Exploring organizational mindfulness and green HRM as strategic enablers of sustainability: an exploratory study in IT sector
Akanksha Joshi, Aakanksha Kataria, Nicholas J. BeutellPurpose
To become a sustainable organization is becoming crucial worldwide; many organizations still continue to face challenges in adopting a holistic Organizational Sustainability (OS) approach. Frequently, environmental goals receive priority as they are visible, whereas social and economic objectives are often neglected. This imbalance has raised concerns regarding the long-term capability of OS initiatives. To address this gap, the present study explores how Organizational Mindfulness (OM) and Green Human Resource Management (GHRM) can together support comprehensive OS objectives within IT sector organizations.
Design/methodology/approach
This study employs thematic qualitative analysis of 38 semi-structured interviews to explore how organizations can develop mindful capabilities by leveraging strategic human resource practices.
Findings
OM significantly amplifies the impact of GHRM, fostering a workforce that is proactive, engaged and deeply aligned with sustainability values. This, in turn, enables organizations to better harmonize their Triple Bottom Line goals.
Research limitations/implications
The study offers a conceptual framework to guide scholars and practitioners beyond mere compliance, toward more integrated and resilient models of OS. Furthermore, the research outlines contributions and future directions to advance the discourse on mindful and green organizational practices for sustainable development.
Originality/value
The present research work is unique in its kind, as it attempts to capture the participants' actual narratives on how OM and GHRM can serve as a positive catalyst for the fashion yet critical concept of OS in IT sector organizations.