Comparative Green HRM

解决环境和可持续性问题是人类面临的最重要的全球挑战之一，鉴于社会、政治和竞争压力，以及对环境破坏的长期后果的日益担忧，许多组织已经致力于变得更具生态责任感和可持续性。越来越多地尝试通过加强员工对可持续发展问题和活动的参与度来实现这一点。然而，关于绿色人力资源管理(HRM)的研究仍然很少，尤其是关于管理层面及其与其他层面(如国家、行业、个人)的矛盾互动。本研究的目的是探讨不同层面的绿色人力资源管理，特别关注个人层面和团队层面，以及不同层面互动产生的悖论。通过检查这些和类似的紧张局势并采取相应的应对策略，我们的发现将对克服建立更绿色组织的障碍产生影响。我们对这个项目的主要研究问题是：VWGB在个人和工作组层面的前科在不同国家之间是否存在差异？员工展示VWGB的团队有什么特点？这些电子邮件在国际上有什么不同？组织和制度因素与个人和团队VWGB有何关系？绿色人力资源管理悖论中存在哪些国际差异？哪些组织和制度变量与绿色人力资源管理悖论相关，这是否与特定的国家和行业背景有关？存在哪些应对绿色人力资源管理悖论的策略，这些策略在国家之间是否有所不同？在绿色人力资源管理中，团队在应对矛盾紧张中扮演了什么角色？悖论对组织层次和互动有何影响？员工和(HR)经理一样受影响吗？针对员工和经理悖论的应对策略是否有所不同？我们在四个不同的国家(奥地利、德国、美国和英国)进行了这项研究，目的是在国际背景下进行有意义的、可概括的对比和比较。我们采用多层次、多方法的方法，借鉴了一系列定性和定量的研究方法，以阐明人力资源管理和环境可持续发展的实践。定量阶段使用两种不同的调查；一种是针对团队成员的，另一种是针对领导者的，而定性阶段涉及分析有关绿色人力资源管理实践和可持续性的公司报告、网站和其他公共数据。然后，这些将与半结构访谈相结合，以探索组织、行业和国家层面的影响。通过这种方式，我们以比较和多层次的方法探索矛盾的紧张关系，并调查可能的应对策略，特别关注团队层面及其与其他层面的互动。该项目的主要研究人员是迈克尔·穆勒-卡门和马库斯·瓦格纳。

Tackling environmental and sustainability issues is one of the mostimportant global challenges facing mankind, and given the societal,political, and competitive pressures and growing concerns about thelong-term consequences of environmental damages, manyorganizations have engaged in becoming more ecologicallyresponsible and sustainable. Increasingly this is attempted throughenhanced employee engagement in sustainability issues andactivities. However, there is still a scarcity of research in Greenhuman resource management (HRM), especially as concerns theteam level and its paradoxical interaction with other levels (e.g.country, industry, individual). The aim of our research is to investigateGreen HRM on different levels with a special focus on the individualand team levels as well as paradoxes from the interaction of differentlevels. By examining these and similar tensions and correspondingcoping strategies, our findings will make an impact in overcomingbarriers of building greener organizations. Our main researchquestions for this project are: Do antecedents of VWGB on theindividual and work group level differ between countries? Whatcharacterizes teams in which employees show VWGB? How do theseteams differ internationally? How do organizational and institutionalfactors relate to individual and team VWGB? Which internationaldifferences exist in paradoxes in Green HRM? Which organizationaland institutional variables are associated with Green HRM paradoxesand can this be related to specific country and industry contexts?Which coping strategies for paradoxes in Green HRM exist and dothese differ between countries? What role does the team play incoping with paradoxical tensions in Green HRM? Whichorganizational levels and interactions are affected by paradoxes? Areemployees just as much affected as (HR) managers and do thecoping strategies for paradoxes of employees and managers differ?We conduct our study in four different countries (Austria, Germany,US, UK) chosen to enable meaningful and generalizable contrastsand comparisons in an international context. We adopt a multileveland multi-method approach that draws on an array of researchmethods, both qualitative and quantitative, to shed light on HRM andenvironmental sustainability practices. The quantitative phase usestwo different surveys; one for team members and one for leaders,whereas the qualitative phase involves analysis of company reports,websites, and other public data with regard to Green HRM practicesand sustainability. These will then be combined with semi-structuredinterviews in order to explore the effects of the organizational,industry, and country levels. This way, we explore paradoxicaltensions in a comparative and multilevel approach and alsoinvestigate possible coping strategies with special focus on the teamlevel and its interaction with other level. The key researchers in thisproject are Michael Müller-Camen and Marcus Wagner.