Effects of Green HRM and CEO ethical leadership on organizations' environmental performance

Shuang Ren, Guiyao Tang, Susan E. Jackson

Research output: Contribution to journalArticlepeer-review

53 Scopus citations


Purpose: This study proposes and tests a model grounded in resource-based theory to describe how the formal rules embedded in an organization's green human resource management (GHRM) combine with informal cues communicated by members of the firm's upper echelon, including the CEO and members of the top management team (TMT), to affect a firm's environmental performance. Design/methodology/approach: Multi-source data were collected from 240 human resource managers, chief financial officers and CEOs in 80 firms. Findings: The results show that CEO ethical leadership moderates the positive relationship between GHRM and TMT green commitment, which in turn mediates the relationship between GHRM and firms' environmental performance. Originality/value: The tested importance of CEO ethical leadership as an organizational condition that amplifies the effectiveness of strategically aligned HRM systems offers new theoretical insights to advance HRM scholarship.

Original languageEnglish (US)
Pages (from-to)961-983
Number of pages23
JournalInternational Journal of Manpower
Issue number6
StatePublished - 2020

All Science Journal Classification (ASJC) codes

  • Strategy and Management
  • Organizational Behavior and Human Resource Management
  • Management of Technology and Innovation


  • Environmental sustainability
  • Ethical leadership
  • Green human resource management
  • Resource-based theory
  • Upper echelons


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