6. Final Remarks
In the lack of prior empirical studies linking GHRM and GSCM, and in response to the call by Jabbour and de Sousa Jabbour (2016), the current study aims to fill this research gap by investigating the role of GHRM in stimulating GSCM practices in manufacturing industries of Iran. Study findings from a developing country perspective complement the existing insights from developed countries (e.g. Spain, Italy, and Germany). Results suggest the following original contributions to the field of research on green HRM-GSCM:
the significant and positive impact of GHRM on GSCM, confirming the general call for integration between HRM and green management (Jackson et al., 2014; Renwick et al., 2016), and, more precisely, between green HRM and GSCM (Jabbour & de Sousa Jabbour, 2016).
“Green Development and Training”, “Green Employee Empowerment”, and “Green Pay and Reward” have the most positive influence on GSCM practices in manufacturing organizations, confirming previous studies on the paramount role of training (Teixeira et al., 2016), empowerment (Daily et al., 2012) and pay and reward (Jabbour et al., 2010) towards environmentally-proactive firms.
“Resistance to Change” was found to have a moderating effect in the link between GRS and GSCM, indicating that organizations which face a higher resistance to change among their employees will have a barrier in the implementation of green supply chain management. It is because resistance to change tends to hamper the first step towards building a sustainable corporate culture, which is the recruitment and selection of new employees.
This work can be considered the first empirical effort towards a better understanding of the GHRM-GSCM link in Iran, adding value to the already existing contributions.
