The effect of lean, agile, resilient and sustainable (LARS) HRM on the environmental performance: the mediating role of green innovation

Abstract

Purpose

The current study’s goal is to investigate how lean, agile, resilient and sustainable human resource management (LARS HRM) affects green innovation and environmental performance, both directly and indirectly.

Design/methodology/approach

Partial least squares-structural equation modeling (PLS-SEM) was used to analyze the data based on a sample of 273 Tunisian businesses in the industrial and service sectors that were certified ISO 9001.

Findings

With the exception of AHRM–GPdtI, the results show that the mainstream advanced theory on direct effects was verified. With regard to indirect effects, everything of the literature that was presented was accepted, with the exception of the relationship between AHRM–GPdtI–EP, AHRM–GPssI–EP and RHRM–GPdtI–EP.

Originality/value

This research is distinctive in that it aims to incorporate every LARGS paradigm within the HRM field. By taking green innovation into consideration, it closes the current gaps on the direct and indirect effects of LARS HRM on environmental performance. Our study is unique in that it incorporates large, industry-operating, certified ISO 9001 firms with those in the service sector, with the goal of achieving greater generalization of results.

Citation

Ouragini, I., Ben Achour, I. and Lakhal, L. (2024), "The effect of lean, agile, resilient and sustainable (LARS) HRM on the environmental performance: the mediating role of green innovation", International Journal of Quality & Reliability Management, Vol. 41 No. 10, pp. 2526-2548. https://doi.org/10.1108/IJQRM-05-2023-0176