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This study aims to examine the influence of team-level green human resource management practices (TGHRM) on team-level green creative behavior (TGCB) through team green psychological climate (TGPC). Additionally, it delves into the moderating effects of ethical leadership (EL) and green culture (GC) on the relationships among team-level GHRM, TGPC and TGCB.

Using a cross-sectional design, data were gathered from hotel teams and were analyzed using the PROCESS model.

The results indicate that TGHRM significantly impacts TGCB via TGPC. Moreover, the study provides partial evidence supporting the moderating roles of EL and GC in the relationships between TGHRM, TGPC and TGCB.

These findings offer valuable insights for managers and practitioners. They highlight the potential to enhance TGCB by implementing GHRM practices, nurturing a TGPC and cultivating both EL and a GC within teams.

This research addresses a gap in the literature, focusing on the effects of TGHRM on TGCB and shedding light on the intertwined social and psychological processes. Further, it broadens the discourse by analyzing the moderating influence of EL and GC in the dynamics between TGHRM, TGPC and TGCB.

This paper aims to analyze the regional distribution, size and evolution of the knowledge base by identifying key authors, documents, keywords and journals while examining current literature and intellectual structure, and highlight topical trends of green human resource management (GHRM) research.

As scholarly interest in the environment has grown, a new research focus in the discipline of human resource management (HRM) has emerged. The term GHRM was coined to describe how HRM may contribute to environmental outcomes. This scholarly focus has led to an increasing number of publications in this field. To analyze the intellectual structure of the GHRM research, a bibliometric technique is used.

The findings revealed a knowledge base that is still in the new phase, with a global scope, but most scholarly work is concentrated in Asian societies. By presenting an overview of the present state of the knowledge base, this study intends to lead a new generation of GHRM scholars.

To the best of the authors’ knowledge, this is the first study of its kind, which probes the bibliometric reflection on green human resource management research history.

Customer value cocreation (VCC) behavior is gaining increased scholarly attention in the services marketing discipline and has become a top research priority in recent times. Despite the growing interest in studying VCC, less scholarly attention has been paid to study the crucial role of frontline service employees in activating customer participation in the VCC process. Hence, to bridge this research gap, the present research expanded VCC research streams by investigating the mediating effect of frontline service employees' innovative behavior in psychological capital and customer VCC behavior relationship.

Data collected from 255 hotel employee–customer dyads were analyzed through Smart PLS to measure the proposed relationships.

The results suggest the mediating effect of frontline service employees' innovative behavior in psychological capital and customer VCC behavior relationship.

The current research made a significant contribution to the VCC field by identifying driving forces that encourage customers to exhibit VCC behaviors.

Although the importance of high-performance work practices to foster individual-level outcomes is well documented, how team-level perception of HPWPs impacts team-level outcomes is not well researched, particularly in the hospitality sector. To fill this research gap, the role of team-level perception of HPWPs in fostering team engagement through team psychological capital is investigated.

A survey was conducted using a structured questionnaire.

The study findings suggest that in the presence of HPWPs, front-line service employees have high psychological resources and are more engaged in performing their organizational tasks.

The hotel management should benefit from high-performance work practices to enhance employees' attachment with their service organizations for exhibiting work engagement.