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This study examines how green human resource management (GHRM), individually and collectively, affects green psychological climate (PGC), green in-role behavior (GIB), extra-role behavior (GEB) and green creativity (GC) in small, medium and large textile companies. The study also explores how green intellectual capital (GIC) moderates the relationship between GHRM and PGC and GC.

The study was conducted in two phases: in phase 1 (N = 41 records), a systematic literature review was performed to identify the gaps, and in phase 2 (N = 412 managers and supervisors), a quantitative survey method was employed. The structural equation model, with 1st-order and 2nd-order hierarchical models, was used to test the hypotheses.

The results showed that GHRM practices positively impacted PGC and GC. GHRM practices, including employee involvement (GEI), compensation and reward (GCR), training and development (GTD) and recruitment and selection (GRS), enhanced PGC. However, performance and management (GPM) do not significantly affect PGC. PGC significantly and positively affects GIB and GEB. GHRM also directly significantly influenced GC. Additionally, GIC significantly and positively moderated the relationship between GHRM and GC but not PGC, improving green creative behaviors in textile companies.

This study spurs textile enterprises, especially small, medium and large, to prioritize GHRM practices where employees with green climate (i.e. PGC), behaviors (i.e. GIB and GEB), knowledge, skills and abilities (i.e. GIC) strengthen their GC. Policymakers should encourage the adoption of GHRM to align GIC practices with environmental goals.

This study is unique in examining how GHRM practices, individually and collectively, enhance PGC employees’ GIB, GEB and GC. GIC strengthens employee green behaviors to develop innovative ideas (i.e. GC). It examines how GIC is crucial for GHRM to enhance creative activities toward environmental sustainability practices and goals.