Deconstructing Religiosity-Green Finance Relationship: The Role of Organizational Factors

Green finance is a financial system arrangement that promotes the sustainable development of the ecological environment. This paper divides green finance into broad green finance and narrow green finance, and measures the scale of regional green finance based on the existing statistical data, and then uses the spatial panel measurement research method to empirically analyze the impact of green finance on economic growth. This paper divides green finance into broad green finance and narrow green finance, and measures the scale of regional green finance based on the existing statistical data, and then uses the spatial panel measurement research method to empirically analyze the impact of green finance on economic growth. Compared with the generalized green finance, the promotion effect of narrow green finance on economic growth has been reduced. Aiming at the development of corporate green internet finance, this article puts forward suggestions: perfect corporate green financial industry development policies and guarantee mechanisms; establish and improve corporate green internet finance organization and governance structure; develop and innovate corporate green internet finance products and tools.

The goal of this research is to investigate how Green Human Resource Management (GHRM) impacts Green Organizational Citizenship Behavior (G-OCB), with the involvement of organizational identification, job satisfaction, and green culture. The methodology utilised for this study is a survey. The target group for this research comprises of postgraduate students from the Faculty of Economics and Business at Universitas Sebelas Maret, who are currently working in various sectors. A purposive sampling approach was employed, with a total of 140 participants. Analysis of the data was carried out using Partial Least Squares Structural Equation Modeling (PLS-SEM). The study shows that GHRM has a notable impact on organizational identification, but organizational identification has no significant impact on G-OCB. In addition, GHRM has a significant influence on job satisfaction, while job satisfaction does not significantly affect G-OCB. Moreover, GHRM has a significant effect on green culture, and green culture also has a significant impact on G-OCB. The findings suggest that organizational identification does not act as a mediator between GHRM and G-OCB, and job satisfaction does not mediate the relationship either. However, green culture is found to be a mediator in the relationship between GHRM and G-OCB.

Research aims: The goal of this study is to investigate the impact of GHRM on VGB, which can be influenced by a variety of factors, including employee green motivation (GM). This study also uses environmental belief (EB) as a mediation that affects GHRM on VGB and green organizational identity (GOI) as a mediation that affects GHRM on TGB.Design/Methodology/Approach: The design implemented is quantitative research that utilizes Structural Equation Modeling (SEM) with Confirmatory Factor Analysis (CFA) as the method of analysis. The sampling method used is purposive sampling, with a minimum of 135 respondents who are employees or members of organizations in Indonesia that implement an environmentally friendly culture and are at least 21 years old. This design is consistent with the characteristics of SEM-CFA research, which tests hypotheses and confirms correlations between observable and latent variables.Research findings: The study found that GHRM improves employees' voluntary and task related green behaviors. Environmental beliefs and the identity of eco-friendly organizations serve as crucial mediators in this relationship. GHRM also influences green motivation, although it does not directly drive green behavior. These findings highlight the importance of environmentally friendly HR policies in supporting employee behavior and improving the company's environmental performance.Theoretical Contribution/Originality: This study provides a theoretical contribution by demonstrating how Green Human Resource Management (GHRM) influences employees' green behavior through factors such as environmental belief (EB) and green organizational identity (GOI). Practically, this research emphasizes the importance of a more comprehensive implementation of Green Human Resource Management to enhance employees' green behavior and the environmental performance of companies in Indonesia.Practitioners/Policy Implications: The implication for building VGB and TGB is that employees need to implement GHRM practices optimally so that their EB and GOI can be effectively carried out, thereby positively impacting VGB and TGB.Research Limitations/Implications: The limitations of this study include its focus on companies in Indonesia, making the results less generalizable to other countries. The incomplete implementation of GHRM limits the findings on the impact of green motivation (GM) on voluntary green behavior (VGB). Additionally, the quantitative approach restricts deeper exploration of qualitative factors that may influence green behavior.

This study investigates the associations between green human resource management (GHRM) practices and employees' eco‐friendly behavior (EEFB) within hospitality organizations. Drawing on social exchange theory (SET) and self‐determination theory (SDT), the research empirically tests a framework that incorporates organizational identification and environmental consciousness as parallel mediators and supervisory green support (SGS) as a contextual moderator. Data were collected from 385 hotel employees using a two‐wave time‐lagged survey design, and the model was analyzed with partial least squares structural equation modeling (PLS‐SEM). The findings indicate that GHRM practices are positively associated with organizational identification and environmental consciousness. Among the mediating mechanisms, organizational identification significantly mediates the association between GHRM practices and eco‐friendly behavior, whereas environmental consciousness does not significantly mediate behavioral outcomes, consistent with the well‐documented gap between environmental attitudes and enacted behaviors in organizational settings. Furthermore, SGS exhibits a statistically significant moderation effect that attenuates the GHRM–EEFB association, indicating that higher levels of SGS are associated with a weaker positive link between formal GHRM practices and employees' discretionary eco‐friendly actions. Interpreted through SDT, this pattern is consistent with contexts in which supervisory “support” may be enacted or perceived as controlling rather than autonomy‐supportive, thereby dampening intrinsic motivation and weakening the behavioral impact of GHRM. Overall, the results highlight the greater behavioral salience of identity‐based mechanisms over awareness‐based mechanisms and underscore the importance of the perceived quality of supervisory enactment in shaping how organizational green signals translate into EEFB in service contexts.

This study investigates the impact of green human resource management (GHRM) practices on organizational resilience (OR) and organizational sustainability (ORS) in Pakistan’s banking sector, with a focus on the mediating and moderating roles of resilience and organizational learning (ORL), respectively. Utilizing a cross-sectional, quantitative research design and data analyzed through Partial Least Squares Structural Equation Modeling (PLS-SEM), the findings confirm that core GHRM practices, including green recruitment, training, compensation, performance appraisal, and employee involvement, significantly enhancing organizational adaptability and pro-environmental behavior. OR is shown to strongly contribute to ORS, underscoring resilience as a foundational element for sustainable performance. Additionally, ORL amplifies GHRM’s positive impact on OR, revealing that a culture of learning further strengthens the resilience benefits of GHRM. This study enriches the GHRM and sustainability literature by elucidating the synergistic roles of resilience and learning in fostering sustainability, and offers practical insights for HR managers aiming to integrate GHRM into strategic frameworks. The findings emphasize the critical role of green HR practices in bolstering resilience and adapting to environmental challenges in emerging markets.

Purpose This study aims to examine the relationships among green finance, corporate social responsibility (CSR) initiatives, stakeholder pressures and sustainability performance in the banking sector of an emerging economy. Specifically, it investigates the mediating role of CSR in the green finance–sustainability performance link and the moderating effect of stakeholder pressures on the CSR–sustainability performance relationship. Design/methodology/approach Adopting a non-experimental research design, this study employs covariance-based structural equation modeling (CB-SEM) to analyze survey data from 161 financial managers to assess the impact of green finance, CSR and stakeholder pressures on sustainability outcomes. Findings Green finance significantly enhances sustainability performance by supporting environmentally friendly investments. CSR mediates this relationship by converting green financial efforts into tangible sustainability improvements. Stakeholder pressures moderate the CSR–sustainability link, ensuring that CSR practices are genuine and effective. These findings support stakeholder and legitimacy theories, highlighting the strategic importance of CSR and stakeholder engagement. Originality/value This study advances our understanding of how green finance, CSR, and stakeholder pressures jointly drive sustainability performance in emerging market banks. It provides practical guidance for managers to align financial services with sustainability goals by adopting specific initiatives, such as offering green bonds, sustainability-linked loans, financing renewable energy projects and implementing CSR programs focused on environmental education, community development and transparent reporting. These strategies help to mitigate environmental risks, meet stakeholder expectations and strengthen long-term competitiveness.

Purpose The purpose of this study is to explore the double-edged sword effect of green human resource management (GHRM) on the existence of employees’ organizational citizenship behavior for the environment (OCBE). Based on conservation of resources theory, this study considers the mediating roles of job insecurity and environmental awareness in the dual effects of GHRM on OCBE. Design/methodology/approach The authors collected 478 valid data from 17 Chinese luxury hotels (including 4-star and 5-star hotels) to test the hypotheses. The data were analyzed through structural equation modeling. Findings Based on the above research method, the authors find that there are dual effects between GHRM and OCBE, in which GHRM negatively influences OCBE through the mediator of job insecurity, while GHRM positively influences OCBE through the mediator of environmental awareness, and organizational trust moderates the dual effects. Practical implications The results of this study provide hotel managers with a new perspective on GHRM practices, highlighting GHRM’s dual effects on employees’ perceptions, which will contribute to greater OCBE, and provide opinion that employees’ organizational trust can enhance the management effectiveness of GHRM. Originality/value This study fills the gap of the negative impact of GHRM and enriches the path of GHRM’s influence on employee behavior, especially by applying for the first time the concept of job insecurity which helped to discover the dark side behind the positive impact of GHRM.

This study was conducted to explore the influence of green human resource practices on employees' voluntary pro‐environmental behavior through the sequential mediation path of green organizational climate and organizational identity. A total of 459 employees from the textile industry in Pakistan participated in the study. The results were collected using two sources (managers and employees) at two time points. The proposed research model of the study was tested using structural equation modeling. The results validated the significant positive relationship between green organizational climate and organizational identity. We also found support for the serial mediation of green organizational climate and organizational identity in the green human resource management–voluntary pro‐environmental behavior relationship. All the hypotheses were significant. Overall, this study explains why and how green human resource management practices lead to voluntary pro‐environmental behavior. The implications for theory and practices that will enable organizations to encourage voluntary pro‐environmental behavior among their employees are discussed.

Making bad things less bad? Impact of green human resource management on counterproductive work behaviors of grassroots employees: Evidence from the hospitality industry

This research aims to analyze The influence of environmental orientation and green human resource management on green competitive advantage mediated by green innovation, case study in the hotel industry in Padang City. The type of research used in this research is explanatory research, with the research method being an explanatory survey which prioritizes quantitative methods. The population is owners, employees at manager, director or CEO level or strategic managerial positions in the hotel industry in Padang City. Based on data on the number of Hospitality Accommodation (Units) for the 2022 period in Padang City, the number of hotels is 122 hotels. The sampling technique uses Non Probability Sampling method with Saturation Sampling technique, where each hotel will be studied by 2 people each. The data analysis method uses Structural Equation Modeling - Partial Least Square (SEM-PLS). The research results show that environmental orientation has a positive and significant effect on green innovation. Environmental orientation does not have a significant effect on green competitive advantage. Environmental orientation has a positive and significant effect on green competitive advantage mediated by green innovation. Green human resource management has a positive and significant effect on green innovation. Green human resource management has a positive and significant effect on green competitive advantage.Green human resource managementhas a positive and significant effect on green competitive advantage mediated by green innovation. Green innovation has a positive and significant effect on green competitive advantage

Climate change affects several human activities, including corporate conduct. Simultaneously, finance and human resources became essential competitive advantages for organizations. The evolution of management methods, including green finance and green human resources management (GHRM), stemmed from the amalgamation of these two components. The use of green finance and green human resource management substantially impacts an organization's total performance, including profitability, financial outcomes, corporate productivity, and market valuation. Consequently, they constitute a fundamental component of academic research. This study aims to do a comprehensive analysis of the existing research on green finance and green human resource management. Several research indicated a beneficial effect, but others revealed an adverse influence. The report outlines many instances in which a thorough examination is possible, along with its benefits and drawbacks. It highlights the shortcomings in the existing literature, so delineating a trajectory for future study and its ramifications

This study examines the ways in which green human resource management (GHRM) inspires Generation Z graduates to embark on sustainable careers. GHRM fosters environmental values in young professionals. Integrating GHRM in graduate programs equips students with sustainable leadership capabilities. The study employs a structural equation model (SEM) to compare graduate and current workers’ views. This comparative approach offers deep insights into how GHRM impacts different groups. Findings reveal GHRM’s effectiveness in promoting social responsibility within organizations. GHRM also enhances career development by aligning personal growth with sustainable goals. It supports a holistic approach to sustainability in both corporate and academic settings. The study identifies strategic pathways for implementing GHRM practices. It leverages existing gaps in GHRM literature to propose innovative solutions. GHRM is shown to prepare students to address complex environmental challenges. Firms are advantaged by potential employees who possess a sense of sustainability. SEM analysis identifies connections between GHRM, sustainability, and career growth. This study urges institutions to embrace GHRM practices. It helps in creating a workforce for the future that is sustainable.

BACKGROUND: This study examines the relationship among transformational leadership dimensions, perceived organizational support, and organizational identity in the banking sector which has been scarce theoretically and tested empirically in a Turkish context. OBJECTIVE: The purpose of this study to explore the impact of transformational leadership on perceived organizational support and organizational identity. It is predicted that transformational leadership will stimulate organizational identity of employees working in banking sector through their perceived organizational support. METHODS: Using the survey method, 227 responses were collected from employees. A partial least squares structural equation model was constructed to test the reliability and validity of the measurement and the structural model. RESULTS: The study results show that inspirational motivation and individual consideration dimensions of transformational leadership are found to influence employees perceived organizational support whereas perceived organizational support has a strong effect on employees’ organizational identity. However, perceived organizational support is found to mediate the relationship between inspirational motivation dimension of transformational leadership and organizational identity. The study also found a significant impact of individual consideration dimension of transformational leadership on employees’ organizational identity. CONCLUSIONS: We believe that strong genuine organizational identity should result in organizational commitment. In the long run, we need to keep caring and addressing the maturity of individual consideration in the relationship between the employee and the organization within transformational leadership model.

Despite the availability of substantial empirical evidence on the influence of green finance (GF) or green innovation (GI) on environmental performance (EP), only a few studies have attempted to examine the link between Fintech adoption (FA), GF, GI, and EP during the COVID-19 pandemic. Thus, by applying the structural equation modeling (SEM) approach to the data obtained from 302 banking staff in a developing economy (in this case, Bangladesh), this research work empirically examines the association between FA, GF, and EP, alongside the mediating role of GI. The empirical results indicated that FA significantly impacts GF, GI, and EP and that GF has a significant positive influence on GI and EP. Also, GI was observed to positively influence EP and partially mediate the relationship between FA, GF, and EP of banks. As one of the earliest studies to empirically investigate the relationships among these variables, these findings add to the existing scholarship on technological innovation, green finance, and environmental sustainability in the context of financial institutions in an emerging market during the pandemic. Moreover, the study demonstrates the significance of FA, GF, and GI in improving the EP of financial institutions and, ultimately, in ensuring the sustainable economic development of the country.

Sustainable Human Resource Management (HRM) has emerged as a crucial enabler of organizational sustainability in response to evolving workplace dynamics and global ESG demands. This study explores the integration of Environmental, Social, and Governance (ESG) principles into Green Human Resource Management (GHRM) practices and investigates how employee happiness moderates the relationship between GHRM and organizational performance, including environmental and economic outcomes. Using data from the World Values Survey (WVS), this study analyzes responses from 66 countries over a five-year period, comprising 94,278 data points. A quantitative approach employing Smart PLS 4 examines the direct and moderated effects of GHRM on environmental and economic performance (EP and ENP). Variables include ESG dimensions (Environmental, Social, and Governance), happiness as a moderating factor, and key performance indicators. Statistical methods such as hierarchical regression and structural equation modeling (SEM) were used to validate the hypotheses. The results confirm that integrating ESG principles into GHRM is feasible and significantly enhances both environmental and economic performance. While happiness positively moderates GHRM’s impact on organizational outcomes, its effect is relatively limited. This suggests that although happiness can improve employee engagement and environmental participation, its overall strengthening effect on GHRM is less pronounced under varying levels of happiness. This study contributes to the Sustainable HRM literature by incorporating ESG principles into GHRM practices and exploring the novel role of happiness as a moderating variable. It provides empirical evidence supporting the integration of sustainability frameworks into HRM strategies to enhance organizational performance. Furthermore, it emphasizes the importance of aligning GHRM with employee well-being to ensure sustainable workplace innovation. JEL classification numbers: F66, M14, M21, O50. Keywords: Green Human Resource Management (GHRM), ESG (Environmental, Social, Governance), Employee Happiness, Environmental Performance, Economic Performance.