Modeling the workplace pro-environmental behavior through green human resource management and organizational culture: Evidence from an emerging economy

This quantitative study investigates the relationships of green human resource management (GHRM) practices (e.g., green training and involvement, green recruitment, green performance management and compensation, and green transformational leadership) on green organizational culture and pro-environmental behavior, and the moderating role of green social capital and green values. This study adopts a cross-sectional design and collects quantitative data from 232 respondents working in top-to middle-level managerial positions in medium and large enterprises using a questionnaire survey after obtaining a list of companies from the Securities and Exchange Commission of Lahore, Rawalpindi, and Multan in Pakistan, applying the snowball sampling technique. A combined approach including partial least squares structural equation modeling and necessary condition analysis is employed to unravel the underlying mechanism between GHRM practices, green organizational culture, and pro-environmental behavior using Smart PLS version 4. The findings reveal that green transformational leadership (β = 0.267, p