Environmental Performance Implications of Green Talent Management Strategies: Evidence From a Developing Economy

Abstract

ABSTRACT Although prior research documents the performance implications of green practices, scholarship has not yet adequately specified how green talent management (TM), including its soft and hard dimensions, translates into firms' environmental performance. Drawing on the Natural Resource‐Based View, we theorize that green TM embeds environmental values, skills, and routines in the workforce, thereby strengthening capability development and enabling innovation‐oriented environmental action. We develop and test a moderated mediation model that explains both the mechanism and the boundary condition through which green TM influences environmental performance. Using survey data from 303 transport and logistics firms in a developing country, we find that green TM is positively associated with environmental performance indirectly via enviropreneurship. We also show that this indirect effect is stronger when managers commit greater resources to environmental strategies. These findings advance NRBV‐based explanations of human‐capability pathways to environmental outcomes and offer actionable guidance for transport and logistics firms seeking to improve environmental performance through targeted green TM strategies.