article · Current Issues in Tourism
Investigating the influence of workforce strategies on sustainability, research analysing 327 employee responses from travel agencies in Egypt demonstrates that talent management practices significantly improve sustainable organisational performance. This positive effect operates primarily through the development of green intellectual capital, which encompasses environmental knowledge and capabilities within the firm. Specifically, green intellectual capital serves as an intermediary mechanism linking general talent management activities, with the exception of talent retention, directly to sustainable performance outcomes. While the investigation tested whether green servant leadership strengthened the impact of green intellectual capital on performance, this proposed moderating effect was not supported by the data. Overall, the findings emphasise that adopting an inclusive strategy for staff development, strategic workforce planning, and succession management enhances environmental knowledge assets, which subsequently underpins long-term organisational sustainability in competitive service environments.
The service and tourism sectors frequently face high staff turnover and routine roles, making sustainable operations difficult to achieve. Demonstrating that investment in employee skills fosters environmental knowledge helps enterprises recognise how standard human resource practices translate directly into long-term commercial and ecological sustainability.
The findings offer actionable insights for travel agency managers, human resource professionals, and tourism operators seeking to improve environmental sustainability through workforce development. Because the conclusions are based on survey data from 327 operational agency staff in Egypt, the insights reflect applied organisational practices that can be integrated directly into corporate training, succession planning, and talent management frameworks without requiring novel technology development.
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Talent management (TM) can contribute to improving sustainable business performance in the face of a competitive and socially responsible environment. The use of TM to improve tourism staff skills and motivation is contentious, given such jobs are seen as routine and low-paid. Indeed, the precise processes through which TM techniques support sustained performance outcomes in tourism enterprises requires examination. This paper provides empirical evidence for the impact of TM practices on sustainable organizational performance (SOP). This effect of TM on performance is mediated by green intellectual capital (GIC). The moderating role of green servant leadership (GSL) on the link between GIC and SOP is also examined. PLS-SEM was employed to analyze 327 responses collected from travel agencies employees in Egypt. The results reveal that as expected, TM practices have significant effects on GIC, which in turn significantly impacts SOP. The mediating role of GIC on the relationship between TM practices (apart from talent retention) and SOP is supported. However, the moderating role of GSL is not confirmed. These results demonstrate the importance of an inclusive approach to developing staff, leading to intellectual capital and improved organizational sustainability. The study highlights the importance of strategic workforce planning and succession management.
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DOI: 10.1080/13683500.2023.2252560
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