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Opening a new horizon in green HRM practices with big data analytics and its analogy to circular economy performance: an empirical evidence

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Abstract

The study illustrates the impact of green HR management on circular economy performance along with the mediator role of green innovation and moderator roles of big data analytics and data-driven culture. The 438 survey questionnaires were collected from textile sector SMEs and evaluated through PLS-SEM functionality. The study outcomes deliberated that green HRM has shown a significant positive impact on circular economy performance. Similarly, green innovation and big data analytics sanctioned mediators and moderator roles by focusing on circular economy performance. Therefore, data-driven culture did not perform as a moderator task between green innovation and circular economy performance. The study developed a hypothetical distinctive connection of resource base view theorem and absorptive capacity theory that recognized a firm’s resources or capabilities as new value, externally generated knowledge, and its implementation to accomplish the competitive benefit in an outline of circular economy performance. The SMEs will acquire advantage from this study in the perspective of new business systems, changing consumption patterns, re-cycling, repair, re-use, re-manufacturing, product sharing, and modularization for sustainable performance. The study would be exceedingly valuable for the foundation of policy documents regarding developing an environmental strategic tool kit in the outline of a green HR environment, big data involvement, and enhancement of circular economy performance with sustainable environmental protection.

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The data supporting the findings of this investigation are accessible upon request from the corresponding author.

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Acknowledgements

The authors appreciate the cooperation of all the firms participating in the study.

Funding

This research endeavor does not receive any financial support.

Author information

Authors and Affiliations

  1. School of Management, Guangdong University of Science & Technology, Dongguan, Guangdong, China

    Ka Yin Chau

  2. Faculty of Business, City University of Macau, Macau, China

    Ka Yin Chau & Tian Huang

  3. Business School, Beijing Normal University, Beijing, 100080, China

    Tian Huang

  4. Department of Business Administration, Asia University, Taichung, Taiwan

    Massoud Moslehpour

  5. Department of Management, California State University, San Bernardino, USA

    Massoud Moslehpour

  6. GC University, Lahore, Pakistan

    Waqas Khan

  7. Department of Business & Management Sciences, Superior University, Lahore, Pakistan

    Waqas Khan

  8. School of Media and Communication Studies, Faculty of Social Sciences and Leisure Management, Taylor’s University, Subang Jaya, Malaysia

    Qasim Ali Nisar

  9. Faculty of Business & Management Science, Superior University Lahore, Lahore, Pakistan

    Muhammad Haris

Authors
  1. Ka Yin Chau
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  2. Tian Huang
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  3. Massoud Moslehpour
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  4. Waqas Khan
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  5. Qasim Ali Nisar
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  6. Muhammad Haris
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Contributions

The conceptualization and design of the study were collective efforts of all authors. Preparation of the materials, collection of data, and analysis were all carried out.

Corresponding author

Correspondence to Massoud Moslehpour.

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Appendix

Appendix

Sr. no

Constructs

Items

Adaption

1

Green HR Management (GHRM)

A lot of work goes into finding the proper person

Only hire people that care about the environment

Green personnel is given special consideration

Every employee is required to complete environmental training

The goal of environmental training is to increase employee competence in environmental matters

Employees will be required to employ environmental training in their jobs

Environmental performance is measured via performance appraisal

Events, responsibilities, issues, and policies in the surrounding environment are all taken into account when rating performance

Employee is rewarded for environmental stewardship

Employees are compensated for gaining certain environmental competencies

The company’s employees are working to improve their environmental track. Resolving environmental concerns through collaboration

Employees will hold team meetings to discuss environmental challenges

(Renwick et al., 2013; Sun et al., 2007)

2

Green Innovation (GI)

Green product Innovation

The materials used by the company are environmentally friendly

The company uses fewer energy and materials

The company will create an environmentally friendly product

The company is simple to recycle, reuse, and disintegrate

Green Process Innovation

The company’s industrial process is effectively reduced

The hazardous material is discarded by the company

Less use of coal, oil, electricity, and water

Less raw resources are used

Environmental Performance

Environmental actions have a substantial performance

Overall costs were reduced

Lead times have been reduced

Product and process quality has been improved

The company’s reputation has improved

Reduced waste across the value chain process

(Chen et al., 2006)

3

Big Data Analytics (BDA)

In business, BDA is used to strengthen the effectiveness of decisions

With the help of BDA, businesses have an easier time combining data from many sources

Data visualization is a common tool we employ to help users or decision-makers make sense of large amounts of data

In order to do root-cause analysis and prioritize continuous improvement, we can break down data using our dashboards

Leveraging allows for a shorter learning curve, quicker adaption to new situations, and reduced industrial waste

Through strategic leverage, the organization has improved resource utilization and made greater use of its assets

Leveraging has expanded recycling possibilities

More efficient resource utilization; quicker response time to fluctuations in energy supply; greater adaptation to demand curves

The BDA project is managed by professionals, and its deadline is scrupulously adhered to

The ever-changing nature of the corporate world necessitates regular reviews of BDA project objectives

(Dubey et al., 2020)

4

Data-Driven Culture (DDC)

I think it is important to have data, to understand it, and to put it to use

In light of recent developments, we welcome novel suggestions that seek to improve upon established procedures

Decisions are bolstered by insights gleaned from data

Insights gleaned from data are put to use in the development of brand new offerings

In order to make choices, people require information

(Kiron et al., 2012)

5

Circular Economy Performance (CEP)

The company is committed to minimizing workers’ efforts per product

The company is committed to cutting back on energy and material usage

The company has taken the initiative to increase the energy efficiency of their manufacturing machinery

Materials used for product packaging are recycled and reused

Chemicals used to clean machinery are recycled multiple times

The byproducts of one product’s production are used as building blocks for subsequent ones

Fabrication by-products are collected and reused

Consumer trash is processed for reuse

Garbage and recyclables are repurposed

Recycled materials are used in the production of brand-new goods

(Zeng et al., 2017)

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Chau, K.Y., Huang, T., Moslehpour, M. et al. Opening a new horizon in green HRM practices with big data analytics and its analogy to circular economy performance: an empirical evidence. Environ Dev Sustain 26, 12133–12162 (2024). https://doi.org/10.1007/s10668-023-03725-9

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