2023 Volume 8 Issue 2
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Relationship Between Green Intellectual Capital, Green Human Resource Management, Sustainable Supply Chain Management, and Sustainable Performance


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  1. Department of Management, Faculty of Administrative Sciences and Economics, University of Isfahan, Isfahan, Iran.
Abstract

As a powerful instrument that guides human resources, green human resource management can greatly assist organizations. Organizations can employ human resource administration methods to stimulate green intellectual capital, ecological supply chain supervision techniques, and sustainable outcome improvement to become green. This study aims to look at the link between green intellectual capital, green human resource administration, sustainable supply chain supervision methods, and long-term performance in the medical device business. The current study is a correlational study with a purpose and a descriptive-survey approach to data collecting. According to the study’s findings, green human resource control has a substantial association with green intellectual capital and sustainable supply chain management techniques in the medical device business. According to the findings, green human resource management in the medical device business substantially affects environmental, social, and economic performance. Furthermore, findings indicated that sustainable supply chain management practices significantly relate to the medical devices industry’s long-term, environmental, social, and economic performances.


How to cite this article
Vancouver
Rouholamin A, Varposhti S, Alavian A, Talebi S. Relationship Between Green Intellectual Capital, Green Human Resource Management, Sustainable Supply Chain Management, and Sustainable Performance. J Organ Behav Res. 2023;8(2):91-106. https://doi.org/10.51847/teEVWNYvUZ
APA
Rouholamin, A., Varposhti, S., Alavian, A., & Talebi, S. (2023). Relationship Between Green Intellectual Capital, Green Human Resource Management, Sustainable Supply Chain Management, and Sustainable Performance. Journal of Organizational Behavior Research, 8(2), 91-106. https://doi.org/10.51847/teEVWNYvUZ
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