research. The purpose of this study is to suggest holistic framework for working environment system of aircraft maintenance technicians (AMTs) within two respects such as human performance (ergonomics) and corporate performance (sustainability). The secondary purpose of this system is to develop human risk taxonomy by determining the factors affecting both human and work by taking ergonomic aspects in aviation.

In this study, a taxonomy of human risk factors for AMTs is developed. These human factors divided into groups and subfactors are obtained from an extensive literature review and experts’ opinions in the field of human performance in aviation. Taxonomy developed will be useful to both sharing and using corporate sources in sustainable way.

Human risk factors can be considered or accepted as factors that cause human error. This may result in the optimum way to managing human risk factor via minimizing human-based error. Personality, hazardous attitudes, individual characteristics, physical/psychological condition of AMTs and corporate social responsibility factors are human-related risk variables in this study. The risks and error can be reduced by recognizing these factors and revealing their relation to ergonomic design.

The results of this study are intended to constitute a guide for managers to manage risk factors and to take corrective and preventive actions for their maintenance operations. It is believed that this study is highly important for the aviation sector in terms of raising awareness or providing awareness for similar practices. As taxonomy of the risk factors contributes to the managing human error, corrective actions related to these factors must be taken by managers.

The purpose of this paper is to identify and discuss human competences required for sustainability management in organisations.

The research is based on a systematic review of the literature, through qualitative thematic analysis.

The research covered 15 years of scientific publications and was summarised in 43 articles. It revealed that education, more than management, was the field of knowledge with more references in human competences, through exploratory methodological approaches. The competences found were plenty, but there is still some misunderstanding regarding their conceptual and theoretical bases.

This research provides evidence that the academic knowledge on the subject is still at its initial stage, and it exposes the debility of the management area in addressing the subject.

The authors intend to indicate to managers some fundamentals for the adoption of human competences for sustainability aiming at a more sustainable performance in organisations.

The results may instigate studies concerning the fit of sustainability competences developed on higher education institutions and the job market. From it, curricula and pedagogical projects can be proposed and revised with better alignment to the organisational context.

This paper presents a theoretical contribution by building bridges among different perspectives and fields of knowledge on the topic. The paper also offers a managerial contribution by stimulating practical discussions to develop sustainability in organisations through individuals.

This article aims to contribute to the literature linking the three pillars of sustainable development with the human development field. To do so, it analyzes how a group of stakeholders that participate in collective action for nature governance in Segre–Rialb, Catalonia, build collective capabilities and reconcile a holistic sustainable development with human development and collective well-being. The analysis is performed using nature governance and the capability approach theories. In particular, the framework providing the lenses to examine the collective action for nature governance is based on Elinor Ostrom's Institutional and Analysis framework and the collective capabilities concept.

The study is based on documental analysis (legal document namely and online resources available in Catalonian website) and a few online interviews since all fieldwork was canceled due to the coronavirus disease 2019 (COVID-19) pandemic.

The case study reveals that collective action for nature governance has a twofold function: it materializes holistic sustainability and produces capabilities, reconciling sustainable and human development. Therefore, the research proves that people who work together to govern nature can boost a holistic perspective of sustainability and reconcile sustainable and human development.

First, this work aims to reconcile sustainable and human development fields that have been usually separated in academia, contributing to the research body that has attempted to relate human development and sustainability. This analysis uses a holistic perspective of sustainability, including the social, economic and environmental aspects connecting them to human development; this was not deeply explored before. Finally, the rigorous documental analysis, namely legal texts that allow reaching conclusions, is relevant since all fieldworks were canceled in 2021.

This study aims to find out the role of green curriculum (GC) in making a green generation (GG) and ensuring sustainability. The study considers the green curriculum a key factor for understanding environmental values orientation (EVO) and adopting pro-environmental behaviors (Pr-EnB) for social, economic, human and environmental sustainability.

The study is quantitative and cross-sectional. Partial least square-structural equation modeling was used to test the research model and data which was collected through a questionnaire survey from university faculty and students in Pakistan, Saudi Arabia and China.

The findings show that the GC has significant positive effects on EVO and pro-environmental behavior. However, it has no significant effect on social sustainability. There is a positive significant effect of pro-environmental behavior on economic, environmental, human and social sustainability. Whereas, environmental orientation has no significant effect on economic sustainability but significantly influences environmental, human and social sustainability. GC has no significant effect on economic, environmental and human sustainability. However, when considering the combined effects of GC and environmental values orientation or pro-environmental behavior, significant positive effects were found on economic, environmental, human and social sustainability.

The result suggests that implementing a GC positively influences environmental orientation, pro-environmental behavior and various dimensions of sustainability.

These results have implications for educational institutions and policymakers aiming to promote sustainability through green curriculum and help in the attainment of sustainable development goals.

The study fulfills an essential need to obtain sustainability and sustainable development goals through education.

This study aims to examine the role of human resource development (HRD) in corporate social responsibility (CSR) and sustainability initiatives of multinational companies (MNCs).

The authors analyze contents of corporate responsibility (CR) reports disclosed by 23 MNCs from Europe, Asia and North America to examine HRD’s contribution to CSR and sustainability, with particular attention to long-term human development and organization development.

The analysis of CR reports indicates that HRD is perceived as playing a role in the following areas: diversity, equity and inclusion; community engagement; work–life balance; employee long-term growth and development; performance management; business ethics and ethical culture; and raising CSR awareness. In all areas, HRD was identified as playing a significant role in supporting companies’ CSR agendas.

This study extends research on the intersection of HR, CSR and sustainability and provides evidence of HRD’s important contributions to CSR and sustainability.

This paper investigates the interactional relationships between sustainable human resource management (SHRM) and organizational performance (OP). Sustainable HRM is an approach that links HRM and sustainability. These studies focused on integrating HR with sustainable developments, such as economic and social aspects, in favour of focusing on the environmental aspect. Organizational change is an ongoing process that has to be managed effectively to keep the change in place for a long time.

A framework was offered to estimate the cause-and-effect relation of the SHRM and OP factors. Data is gathered from professionals from various pharmaceutical industries. This study applied two methods, Fuzzy AHP and DEMATEL Type II. These techniques are used to understand the cause-and-effect factors and their interactions.

It was observed from the findings that the factor of SHRM, such as Social Justice (F2), Green Job Design (F5), Green Training (F6) and Implementation of Green Policy (F8), was the most critical for the pharmaceutical sector that effects Financial performance (F13), Customer Satisfaction (F15) and Market performance (F14). Pharmaceutical firms ought to coordinate public health advocacy efforts, engage in healthcare initiatives and provide financial support for environmentally friendly efforts that improve social and economic conditions.

For this sustainability, managers concentrate on creating an environment that is healthy and acceptable, and they work hard to mitigate the impact of natural factors and repair damage done to the environment; it is essential to move towards sustainable development to resolve environmental problems. Improving HR efficiency is among essential HRM responsibilities, as they expand the knowledge base of the workforce, enhance human capital, and eventually create valuable intangible assets and promote and encourage sustainable pharmaceutical products for some years.

This research paper has presented exclusive worth to the SHRM and organizational performance literature as it employs fuzzy FAHP and DEMATEL type 2. There is less research on SHRM in the pharmaceutical sector with these factors. In addition, FAHP and TYPE 2 DEMATEL are used in very few researches on SHRM approaches.