Does Green Human Resource Management Lead To A Green Competitive Advantage

International Journal of Hospitality Management 111 (2023) 103486
Contents lists available at ScienceDirect
International Journal of Hospitality Management

journal homepage: www.elsevier.com/locate/ijhm
Does green human resource management lead to a green competitive

advantage? A sequential mediation model with three mediators
Taegoo Terry Kim a, 1, Woo Gon Kim b, Salman Majeed c, b, d, *, Kavitha Haldorai b
a
Department of Global Business, School of Global Eminence, Kyung Hee University, Seoul, Republic of Korea
b
International Center for Hospitality Research & Development, Dedman College of Hospitality, Florida State University, 288 Champions Way, UCB 4115, P.O. Box
3062541, Tallahassee, FL 32306, United States of America
c
SILC Business School, Shanghai University, Shanghai, China
d
International UTS-Learning Center, University of Technology Sydney, Australia
A R T I C L E I N F O A B S T R A C T
Keywords: The relationship between green human resource management (GHRM) and green competitive advantage (GCA)
Green human resource management in the hotel context remains a deeply under-explored research frontier. Drawing on the resource-based view and
Green knowledge sharing ability-motivation-opportunity theories, this study investigates how a hotel’s GHRM practices are linked to hotel
Green creativity
GCA through the single and sequential mediating roles of employee green work engagement, green knowledge
Green competitive advantage
sharing, and green creativity. The findings show that GHRM has no significant direct impact on GCA. However,
Resource-based view theory
Ability-motivation-opportunity theory the relationship between GHRM and GCA is significantly mediated by the sequential impacts of employee green
work engagement, green knowledge sharing, and green creativity. This work suggests that hotel GCA is not a
conclusive reflection of GHRM. Employee green behavior, embodying a sequential mechanism, in response to
GHRM plays an instrumental role in realizing hotel GCA. The theoretical contributions, practical implications,
limitations, and future research directions are included.
1. Introduction focus of a hotel’s service operations, the adoption of GHRM practices is a

strategic approach to gain and maintain a sustainable competitive
The hospitality industry has a dual impact on the global economy advantage over other firms in the industry (Haldorai et al., 2022; Kuo
and the environment. While it contributes 10.4 % of the global GDP et al., 2022).
(Majeed and Kim, 2023), it also contributes to the carbon footprint due The resource-based view (RBV) theory articulates the relationships
to its heavy use of resources such as water, energy, food, and single-use between firm resources and capabilities in response to external (envi
cutlery (Bhutto et al., 2021; Kuo et al., 2022). This has dissuaded ronmental) stimuli in order to gain a competitive advantage (Hart,
eco-conscious customers from using hotels, leading to a reduction in the 1995). According to RBV theory, firms create valuable and competitive
market share of the hospitality industry (Majeed and Kim, 2023). resources that are difficult for competitors to imitate (Barney, 1991;
Consequently, some hotels (e.g., Hotel Shilla and Lotte City Hotel Hart, 1995). By leveraging the RBV perspective in strategic human
Myeongdong in Seoul) have begun to implement green human resource resource management, scholars note that human resource management
management (GHRM) practices, which involves developing the green practices aimed at developing the human capital pool (i.e., an accu
skills and abilities of employees. Hotels implementing GHRM practices mulation of higher levels of employee skills, abilities, and motivations)
are able to gain customers’ trust in the authenticity of a hotel’s envi of a firm may help the firm achieve a sustainable competitive advantage
ronmentally friendly services (Kim et al., 2019; Muisyo et al., 2022a, (Wright et al., 2001). Employees are a unique internal resource of an
2022b; Pham et al., 2019). This further provides a strategic edge in organization (Fatoki, 2021; Kim et al., 2019; Yusoff et al., 2018),
terms of being viewed as environmentally responsible, which cannot be therefore, green training for employees develops firm human capital as
easily imitated by competitors (Alam and Islam, 2021; Chen and Chang, valuable, non-substitutable, rare, and difficult to imitate resource
2013; Lin and Chen, 2017). Since employees are considered the primary (Haldorai et al., 2022). Furthermore, GHRM enhances employees’
* Corresponding author at: SILC Business School, Shanghai University, Shanghai, China.
E-mail address: [email protected] (S. Majeed).
1
ORCID: 0000-0002-1610-1899
https://doi.org/10.1016/j.ijhm.2023.103486
Received 15 June 2022; Received in revised form 9 March 2023; Accepted 1 April 2023
Available online 11 April 2023
0278-4319/© 2023 Elsevier Ltd. All rights reserved.
T.T. Kim et al. International Journal of Hospitality Management 111 (2023) 103486
greener abilities (possession of relevant skills and competencies), determining the relationship between GHRM and GCA on empirical
motivation (attitudinal positivity to engage in green work and share grounds is limited, and a consistent understanding in the extant litera
relevant knowledge), opportunities (possibility for employees to ture is yet to be achieved.
participate in developing and deciding on creating new green initia Furthermore, from the RBV perspective, Haldorai et al. (2022)
tives), and performance outcomes, such as green competitive advantage emphasized that GHRM practices aim to develop employees into valu
(GCA), to address environmental issues and customer concerns (Abab able assets for achieving GCA. Drawing on AMO theory, GHRM practices
neh, 2021; Ari et al., 2020). The ability, motivation and opportunity serve as a foundation for improving employee abilities and motivation to
(AMO) theoretical framework recognizes the woven web of these three engage in green work in tandem with sharing green knowledge with
components (Ababneh, 2021; Pham et al., 2020). Thus, in the stream of others to create new ideas to address a firm’s environmental challenges
GHRM and GCA, the premises of RBV and AMO theories may explain the (Ari et al., 2020; Pham et al., 2020). The intertwined, direct, and
influence of GHRM practices on GCA through the bridge of enhancing mediating relationships between GHRM, green work engagement, green
employee (i.e., the human capital pool of a firm) abilities, motivation, knowledge sharing, and green creativity, and GCA reflect the in
and opportunities. terconnections between RBV and AMO theory, which remain limited in
GHRM practices have the potential to stimulate hotel employees’ the existing literature.
green attitudes, including green work engagement (Aboramadan, 2022; Against the above backdrop, this study attempts to answer the
Karatepe et al., 2022a), green knowledge sharing (Rubel et al., 2021), following: (1) How does GHRM impact GCA? (2) How is GHRM linked to
and green creativity (Farooq et al., 2021; Fatoki, 2021; Muisyo et al., employee green work engagement, green knowledge sharing, and green
2022a), all of which can contribute to achieving a firm’s green corporate creativity, leading to a hotel’s GCA? and (3) How does employee green
objectives for GCA (Aboramadan, 2022; Muisyo et al., 2022b). This can work engagement, green knowledge sharing, and green creativity exert
be accomplished by enhancing employee environmental awareness and single and sequential mediating impacts in the relationship between
promoting the performance of eco-friendly tasks through improving GHRM and GCA? Surprisingly, there is only one empirical piece of ev
employee green abilities. For instance, to encourage employees to idence in the existing literature (Muisyo et al., 2022b) that shows a
participate in hotel green initiatives and trigger a green mindset at work direct relationship between GHRM and GCA in the context of
(Elizabeth, 2020; Sullivan, 2007), Hilton monitors employee environ manufacturing firms. This relationship is still unclear and needs further
mental performance (Elziny, 2019). Therefore, GHRM practices can investigation in hospitality literature. From the perspectives of hotel’s
motivate employees to engage in eco-friendly work and share their GHRM and GCA, study of the mediating mechanisms of employee green
knowledge and ideas to promote sustainability, reduce waste, and work engagement, green knowledge exchange, and green creativity re
enhance environmental performance (Bhutto et al., 2021; Fatoki, 2021; mains mixed, fragmented, and limited (Kuo et al., 2022; Lin and Chen,
Lin and Chen, 2017). From this perspective, employee eco-friendly be 2017). To the best of our knowledge, this is the first study to address the
haviors, such as green work engagement, green knowledge sharing, and above-mentioned research gaps and, by integrating RBV and AMO the
green creativity, play a mediating role between GHRM and GCA. ories, examine the sequential mediating effects of green work engage
A plethora of previous studies reflect the relationship between ment, green knowledge sharing, and green creativity in the relationship
GHRM and environmental performance from different perspectives between hotel GHRM and GCA.
(Ahmed et al., 2021a, 2021b; Haldorai et al., 2022; Kim et al., 2019;
Pham et al., 2020). However, research on how GHRM may enable a firm 2. Literature and hypotheses
to gain a GCA remains unclear and largely under-explored in the extant
literature, both in the hospitality industry and other service industries. 2.1. Theoretical focus
We believe green work engagement, green knowledge sharing, and
green creativity links GHRM to GCA for the following reasons: First, A workforce with higher levels of skills, abilities, and motivation (i.
human resource management practices empower the management of a e., collectively called human capital) may determine a firm’s high per
firm to inspire and engage employees’ cognitive, emotive, and physical formance to achieve sustainable competitive advantage (Boon et al.,
resources through open and accessible work tasks (Bhutto et al., 2021). 2018; Delery and Roumpi, 2017; Wright et al., 2001). The human capital
Inspired and motivated employees diffuse knowledge, leading to of a firm is valuable (i.e., a determinant of efficient business operations),
employee discussion, sharing, and the creation of new knowledge, thus rare (i.e., heterogeneous), and difficult to imitate (i.e., firm-specific,
generating creative ideas, which may enable a firm to maintain a complex, and possessing ambiguity to bottleneck replication) (Boon
competitive advantage (Obeidat et al., 2017; Rubel et al., 2021). et al., 2018). The RBV theory, an important strategic human resource
Nevertheless, there is a lack of sufficient evidence in hospitality research management theory that explains firm competitive advantages, con
that clarifies the type of mediating mechanism displayed by green work tends that a firm can gain a competitive advantage over its competitors
engagement, green knowledge sharing, and green creativity in the by managing and utilizing its valuable, rare, unique, and
relationship between GHRM and GCA. non-duplicatable tangible (employees) and intangible (employee skills,
Second, green innovation has received ample attention as a source of abilities, and motivations) resources (Barney, 1991; Delery and Roumpi,
a firm’s competitive advantage (Fatoki, 2021; Muisyo et al., 2022b; 2017; Haldorai et al., 2022), all of which together are referred to as
Zameer et al., 2022). However, the role of green creativity, a precursor human capital.
to green innovation (Bhutto et al., 2021; Chang and Hung, 2021; Riva When adopting different human resource practices, firms create and
et al., 2021) is not well understood. In addition, creativity is a result of maintain their human capital by enhancing employee skills, abilities,
knowledge exchange and work engagement (Awan et al., 2019). motivations, and access to opportunities (Boon et al., 2018; Delery and
Because green creativity is instrumental for GCA in addressing global Roumpi, 2017; Wright et al., 2001). A firm’s unique and tangible human
environmental challenges, scholars (e.g., Ahmed et al., 2021b; Muisyo resources also reflect a blend of intangible resources, such as employees’
et al., 2022a) have called for further research to explore the collective intelligence, motivation, training, skills, and experience, all of
under-represented association between GHRM, green creativity, and which help employees to handle complex work-related tasks and fuel the
GCA. We attempt to address this gap by identifying the sequential an performance of a firm in a way that makes replication by a firm’s
tecedents of green creativity linking GHRM and GCA. Although there are competitors difficult (Haldorai et al., 2022). As identified in this study,
some traces of discussion on the sequential associations of work highly skilled and motivated employees (firm human capital) demon
engagement, knowledge sharing, and creativity in different contexts strate positive behavior at work, such as work engagement, knowledge
(Aboramadan, 2022; Chang and Hung, 2021; Karatepe et al., 2022a), the sharing, and posing creative ideas, all of which help a firm realize a
research around the vibrant greener roles of these notions in sustainable competitive advantage (Wright et al., 2001). Wright et al.
2
(2001) proposed a model for integrative strategy and strategic human sharing, and green creativity. Drawing on the argument that hotel em
resource management. Scholars assert that core competencies for sus ployees get inspired by GHRM practices that induce employees to render
tainable competitive advantage arise from the interaction of a firm’s green services for hotel environmental performance (Bhutto et al., 2021;
people management practices (i.e., human resource management prac Fatoki, 2021), and that environmental performance is a conduit to a
tices) and knowledge management flow (i.e., knowledge sharing that is GCA (Muisyo et al., 2022b; Yusoff et al., 2018), RBV and AMO theories
valuable, rare, inimitable, and organized), both of which span over a seem relevant to the investigation of the outlined research questions of
firm’s human resource management practices and employee behavior at this study.
work (Wright et al., 2001). RBV theory promotes the idea that a firm’s
unique internal resources and capabilities, such as skilled and motivated 2.2. Hypotheses
human capital, are valuable distinct competencies that enable a firm to
address firm weaknesses, like under-skilled or under-motivated em 2.2.1. Direct effect of GHRM on GCA
ployees, and deal with environmental challenges to maintain the firm’s GHRM is defined as a system that designs and implements human
competitive advantage (Boon et al., 2018; Hart, 1995). The theoretical resource management practices to underscore the impact of a firm’s
assertions of RBV theory can be used to elaborate firm practices to activities on the natural environment (Haldorai et al., 2022). GHRM
develop firm human capital (i.e., employees), which arguably falls encompasses environmentally friendly employee recruitment, training,
within the scope of human resource management practices (Zameer involvement, leadership, rewards, compensation, performance
et al., 2020), and their associated impacts on firm performance toward a appraisal, and orientation to environmental corporate social re
competitive advantage (Haldorai et al., 2022). sponsibility, for the purpose of benefiting from employee green behavior
While elaborating on RBV theory to explain human capital and a and supporting a firm in meeting its environmentally friendly objectives
firm’s sustainable competitive advantage, scholars indicate that the (Aboramadan, 2022; Ahmed et al., 2021b; Ari et al., 2020; Kim et al.,
AMO model further explains how human resource management prac 2019). GCA is achieved when a firm gains a superior position in the
tices determine employee abilities, motivations, and opportunities to market, one that is difficult for competitors to duplicate, due to the
elicit desired outcomes, such as sustainable competitive advantage firm’s unique environmental strategies and performance (Chen and
(Boon et al., 2018; Delery and Roumpi, 2017). Delery and Roumpi Chang, 2013; Lin and Chen, 2017). Because greening resources leads to a
(2017) shed light on human resource management practices, human competitive advantage (Muisyo et al., 2022b; Pham et al., 2020), hotel
capital, and sustainable competitive advantage through the lens of RBV green practices similar to well-established companies, such as Google’s
and AMO theories. Delery and Roumpi (2017) proposed a conceptual paper-free recruitment process to minimize environmental impact
framework on high-performance work practices (i.e., human resource (Elizabeth, 2020), can be used during employee recruitment and selec
management practices), the AMO framework, and firm outcomes to tion processes to attract potential employees who are committed to
reveal that employee abilities, motivation, and opportunities enhance environmental protection (Kuo et al., 2022). Lotte Hotel and Resorts in
human capital, mediating the impacts of human resource management Korea interviews potential employees to determine their level of un
practices on firm-level outcomes. derstanding of environmental, social, and corporate governance (ESG)
According to AMO theory, employee attitude, such as commitment management. By doing so, the hotel interviewer learns about the ap
and motivation to engage in work, is influenced by the firm’s human plicant’s thoughts and attitudes toward environmentally friendly man
resource management practices, which focus on improving employees’ agement for hotel environmental performance.
ability to perform work-related tasks (Ababneh, 2021). Motivated em To solidify a firm’s environmental efforts for a GCA, firms include
ployees reciprocate by engaging in valued behavior at work (Boon et al., green issues as part of employee recruitment, job descriptions, perfor
2018). AMO theory argues that when there are positive feelings about a mance appraisals, and reward and compensation criteria (Rubel et al.,
firm’s managerial practices in building employee ability, employee 2021). Firms attempt to recruit employees who demonstrate green
motivation to participate and engage in work is stimulated (Muisyo values and a belief in environmental protection, and this process ulti
et al., 2022b). As outlined in this study, human resource practices that mately impacts firm efforts to quickly gain a GCA (Kim et al., 2019).
provide valuable skills to employees improve employees’ ability and Hotels provide training to eco-conscious employees to improve
responses, such as work engagement, knowledge sharing, and creativity, employee green knowledge and skills, for the purpose of making em
as well as developing effective performance outcomes (Ari et al., 2020; ployees valuable hotel resources that can aid in meeting corporate
Pham et al., 2020), such as GCA. From this perspective, employee environmental targets better than hotel competitors (Zameer et al.,
motivation, commitment, involvement, and devotion to engaging in 2022).
green work for the best organizational output is triggered when Muisyo et al. (2022b) demonstrate, in the context of manufacturing
employee perception is that the GHRM practices of a firm develop em firms, empirical evidence that confirms the direct positive impact of
ployees’ green skills and abilities, making them valuable human re GHRM on GCA. However, additional conclusive evidence is needed to
sources who are able to handle green work-related tasks (Pham et al., validate the impact of GHRM on GCA. In this study, we used RBV theory
2020). to develop the relationship between GHRM and GCA (Barney, 1991;
Scholars note that AMO theory contributes to a comprehensive un Fatoki, 2021; Hart, 1995). According to the RBV perspective, employees
derstanding of the relationship between GHRM and employees’ atti are the firm’s human capital, holding intelligence, skills, and experi
tudes, behaviors, and performance outcomes (Ari et al., 2020). Taken ences; thus, in addressing external environmental complexities and
together, the theoretical underpinnings of AMO theory reveal the boosting the firm’s environmental performance for a competitive
intertwined relationship between employee ability, motivation to advantage, employees become valuable unique internal resources of a
engage in green work and share relevant knowledge, and involvement in firm (Haldorai et al., 2022). A firm provides green training to its em
developing new green initiatives (i.e., green creativity) in response to ployees to improve employees’ green abilities, skills, and knowledge so
GHRM practices. RBV and AMO theories help to understand the role of that they become a valuable competitive resource and handle the firm’s
human resource management practices in developing valuable green practices and procedures, such as in IndusInd Bank’s green
employee abilities, skills, and work motivation (a psychological stream champions program (Haldorai et al., 2022; IndusInd Bank, 2013; Ren
underpinned by AMO theory) so that employees are rare and competi wick et al., 2013). Based on the above, we assume that hotel GHRM may
tive internal resources that help a firm realize a competitive advantage. exert a direct impact on GCA and propose the following hypothesis:
In the context of eco-friendly business management, RBV and AMO
H1. GHRM is positively related to GCA.
theories are useful in investigating the relationship between GHRM and
GCA in the context of green work engagement, green knowledge
3
2.2.2. Single mediating effect of green work engagement in the GHRM－ the transfer of explicit and implicit facets of eco-friendly knowledge
GCA relationship aimed at environmental protection between individuals and the working
Green work engagement is employee state of mind, satisfaction, and units of a firm, or between different firms (Lin and Chen, 2017; Rubel
willingness to perform green work-related tasks (Aboramadan, 2022; et al., 2021). Knowledge sharing reflects the superior managerial pol
Çop et al., 2021). GHRM is considered an antecedent to employee green icies and practices of a firm, which inspires employees to create new
work engagement (Çop et al., 2021; Karatepe et al., 2022b). We used knowledge and diffuse existing and new knowledge to other employees
AMO theory to articulate the relationship between GHRM, green work to maximize the performance of a firm (Rubel et al., 2021).
engagement, and GCA. Drawing on AMO theory, when employees are Scholars document, using AMO theory, that effective GHRM prac
motivated by the GHRM practices of an organization, which are aimed at tices motivate employees to develop green knowledge and share it with
improving employee ability, employees feel energetic and demonstrate others in order to improve a firm’s environmental performance (Pham
higher green work engagement (Ababneh, 2021). et al., 2020). GHRM practices provide green training to improve em
While expanding on AMO theory, Ari et al. (2020) document that ployee’s ability to handle responsible green work-related tasks, equip
when employees discover that a firm invests in GHRM for employee employees with green knowledge, and motivate them to spread green
green empowerment, they exhibit emotional responses and develop knowledge to others for overall firm green performance (Pham et al.,
green attitudes in the form of green work engagement. This is supported 2020), which mirrors employees’ cognitive reactions in the AMO
by Pham et al. (2020), who extended AMO theory to highlight a firm’s framework. Practices such as Marriott’s 15-minute training for every
environmental performance as a result of employees’ long-term envi hourly employee and Hilton’s green reporting system to monitor
ronmental commitment, responsibility, and green work engagement, employee environmental performance may help to improve hotel envi
employee behaviors which are stimulated by the firm’s efforts to ronmental performance. Green knowledge sharing is an example of
improve employee green abilities and green skills competencies through attitudinal positivity, and Ababneh (2021) and Renwick et al. (2013)
green training. Similarly, Renwick et al. (2013) use AMO theory to demonstrated that the roots of attitudinal positivity are intertwined with
weave a theoretical link between GHRM and employee green work AMO theory.
engagement. Existing literature on AMO theory reveals that the concept Knowledge sharing strengthens a firm’s core competencies via
of “improved employee abilities” is the tipping point for employee green gaining and maintaining a competitive advantage (Lin and Chen, 2017;
attitude and behavioral intention in response to GHRM to support a Obeidat et al., 2017). The seminal work of Argote and Ingram (2000) on
firm’s environmental performance (Ababneh, 2021; Ari et al., 2020; knowledge sharing documents that knowledge sharing is an important
Pham et al., 2020). criterion to determine the competitive advantage of a firm. In the same
Thus, employee green work engagement is a motivational mecha vein, Muisyo et al. (2022b) highlight that knowledge sharing positively
nism triggered by the firm’s GHRM practices, which aims to invest in the influences a firm’s competitive advantage. However, the human
development of the firm’s valuable human resources, in the form of resource management practices of a firm develop a collaborative culture
higher work engagement and efficiently performing work-related tasks where firm employees share their knowledge with others to produce
for superior organizational eco-friendly output (Çop et al., 2021; Zameer new knowledge and achieve and maintain a sustainable competitive
et al., 2020). Further to this, hotels stimulate employee motivation to advantage (Gope et al., 2018).
engage in green work-related tasks to gain the advantage of the best Pham et al. (2020) demonstrate, using the AMO framework, that
environmental performance in the market, e.g., more eco-friendly cus employee attitude mediates the relationship between human resource
tomers, repeat eco-friendly customer visits, more green investment, and management practices and organizational performance. It is also docu
stakeholder trust in the legitimacy of hotel green activities (Bhutto et al., mented that green knowledge sharing acts as a mediating mechanism
2021; Karatepe et al., 2022a; Kim et al., 2019). between GHRM and the in-role and extra-role service behavior of em
Previous studies illustrated general support for work engagement as ployees (Rubel et al., 2021). Employee ability to perform in-role and
a mediator in different contexts (Ababneh, 2021; Bhutto et al., 2021; extra-role tasks represents the employee core competencies that lead to a
Çop et al., 2021; Karatepe et al., 2022b). Bhutto et al. (2021) identify the firm’s GCA (Kuo et al., 2022). The perspectives of Pham et al. (2020),
mediating role of employee work engagement in the relationship be Rubel et al. (2021), and Kuo et al. (2022) support the mediating
tween a firm’s efforts to improve employee abilities, i.e., human mechanism of green knowledge sharing between GHRM and GCA.
resource management practices, and organizational output. Kuo et al. Waheed et al. (2012) examined the mediating role of knowledge sharing
(2022) argue that employee commitment and involvement mirror the in the relationship between a variety of constructs (motivation to
environmental management practices of a firm in the hotel industry and disseminate, trust, teamwork, organizational culture, information
have an indirect impact on differentiated competitive advantages. Ac technology, and organizational performance) for competitive advan
cording to Pham et al. (2020) and based on AMO theory, employee tage. Many of the antecedents to knowledge sharing in the work of
behavior, such as green work engagement in this study, may mediate the Waheed et al. (2012), such as motivation to disseminate, trust, team
relationship between human resource management practices and orga work, and organizational culture, are the outcome of the human
nizational performance, which is considered a phenomenon leading to resource management practices of a firm (Aboramadan, 2022; Ari et al.,
GCA in this study. Drawing on the perspectives of Bhutto et al. (2021), 2020; Kim et al., 2019). From this perspective, we deduce that green
Pham et al. (2020), and Kuo et al. (2022) in the light of AMO theory, we knowledge sharing plays a mediating role in the relationship between
argue that green work engagement is the mediator in the relationship GHRM and GCA. However, the explicit mediating legitimacy of green
between hotel GHRM and GCA, because, in this study, a firm’s efforts to knowledge sharing in the relationship between GHRM and GCA is yet to
improve employee abilities are similar to GHRM practices, and organi be determined. Taking on the above, in the context of hospitality, green
zational output is similar to GCA. Given this, we propose the following knowledge sharing is presented as a mediator in the relationship be
hypothesis: tween GHRM and GCA with the following hypothesis:
H2. Green work engagement mediates the effect of GHRM on GCA. H3. Green knowledge sharing mediates the effect of GHRM on GCA.
2.2.3. Single mediating effect of green knowledge sharing in the GHRM－ 2.2.4. Single mediating effect of green creativity in the GHRM－GCA
GCA relationship relationship
Knowledge sharing refers to activities that foster the transfer of Green creativity refers to useful eco-friendly ideas for new and
explicit and implicit knowledge between individuals, groups, de valuable greener business practices, processes, products, and services for
partments, and firms (Obeidat et al., 2017). Green knowledge sharing is environmental protection (Muisyo et al., 2022a; Riva et al., 2021).
4
Green creativity can help a firm save energy, prevent pollution, and engaged employees are flexible in thought-processing and are open to
recycle waste (Fatoki, 2021). Employee creativity is an important and putting considerable efforts into generating new ideas to improve
valuable resource for a firm in gaining and maintaining a competitive organizational output (Bhutto et al., 2021; Chang and Hung, 2021).
advantage (Chang and Hung, 2021). Employee creativity is a valuable However, Riva et al. (2021) note that a growing number of studies
intangible resource that helps a firm develop new, differentiated, and support the fact that creative thinking or ideas depend on acquiring new
improved processes and activities in the production of products or ser knowledge. The synthesis of arguments under the spotlight of the works
vices that foster a firm’s competitive advantage (Zameer et al., 2020). To of Aboramadan (2022), Bhutto et al. (2021), and Riva et al. (2021)
realize a firm’s GCA, firms depend on GHRM practices that nurture support the existence of sequential mechanisms among work engage
employee motivation and green creativity (Farooq et al., 2021; Karatepe ment, knowledge sharing, and creativity which are comparable to the
et al., 2022b). From this perspective, a firm’s GCA is an outcome of the sequential mechanisms among green work engagement, green knowl
new, differentiated, and improved eco-friendly business process or edge sharing, and green creativity under investigation in this study.
procedure that stems from firm employee green creativity. However, In the context of hospitality, Karatepe et al. (2022a) established that
employee motivation and green creativity are inspired by a firm’s perceived organizational support for work engagement and environ
GHRM practices (Muisyo et al., 2022a), and employee motivation is the mental performance, which arguably falls under the scope of human
reason for employee creative thinking in a firm (Bhutto et al., 2021), resource management, exerts a sequential mediating impact on the
which corresponds to the premises of AMO theory (Ababneh, 2021; relationship between GHRM and employee task-related behavior,
Pham et al., 2020). While discussing the cognitive mechanism of AMO similar to employee green knowledge sharing and green creativity in this
theory, scholars indicate that GHRM practices enable employees to study, which is an under-seam mechanism leading to GCA. Bhutto et al.
create new green ideas that lead to improvements in firm green per (2021) provided empirical evidence to unravel the sequential mediating
formance (Pham et al., 2020). A firm’s GHRM equips its employees with roles of green work engagement and green creativity in the hospitality
green work-related resources for green creativity, leading to a GCA sector.
(Muisyo et al., 2022a, 2022b). This highlights the intervening role of Taking all the above together, we maintain that green work
green creativity in the relationship between GHRM and GCA. engagement is the triggering point that gears up the sequential mo
Malik et al. (2021) examined the mediating role of green creativity mentum of employee green knowledge sharing and green creativity for a
between GHRM and green innovation, while Muisyo et al. (2022b) firm’s GCA. Existing studies indicate the following: that GHRM impacts
investigated the mediating role of green innovation in the relationship GCA (Muisyo et al., 2022a), employee green work engagement is an
between GHRM and GCA in manufacturing firms. Given the fact that outcome of a firm’s GHRM practices (Ababneh, 2021; Ari et al., 2020),
green creativity is a pre-condition to green innovation (Chang and Hung, employee involvement or green work engagement is the starting point of
2021; Fatoki, 2021), green creativity plays a mediating role between employee subsequent green behavior (Karatepe et al., 2022a), such as
hotel GHRM and GCA. GHRM practices offer organizational resources to green knowledge sharing and green creativity in this study and reflect
inspire and empower employees to acquire new eco-friendly skills and ing a firm’s resource management practices for a differentiated
develop abilities to become valuable human resources (Ahmed et al., competitive advantage (Ari et al., 2020; Kuo et al., 2022), and that a
2021b; Bhutto et al., 2021; Zameer et al., 2022). Safari et al. (2020) sequential mechanism exists among employee work engagement,
examined the mediating role of creativity between employee psycho knowledge sharing, and creativity as gleaned from the findings of
logical empowerment, which reflects human resource management Aboramadan (2022), Bhutto et al. (2021), and Riva et al. (2021). In light
practices, and a firm’s competitive advantage. From these perspectives, of the above theoretical underpinnings, we postulate that green work
green creativity is assumed to be a mediator between GHRM and GCA. engagement, green knowledge sharing, and green creativity play
Riva et al. (2021) identified the mediating role of green creativity be sequential mediating roles in the relationship between GHRM and GCA
tween green transformational leadership and environmental perfor in the context of hospitality. This helps to propose the following
mance. Since GHRM develops a platform for employee leadership skills hypothesis:
and practices (Bhutto et al., 2021; Karatepe et al., 2022a) and envi
H5. Green work engagement, green knowledge sharing, and green
ronmental performance leads to a GCA (Ahmed et al., 2021b; Chen and
creativity sequentially mediate the effect of GHRM on GCA.
Chang, 2013; Haldorai et al., 2022; Lin and Chen, 2017), it is discerned
that green creativity may play a mediating role between GHRM and The relationships presented above are depicted in Fig. 1.
GCA. Therefore, the following hypothesis is proposed:
3. Method
H4. Green creativity mediates the effect of GHRM on GCA.
3.1. Sampling, procedures, and participants

2.2.5. Sequential mediating effect of green work engagement, green
knowledge sharing, and green creativity in the GHRM－GCA relationship
To investigate the proposed relationships among the study con
Aboramadan (2022) documents that employees exhibiting higher
structs, we adopted purposive sampling to gather data from full-time
levels of green work engagement tend to communicate, exchange, and
employees of four- and five-star hotels in Seoul, Korea. According to
share work-related knowledge with others for organizational sustain
the Korea Tourism Association, 41 four- and 30 five-star hotels were
ability. Extending this, knowledge sharing inspires other employees to
operating in Seoul in January 2022, the starting date of data collection.
perform work-related tasks and create new ideas to improve organiza
Among the 71 hotels, the human resources directors of 17 hotels (10 are
tional performance, helping to achieve organizational sustainability
international chain hotels, and 7 are local hotels) agreed to voluntarily
goals for a competitive advantage (Aboramadan, 2022). GHRM prac
participate in the survey.
tices enable employees become valuable human resources that motivate
Our reasoning for collecting data from employees of various posi
fellow employees to support the organization by acquiring green
tions working in various departments of four- and five-star hotels in
knowledge and skills and developing green abilities (Pham et al., 2020),
Seoul is based on the following ideas. First, in Korea, many five-star
such as providing higher levels of employee green work engagement,
hotels, such as Hotel Shilla Seoul, and four-star hotels, such as Lotte
where green work engagement acts as an intervening mechanism be
City Hotel Myeongdong, are run by parent conglomerates. As a result,
tween GHRM and subsequent employee green behaviors; these compo
the basic structure and organizational culture of green management
nents and behaviors are referred to as green knowledge sharing and
implementation, which is a global trend, as well as advanced GHRM
green creativity in this work (Aboramadan, 2022).
practices and green management programs in their hotel operations, are
Extant theoretical underpinnings demonstrate that highly work-
similar (Newdaily, 2021). Furthermore, because the majority of
5
Fig. 1. Research model.
GHRM-related studies have been conducted on employees working in the human resource director, as a representative of each hotel, to
five-star hotels in various countries (Ababneh, 2021; Darvishmotevali respond to GCA. Green management is practiced at the corporate level in
and Altinay, 2022; Karatepe et al., 2022a; Pham et al., 2019), the results hotels, as it is in other industries. For example, in the case of ESG
of this study can be easily compared to previous ones. management, relevant content is posted on the internal bulletin board
Second, in Korea, hotels with higher star ratings tend to prioritize for all employees to understand and apply. Each department’s director
eco-friendly hotel management practices over those with lower star or manager wishes to gain a competitive advantage by developing green
ratings. Given the abundance of four- and five-star hotels, the likelihood management practices through regular meetings and sharing and
of hotels adhering to higher levels of GHRM practices for GCA was implementing them with employees. The human resources department
higher in Seoul than in other cities. provides appropriate training to promote green management as a core
Third, in December 2016, the Seoul Metropolitan Government organizational value, while also linking employees’ environmentally
signed the “Multilateral Business Agreement” with the Korea Environ conscious behavior to compensation. As a result, the human resources
mental Industry & Technology Institute and the Korea Hotel Association, director is well aware of the extent to which its GCA has been achieved
as well as twenty-four five-star hotels in Seoul (Hotel & Restaurant, in comparison to competing hotels at the enterprise level. As a result, the
2017). They have formed the “Seoul Green Hotel Consultative Group” to human resources director at hotels that took part in this study was
collaborate on green management. They specifically shared green chosen to assist the study’s authors in conducting a survey on the level of
management cases and activity plans for each hotel. achievement of green competency at the enterprise level.
Finally, consistent with previous GHRM-related studies (e.g., Abab Third, respondents were assured that the survey is anonymous, and
neh, 2021; Aboramadan and Karatepe, 2021), the survey was adminis their responses would remain confidential. To solidify respondents’
tered to employees from various departments (e.g., rooms, confidentiality, an envelope for sealing the questionnaire was provided
housekeeping, food and beverage, cooking, sales and marketing, human to each potential respondent. Fourth, in the second wave survey (sample
resources, finances, maintenance, and others) and job positions at response), to prevent respondents from being aware of the direct and
participating hotels. Various GHRM-related activities are carried out sequential associations among the study variables, we administered
throughout the company, such as taking personal identity and envi variable items in the opposite order of relationship as proposed in the
ronmental management into account when hiring and selecting em research model (Fig. 1). In particular, items about green creativity were
ployees at hotels. Furthermore, the green work engagement, green asked first, followed by green knowledge sharing and green work
knowledge sharing, and green creativity of all employees is critical to engagement. Finally, to reduce common method variance caused by
achieving hotel green competency. commonalities in scale endpoints and anchoring impacts, we tapped
To avoid common method variance, several procedural solutions different scale endpoints and formats for the independent and depen
proposed by Podsakoff et al. (2003) were applied in this study. First, we dent variables.
conducted the survey in three waves (time 1: GHRM and demographic Mail questionnaire packets delivered to each human resource di
information; time 2: green work engagement, green knowledge sharing, rector included a return envelope, gift certificate, and a cover letter
and green creativity; time 3: GCA) with a 2-week time lag between specifying that surveys should be directly returned to survey adminis
waves. Second, the study responses were separated by asking sample trators in sealed envelopes. To minimize the potential risk of selection
respondents to respond to study variables such as GHRM, green work bias, human resources directors distributed questionnaires to hotel
engagement, green knowledge sharing, and green creativity, and asking employees working in different departments. We adopted a time-lagged
6
data collection approach, and the survey was conducted for about two 3.3. Measurement
months from January 11, 2022 to March 14, 2022. In time 1, the hotel
human resources directors of the participating 17 hotels distributed 350 The scale items to measure the proposed constructs (Appendix) were
surveys to hotel employees. In this survey wave, a total of 328 surveys adapted from previous studies. A total of 6 scale items for GHRM (e.g.,
were directly mailed to survey administrators, and we discarded a total “our hotel provides adequate training to promote environmental man
of 17 surveys that contained missing values. In time 2, a total of 311 agement as a core organizational value”) were adapted from Kim et al.
surveys were delivered to hotel employees who participated in the initial (2019), 4 scale items for GCA (e.g., “our hotel has the competitive
data collection, and a total of 292 surveys were returned. Out of 292 advantage of low cost in the area of environmental management or
responses, we filtered a total of 12 responses with missing values and 39 green innovation compared to its primary competitors”) were adapted
responses that created a problem with the normal distribution of data. from Lin and Chen (2017), 6 scale items for green work engagement (e.
Thus, a total of 241 responses presenting a usable response rate of 68.9 g., “my environmental-related tasks inspire me”) were adapted from
% (241/350) were retained for the final analysis. In time 3, the human Aboramadan (2022), 5 scale items for green knowledge sharing (e.g.,
resources director of each participating hotel responded to the survey as “my green knowledge sharing [eliminating pollution, environmental
a representative of each hotel. Table 1 presents the study respondents’ protection, and sustainable development goals, etc.] with other orga
details. nizational members is good”) were adapted from Chang and Hung
(2021), and 6 scale items for green creativity (e.g., “I suggest new ways
3.2. Data screening and normality test to achieve environmental goals”) were adapted from Chen and Chang
(2013). GHRM and GCA were measured on a 7-point agreement scale
To check the normal distribution of data, we deleted 17 cases with an (1 = strongly disagree to 7 = strongly agree), green work engagement was
absolute Z-score of 3 or higher (Hair et al., 2010) from the dataset to measured on a 7-point frequency scale (0 = never to 6 = always), and
control univariate outlier. There was no problem with univariate green knowledge sharing and green creativity were measured on a
normality because all skewness (GC3 − 1.157 to GCA4 0.831) and 5-point agreement scale (1 = strongly disagree to 5 = strongly agree).
kurtosis (GKS1 − 0.830 to GC3 1.257) was less than the absolute values All measurement items were originally prepared in English and were
of 2 and 7 (West et al., 1995) respectively. In addition, the Mahalanobis translated into Korean by adopting the parallel translation approach,
distance value as the multivariate outlier control was used and 22 cases where two editions by different translators were used as input to the
were deleted from the dataset. Mardia’s multivariate kurtosis (Mardia, back-translation. Before implementing the main survey, a pilot test was
1970) (178.502) was less than the product (728) of p (p + 2) conducted with 20 hotel employees working in various departments and
(p = indicators number). Thus, the multivariate normality was sup 3 professors who conducted related studies on environmental manage
ported in this study (Raykov and Marcoulides, 2008). ment. Minor changes, such as rephrasing unclear wording, were made to
reflect the comments of pilot study participants.
3.4. Data analysis

Table 1
In the first stage, the univariate normality, descriptive statistics,
Subject profile (N = 241).
reliability values (Cronbach’s alpha), and correlation coefficients among
Characteristics n %
the study and control variables were calculated using SPSS 26.0. In the
Gender second stage, we conducted structural equation modeling with a
Male 118 49.0 maximum-likelihood estimation in AMOS 23.0 to estimate measurement
Female 123 51.0
Age (years)
and structural models to test the proposed hypotheses. We first assessed
Below 30 71 29.5 multivariate normality, correlations among latent variables, and
30–39 99 41.1 convergent and discriminant validities using confirmatory factor anal
40–49 49 20.3 ysis (CFA) in the process of measurement model analysis. The proposed
Above 50 22 9.1
structural model and hypotheses on the four-path sequential mediation
Education
High school 25 10.4 effect of green work engagement, green knowledge sharing, and green
Two-year college 119 49.4 creativity in the relationship between GHRM and GCA (Fig. 1) were then
Four-year college 82 34.0 estimated and tested. To test single (H2–H4) and sequential mediation
Graduate degree 15 6.2 effects (H5), this work used 5000 bootstrapping samples at 95 % of bias-
Organizational tenure (years)
corrected confidence intervals for the user-defined estimands function
Below 5 151 62.7
5–9 41 17.0 (Preacher and Hayes, 2008).
10–14 27 11.2
Above 14 22 9.1 3.5. Data aggregation
Job position
First-line level 125 51.9
Supervisor level 55 22.8 This study collected data from 241 employees working in 17 hotels.
Assistant manager level 37 15.3 GHRM and GCA were measured at the hotel-level and green work
Manager level or above 24 10.0 engagement, green knowledge sharing, and green creativity were
Department measured at the individual-level. Typically, GHRM practices are shared
Front desk 47 19.5
Housekeeping 29 12.0
among employees working in the same organization, which means that
Food and Beverage 56 23.2 the effects of these practices on employees may be influenced by the
Cooking 31 12.9 overall context of the organization. Therefore, it is appropriate to
Sales and Marketing 18 7.5 consider and evaluate GHRM practices at the organizational level,
Human resources 19 7.9
although it would be beneficial to collect data from individuals to
Finances 17 7.1
Maintenance 19 7.9 explore how contextual factors and employee perceptions may influence
Others 5 2.1 the impact of these practices (Bowen and Ostroff, 2004). Before
Hotel-grade employing the aggregates or means of individual scores at the
Four-star 81 33.6 hotel-level, we first tested the aggregation appropriateness (Klein and
Five-star 160 66.4
Kozlowski, 2000). We used the inter-rater agreement (rwg) values to
7
assess within-hotel homogeneity and intraclass correlation coefficient Table 3

(ICC) values to assess the between-hotel variation. For green work Reliability and convergent validity tests results.
engagement, the mean and median values of rwg were 0.961 and 0.920, Constructs and indicators SFLs (t- AVE CR Alpha
ICC (1) = 0.091, and ICC (2) = 0.670. The mean and median rwg values values)
for green knowledge sharing were 0.891 and 0.891, ICC (1) = 0.051, Green human resource management 0.754 0.948 0.948
and ICC (2) = 0.683. For green creativity, the rwg values were 0.872 and (GHRM)
0.901, ICC (1) = 0.060, and ICC (2) = 0.701. For GHRM, the rwg values GHRM1 0.883
were 0.843 and 0.870, ICC (1) = 0.071, and ICC (2) = 0.714. For GCA, GHRM2 0.869
(19.134)
the rwg values were 0.900 and 0.921, ICC (1) = 0.093, and ICC (2) = GHRM3 0.893
0.702. The rwg values of all variables were above 0.7 (James, 1982), (20.274)
indicating high rating consistency among the employees of each hotel. GHRM4 0.860
The ICC (1) and ICC (2) were above 0.05 and 0.6, respectively (Bliese, (18.716)
GHRM5 0.832
2000). In sum, the rwg and ICC values suggest there is high within-hotel
(17.534)
homogeneity and between-hotel variance, thus indicating that the ag GHRM6 0.873
gregates and means were appropriate. The aggregated data were used (19.336)
for further analysis. Green work engagement (GWE) 0.792 0.958 0.956
GWE1 0.907
(20.499)
4. Results GWE2 0.866
(18.579)
4.1. Measurement model test GWE3 0.869
GWE4 0.897
(19.991)
The CFA results of the competing model analysis indicated that the
GWE5 0.905
proposed five-factor model was the best fit for our data with χ2[df] (20.400)
= 553.847[289]; normed χ2 = 1.916; standardized root mean residual GWE6 0.894
(SRMR) = 0.037; root mean square error of approximation (RMSEA) (19.860)
[90 % CI] = 0.062 [0.054; 0.070]; normed fit index (NFI) = 0.909; Green knowledge sharing (GKS) 0.735 0.917 0.917
GKS1 0.851
Tucker-Lewis index (TLI) = 0.948; and comparative fit index (CFI) =
(17.768)
0.954. Moreover, as presented in Table 2, the proposed five-factor model GKS2 0.856
is a significantly better fit to the study data as compared to other four (17.976)
competing models (one-factor model to four-factor model). The model GKS3 0.891
GKS4 0.830
fit statistics of the proposed five-factor model met the cut-off criteria of
(16.986)
the combinations of measures proposed by Hu and Bentler (1999), while Green creativity (GC) 0.707 0.935 0.935
the competing models did not. Thus, the findings support the distinc GC1 0.859
tiveness of the five constructs under investigation in this study. (16.301)
The findings (Table 3) present that all indicators loaded onto their GC2 0.826
GC3 0.870
respective latent constructs and all standardized factor loadings (GC4
(16.633)
0.813 to GWE1 0.907) were significant (p < 0.001). Additionally, all GC4 0.813
average variance extracted (AVE) values (green creativity 0.707 to green (14.986)
work engagement 0.792) were greater than the recommended level of GC5 0.847
(15.939)
0.50 (Fornell and Larcker, 1981). Hence, convergent validity was
GC6 0.828
satisfied. The findings in Table 4 show that the square root of the AVE (15.412)
score was greater than the correlations between pairs of latent variables Green competitive advantage (GCA) 0.756 0.925 0.924
in all cases. The maximum shared variance score was less than the AVE GCA1 0.896
value in all latent variables. Thus, discriminant validity for all latent (18.315)
GCA2 0.851
variables was also confirmed (Fornell and Larcker, 1981; Hu and Ben
GCA3 0.898
tler, 1999). (18.380)
The findings in Table 3 show that all composite reliabilities (green GCA4 0.830
knowledge sharing 0.917 to green work engagement 0.958) were above (16.108)
the recommended level of 0.70 (Fornell and Larcker, 1981). All Cron Note: SFLs = standard factor loadings; AVE = average variance extracted;
bach’s alpha values (green knowledge sharing 0.917 to green work CR = construct reliability.
engagement 0.956) were higher than the recommended threshold of
Table 2
Measurement model comparison results.
Models Model fit indices Model comparison (Δχ2[df])
χ2[df] Normed χ2 SRMR RMSEA [90 % CI] NFI TLI CFI
Model 1 553.847[289] 1.916 0.037 0.062 [0.054; 0.070] 0.909 0.948 0.954
Model 2 1755.461[293] 5.991 0.143 0.144 [0.138; 0.151] 0.711 0.718 0.746 1 and 2 (1201.614[4]***)
Model 3 2443.960[296] 8.257 0.184 0.174 [0.168; 0.180] 0.598 0.590 0.627 1 and 3 (1890.113[7]***)
Model 4 3492.209[298] 11.719 0.225 0.211 [0.205; 0.218] 0.426 0.395 0.445 1 and 4 (2938.362[9]***)
Model 5 4129.097[299] 13.810 0.233 0.231 [0.225; 0.237] 0.321 0.277 0.335 1 and 5 (3575.250[10]***)
Notes: Model 1 = hypothesized five-factor model, Model 2 = four-factor model (GHRM and GWE combined), Model 3 = three-factor model (GHRM, GWE, and GKS
combined), Model 4 = two-factor model (GHRM, GWE, GKS, and GC combined), and Model 5 = one-factor model (all factors combined). GHRM = green human
resource management; GWE = green work engagement; GKS = green knowledge sharing; GC = green creativity; CI = confidence interval; SRMR = standardized root
mean residual; RMSEA = root mean square error of approximation; NFI = normed fit index; TLI = Tucker-Lewis index; CFI = comparative fit index. ***p < 0.001.
8
Table 4
Correlation of latent variables and discriminant validity test results.
Variables AVE MSV 1 2 3 4 5
1. Green human resource management 0.754 0.114 0.869

2. Green work engagement 0.792 0.122 0.338 0.890
3. Green knowledge sharing 0.735 0.224 0.269 0.237 0.857
4. Green creativity 0.707 0.162 0.227 0.272 0.359 0.841
5. Green competitive advantage 0.756 0.224 0.246 0.349 0.474 0.403 0.869
Notes: All correlation coefficients among latent variables are significant (p < 0.001). AVE = average variance extracted; MSV = maximum shared squared variance.
0.70 (Hair et al., 2010). Therefore, the internal consistency reliabilities 4.3.1. Direct effect and hypothesis test
of the study variables were satisfactory. Table 5 delineated descriptive Fig. 2 and Table 6 present the estimated direct and indirect effects of
statistics and correlations of observed variables. the study variables. The findings showed that GHRM had a non-signi
ficant positive impact on GCA (βGCA.GHRM = 0.040ns, t = 0.634). Hence,
4.2. Common method variance check H1 was not supported.
Common method variance was evaluated in various aspects using a 4.3.2. Single mediation effects and hypotheses test
common latent factor (CLF). Williams et al. (1989) indicated common In the relationship between GHRM and GCA, since the bias-corrected
method variance may be an issue when the overall measurement model bootstrapped 95 % confidence intervals around the indirect effect did
with the CLF demonstrates a significantly better fit (Δχ2[df] = 77.444[26], not include zero, the specific single mediating effects of green work
p < 0.01) to the data than the measurement model without the CLF. engagement (M1) (a1b1; B = 0.056, p < 0.01; BC 95 % CI = [0.018;
However, the difference (SRMR, RMSEA: 0.003; NFI: 0.013; TLI: 0.006; 0.112]; BootSE = 0.023) and green knowledge sharing (M2) (a2b2;
CFI: 0.009) in model fit between the two measurement models was B = 0.053, p < 0.01; BC 95 % CI = [0.016; 0.120]; BootSE = 0.025)
smaller than 0.05 which is generally utilized as a rule of thumb (Bagozzi were significant. Thus, H2 and H3 were supported. As GHRM has no
and Yi, 1990), thus the measurement model with CLF showed minimal significantly positive direct impact on GCA, the significant indirect im
improvements. Furthermore, the latent variables accounted for an pacts of green work engagement (M1) and green knowledge sharing (M2)
average variance of 72.5 % of the corresponding observed variables, demonstrate full mediation in the relationship between GHRM and GCA.
while the CLF only explained an average variance of 3.7 % (0.05 % of However, the indirect impact of GHRM on GCA through green creativity
the latent variables). Specifically, there was no change in the signifi (M3) (a3b3; B = 0.015ns; BC 95 % CI = [− 0.007; 0.053]; Boot
cance or directions of the path coefficients in the comparison between SE = 0.015) was not significant because the bias-corrected bootstrapped
the structural model with and without the CLF (Karatepe and Kim, 95 % confidence intervals around the indirect effect contained zero.
2020). Hence, the diagnostics indicate common method variance is not a Therefore, H4 was not supported. Combined with the results presented
serious issue in this study. earlier (H1 was not supported), GHRM did not have a significant positive
impact on GCA either directly or indirectly through green creativity.
4.3. Structural model estimation
4.3.3. Sequential mediation effect and hypothesis test
The serial mediation model with three sequential multiple mediators The formal test for H5, which showed the indirect effect of GHRM on
(i.e., green work engagement, green knowledge sharing, and green GCA through green work engagement (M1), green knowledge sharing
creativity) in the relationship between GHRM and GCA revealed (M2), and green creativity (M3) in serial, is significant and positive
acceptable fit statistics: χ2[df] = 624.891[382]; normed χ2 = 1.636; (a1d21d32b3; B = 0.003, p < 0.01; BC 95 % CI = [0.001; 0.010]; Boot
SRMR = 0.040; RMSEA [90 % CI] = 0.051 [0.044; 0.059]; NFI = 0.906; SE = 0.002) because the bias-corrected 95 % confidence intervals did
TLI = 0.956; and CFI = 0.961 (Hu and Bentler, 1999). No control vari not include zero, supporting the four-path sequential mediation effect of
ables were significantly associated with the study variables. The serial green work engagement (M1), green knowledge sharing (M2), and green
mediation model explained 0.1 % of the variance (R2) in GHRM, 12.7 % creativity (M3) in the relationship between GHRM and GCA. Thus, H5
in green work engagement, 11.9 % in green knowledge sharing, 18.1 % was supported. These findings present that green work engagement
in green creativity, and 32.8 % in GCA (Fig. 2). (M1), green knowledge sharing (M2), and green creativity (M3) played a
complete sequential mediating role in the relationship between GHRM and
GCA because the direct effect of GHRM on GCA (H1) was not significant.
Table 5
Descriptive statistics and correlation among observed variables.
Variables 1 2 3 4 5 6 7 8 9
1. Gender 1.000
2. Organizational tenure 0.005 1.000
3. Job position 0.028 0.908** 1.000
4. Hotel grade 0.005 − 0.057 − 0.055 1.000
5. Green human resource management − 0.006 0.092 0.075 0.030 1.000
6. Green work engagement − 0.038 0.031 0.060 0.017 0.321*** 1.000
7. Green knowledge sharing − 0.038 0.076 0.022 0.006 0.252*** 0.226*** 1.000
8. Green creativity − 0.116 0.058 0.040 0.208** 0.210** 0.258*** 0.341*** 1.000
9. Green competitive advantage − 0.054 0.065 0.029 0.161* 0.232*** 0.334*** 0.430*** 0.371*** 1.000
Mean 0.510 1.668 1.834 0.664 5.030 4.712 4.358 4.476 6.220
Standard deviation 0.501 0.999 1.023 0.473 0.891 0.855 0.609 0.564 0.773
Notes: Gender (0 = male, 1 = female) and hotel grade (0 = four-star hotel, 1 = five-star hotel) were operationalized as binary variables. Four categories were used
respectively to measure organizational tenure (1 = below 5 years, 2 = 5–9 years, 3 = 10–14 years, 4 = above 14 years) and job position (1 = first-line level,
2 = supervisor level, 3 = assistant manager level, 4 = manager level or above). *p < 0.05, **p < 0.01, ***p < 0.001 (two-tailed test).
9
Fig. 2. Structural model estimation results. Notes: All control variables were not significant. The mediation effect was calculated using the unstandardized coeffi
cient. β = standardized coefficient; B = unstandardized coefficient; BC = bias-corrected; CI = confidence interval; BootSE = bootstrap standard error; ns = not
significant. *p < 0.05, **p < 0.01, ***p < 0.001 (two-tailed test).
Table 6
Total, direct and indirect effects of GHRM on GCA and hypotheses test results.
Hypotheses and paths B (β) BootBCLLCI BootBCULCI BootSE RIETE (%) Hypotheses test result
Total effect
GHRM (X) → GCA (Y) (c) 0.196 (0.245)** 0.087 0.310 0.057
Direct effect
ns
H1: GHRM (X) → GCA (Y) (c′ ) 0.032 (0.040) − 0.072 0.143 0.055 16.6 Not supported
Indirect effect
Total indirect effect 0.164 0.102 0.240 0.034 83.4
(0.205)***
Single mediation effect
H2: GHRM (X) → GWE (M1) → GCA (Y) (a1b1) 0.056 (0.070)** 0.018 0.112 0.023 28.5 Supported
H3: GHRM (X) → GKS (M2) → GCA (Y) (a2b2) 0.053 (0.067)** 0.016 0.120 0.025 27.0 Supported
H4: GHRM (X) → GC (M3) → GCA (Y) (a3b3) 0.015 (0.019)ns − 0.007 0.053 0.015 7.6 Not supported
Sequential mediation effect of two mediators
GHRM (X) → GWE (M1) → GKS (M2) → GCA (Y) (a1d21b2) 0.017 (0.021)** 0.006 0.038 0.007 8.6
GHRM (X) → GWE (M1) → GC (M3) → GCA (Y) (a1d31b3) 0.010 (0.012)** 0.002 0.027 0.006 5.1
GHRM (X) → GKS (M2) → GC (M3) → GCA (Y) (a2d32b3) 0.010 (0.012)** 0.002 0.028 0.006 5.1
Sequential mediation effect of three mediators
H5: GHRM (X) → GWE (M1) → GKS (M2) → GC (M3) → GCA (Y) (a1d21d32b3) 0.003 (0.004)* 0.001 0.010 0.002 1.5 Supported
Notes: BootCI is the CI of unstandardized coefficient; GHRM = green human resource management; GWE = green work engagement; GKS = green knowledge sharing;
GC = green creativity; GCA = green competitive advantage; B = unstandardized coefficient; β = standardized coefficient; BootBCLLCI = bootstrap bias-corrected
lower limit confidence interval; BootBCULCI = bootstrap bias-corrected upper limit confidence interval; BootSE = bootstrap standard error; RIETE = ratio of indi
rect effect to total effect; ns = not significant. *p < 0.05, **p < 0.01, ***p < 0.001 (two-tailed test).
4.3.4. Total effect decomposition between GHRM and GCA impact, direct effect accounted for 16.6 %, while indirect effect
Table 6 presents the decomposed total effect between GHRM and accounted for 83.4 %. The indirect effect is about five times greater than
GCA. The total, direct, and indirect effects in the relationship between the direct effect and reveals that the mediating roles of green work
GHRM and GCA were 0.196, 0.032, and 0.164, respectively. According engagement (M1), green knowledge sharing (M2), and green creativity
to the size of the relative ratio of direct and indirect effects to the total (M3) are important in the relationship between GHRM and GCA. Out of
10
the 83.4 % of the total indirect effect, the proportion of the indirect 5.1. Theoretical contributions
effects of green work engagement (M1), green knowledge sharing (M2),
and green creativity (M3) in the relationship between GHRM and GCA This study extends the existing hospitality literature in different
were 28.5 %, 27 %, and 7.6 %, respectively. These results show that ways. First, this study combines RBV and AMO theories to provide a
green work engagement (M1) and green knowledge sharing (M2) as a novel theoretical lens to understand GHRM and employee green
single mediator in the relationship between GHRM and GCA play roles behavior for firm GCA. This study reveals an implied link between RBV
about four times more important than green creativity (M3). In partic theory and AMO theory by investigating how GHRM practices aimed at
ular, green creativity did not play a significant mediating role in the making employees valuable human resources, as stated in RBV theory
relationship between GHRM and GCA. (Haldorai et al., 2022), also improve employee ability and motivation, as
Three sequential mediators (green work engagement (M1), green stated in AMO theory (Ababneh, 2021; Ari et al., 2020; Pham et al.,
knowledge sharing (M2), and green creativity (M3)) accounted for 1.5 % 2020), to engage in green work in such a way that green knowledge is
of the total indirect effect of 83.4 % in the effect of GHRM on GCA. This shared among employees, creating green creativity and realizing firm
result is meaningful because green work engagement (M1), green GCA. Previously, RBV theory was studied separately from AMO theory
knowledge sharing (M2), and green creativity (M3) have been verified as in order to investigate the relationships between GHRM and a firm’s
the three significant sequential mediators in the relationship between green performance, which leads to GCA, as we unraveled in this study.
GHRM and GCA (H5 was supported), though they accounted for a small Given the significance of GHRM as a starting point in the RBV and AMO
proportion of the total indirect effects due to the nature of indirect effect theories (Ababneh, 2021; Haldorai et al., 2022), this study is the first of
estimation. its kind to reveal the relationship between the RBV and AMO theories in
order to explain the theoretical connections among GHRM, green work
5. Discussion engagement, green knowledge sharing, green creativity, and GCA.
Second, previous studies, such as Ahmed et al. (2021a), Haldorai
The present study unveils the direct impact of GHRM on GCA et al. (2022), and Kim et al. (2019), focused on exploring the direct
alongside the mediating impacts of green work engagement, green impact of GHRM on environmental performance. By exploring the
knowledge sharing, and green creativity in the stream of GHRM and relationship between GHRM and GCA, which is deeply under-explored
GCA, which has previously received little research attention. The find in previous studies, this study develops a body of literature that may
ings confirmed the significant single mediating impact of green work help to unravel the importance of green managerial practices in the
engagement and green knowledge sharing, respectively, in the rela hospitality industry for environmental protection and sustained market
tionship between GHRM and GCA, and supported the works of Muisyo share. Hence, this study, which examines the integrated relationship
et al. (2022b), Obeidat et al. (2017), and Waheed et al. (2012), showing between eco-friendly managerial practices and employee green
that employee involvement and employee green behavior, such as green behavior to achieve GCA, is a pebble in the stream of green hospitality
work engagement and green knowledge sharing, alongside GHRM, are research. This theoretical perspective, supported by empirical evidence,
important indicators to realize GCA in the hospitality industry. This is on GHRM and GCA opens doors for scholars to develop additional
because employees are the central point in implementing a hospitality theoretical insights for GCA from perspectives other than GHRM,
firm’s policies and strategies in parallel to rendering services to cus because we found an insignificant relationship between GHRM and GCA
tomers (Haldorai et al., 2022; Kuo et al., 2022; Zameer et al., 2020). in the hospitality context.
Hotel employee opinions regarding hotel GHRM practices may facilitate Third, by investigating the woven web of the single mediating roles
employees to effectively contribute to boost hotel GCA. Thus, employee of green work engagement, green knowledge sharing, and green crea
commitment reflected in employee green behavior may help to gear up tivity, which previously remained fragmented and mixed, this study fills
the momentum to achieve GCA. the lacuna by stitching the broken theoretical connections of these
Furthermore, the findings show the insignificant single mediating variables with GHRM and GCA. This theoretical contribution is expected
impact of employee green creativity, which is another type of employee to support a plethora of future research on green hospitality, employee
green behavior, in the relationship between GHRM and GCA. Given the green behavior, and green competition aimed at environmental pro
fact that, although the scenarios are different, employee inspiration and tection and attracting eco-conscious customers.
motivation reflect GHRM practices (Ahmed et al., 2021b; Bhutto et al., Fourth, this study extends the conceptual understanding of the
2021; Zameer et al., 2022), the insignificant single mediating impact of sequential mediating impacts of green work engagement, green
green creativity in the relationship between GHRM and GCA contradicts knowledge sharing, and green creativity in one study for the conclusive
the findings of Safari et al. (2020). This reveals that employee green understanding of the role of employee green behavior in response to
creativity for GCA is inspired by other factors as well, i.e., green work GHRM for GCA. Some studies explored a sequential mediating under
engagement and green knowledge sharing, but not solely by GHRM. This standing of two variables, including green work engagement and green
assertion can be understood when considered from the perspective that creativity; however, such perspectives remained limited (Bhutto et al.,
there is a significant sequential mediating impact composed of green 2021; Karatepe et al., 2022a). The impacts of green work engagement,
work engagement, green knowledge sharing, and green creativity in the green knowledge sharing, and green creativity as sequential mediators
relationship between GHRM and GCA, as examined in this study. This have no explicit evidence in the previous studies. Thus, this study con
finding supports the arguments that green work engagement is the tributes at theoretical and methodological levels by developing theo
starting point of employee green behavior (Karatepe et al., 2022b), retical grounds and testing a serial mediating research model to examine
triggering subsequent employee green reactions, such as green knowl the sequential impacts of green work engagement, green knowledge
edge sharing and green creativity, and exhibits a sequential mechanism sharing, and green creativity in the relationship between GHRM and
(Aboramadan, 2022; Bhutto et al., 2021; Riva et al., 2021) in imple GCA. This study provides different theoretical assertions, a synthesis of
menting GHRM practices for GCA. Therefore, GCA is not only a reflec existing theoretical underpinnings, and a blend of theories with a way
tion of GHRM practices or the single mediating roles of employee green forward to bridge research gaps in green hospitality literature.
behavior, but also a sequential reflection of employee green work
engagement, green knowledge sharing, and green creativity alongside 5.2. Managerial implications
GHRM practices.
This study provides some practical implications. First, the hospitality
industry needs to adopt GHRM practices to develop valuable human
resource practices such that employees are encouraged to demonstrate
11
green behavior in response to GHRM practices, because simply main advantage to attract eco-conscious customers, as well as lead the market.
taining GHRM practices is not a guarantee of GCA. Hotel GHRM may Fourth, some hotels make fake claims that they adopt GHRM prac
inspire employees to work for the eco-friendly cause of hotels, which tices, which is an act of greenwashing (Majeed and Kim, 2023).
may lead to GCA. Hotel managers may develop the internal environment Employee perceptions of fake GHRM practices may negatively influence
of the hotel in such a way that employees feel motivated to engage in employee willingness to engage in green work (Ari et al., 2020), which is
green work, voluntarily share green information to support green a triggering point to sequentially impact employee green knowledge
creativity, and facilitate other employees to achieve the environmental sharing and green creativity leading to GCA. GHRM practices without
tasks of the hotel. A hotel, similarly to Google (Elizabeth, 2020; Sullivan, employee commitment to engage in green work likely make it difficult
2007), may reimburse hotel employees’ fuel expenses if they demon for a hotel to realize GCA. This study presents a research model which
strate green commitment through performing eco-friendly tasks for the may act as a torchbearer, guiding hospitality practitioners to understand
hotel and sharing new green ideas to keep a hotel’s environmental employee green behavior at work and the potential implied sequential
performance ahead of its competitors. Employees at Hilton are encour role of employee green work engagement, green knowledge sharing, and
aged to use specially designed Hilton reporting tools to track their green creativity in response to GHRM for GCA.
participation in environmentally friendly activities at Hilton. This raises
the morale of Hilton employees to improve their environmental per
5.3. Limitations and future research
formance by introducing new green ideas, which has an impact on
Hilton’s overall environmental performance (Elziny, 2019).
The findings of this study need to be considered under the spotlight
All hotel employees at Lotte Hotel and Resorts in Korea are required
of several limitations, which illuminate pathways for future research.
to take ESG online classes, and those who complete the course and share
First, this study examined the impact of GHRM on GCA. Although the
green knowledge gained from ESG training with others who did not
findings contribute to promoting research on GHRM and GCA, we
participate in ESG training are given extra points in their personnel
encourage future research, for additional insights, to examine GHRM
evaluation. Furthermore, ESG activities at Lotte Hotels and Resorts are
with its sub-dimensions, such as green employee empowerment, green
communicated to all employees on a regular basis via intranet posting,
performance management, green training, and green employee
in order to encourage employee participation in ESG courses by equip
involvement (Pham et al., 2020), in relationship with green work
ping employees with green knowledge and improving employee green
engagement, green knowledge sharing, green creativity, and GCA.
skills through handling eco-friendly hotel service operations. Similarly,
Second, to broaden the scope of our proposed conceptual framework,
Hanwha Hotel and Resorts in Korea implements ESG management by
future research may consider learning orientation and absorptive ca
promoting ESG courses through in-house bulletin boards and providing
pacity as moderators. Depending on the level of learning orientation and
written ESG training to all Hanwha Hotel and Resorts employees. As ESG
absorptive capacity, the influence of environmental stimuli on em
management has gained popularity in the hospitality industry, four- and
ployees’ cognitive reactions is expected to be different (Muisyo et al.,
five-star hotels in Korea are devising new ways to implement ESG
2022b). In addition, it will be interesting to investigate the moderating
management practices. Josun Hotel & Resorts in Korea, for example, is
impact of organizational learning culture in the relationship among the
hosting a company-wide eco-friendly campaign called Josun Greenway,
proposed constructs in this study, because organizational learning cul
while Lotte Hotel & Resorts in Korea declared the first year of ESG
ture has been shown to influence the relationship between employee
management and announced its ESG management vision (Newdaily,
empowerment, employee competencies, and behavioral intention (Pot
2021).
nuru et al., 2018).
Second, drawing on the findings of this study, it is discerned that
Third, future studies may benefit from our proposed research model
employee green creativity is a result of comprehensive GHRM practices
and extend it by incorporating different GHRM measurements to spark a
that trigger the sequential impacts of employee green work engagement,
multi-faceted understanding of GHRM, employee green behavior, and
green knowledge sharing, and green creativity. A hotel that understands
GCA because there is still no consensus on the components of GHRM (Ari
growing concerns for the sustainable environment and embodies an eco-
et al., 2020). On a closing note, an explicit and conclusive understanding
friendly focus in hotel human resource management practices, such as
of GHRM and GCA in the hospitality industry is still at the embryonic
green training for employees to reduce waste, conserving water and
stage, and requires more research attention from different perspectives
energy, handling climate change, and developing employees as valuable
in the future.
human resources, may inspire hotel employees to put conscious green
efforts into rendering services to hotel customers, which will ultimately
reduce CO2 emission and may fuel hotel efforts to stay ahead of com Declaration of Competing Interest
petitors (Çop et al., 2021). According to an estimate, approximately 52
% of employees are willing and motivated to work for a company that The authors declare that there is no conflict of interest.
implements eco-friendly managerial practices (Çop et al., 2021).
Third, GHRM with state-of-the-art green recruitment, training, sug Data Availability
gestion systems, rewards, and recognition practices sends strong signals
to stimulate employee greener efforts (Riva et al., 2021) and thus boost Data will be made available on request.
hotel environmental performance for GCA (Kuo et al., 2022). Reward
and recognition are powerful enablers of employee behavior. To posi Appendix
tively influence employee green work engagement, green knowledge
sharing, and green creativity, hotels may announce the best competitive Measurement items and their sources
eco-conscious employee of the year and acknowledge the contribution of
such valuable employees by promoting employee profiles on the hotel Green human resource management (Kim et al., 2019)
website and social media. This reward and recognition practice in
GHRM may help employees in their career advancement and will result ● GHRM1. My hotel provides adequate training to promote environ
in motivating employees who struggle to gain such rewards and recog mental management as a core organizational value.
nition through their greener behavior. Such GHRM practices build a ● GHRM2. My hotel considers how well the employee is doing at being
positive image of the hotel regarding its equal and fair employee policies eco-friendly as part of their performance appraisals.
(Ababneh, 2021). Consequently, the greener efforts of motivated em ● GHRM3. My hotel relates employee eco-friendly behavior to rewards
ployees help a hotel maximize both its market share and its competitive and compensation.
12
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Does Green Human Resource Management Lead To A Green Competitive Advantage

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International Journal of Hospitality Management 111 (2023) 103486

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International Journal of Hospitality Management