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性挑战之一，鉴于社会，政治和竞争压力以及对环境破坏长期后果的日益关注，许多组织都致力于变得更加生态负责和可持续。越来越多的人试图通过加强员工参与可持续性问题和活动来实现这一目标。然而，绿色人力资源管理的研究仍然很少，特别是在团队层面及其与其他层面（e.g.country，行业，个人）的矛盾互动方面。本研究的目的是从不同的层面对绿色人力资源管理进行研究，特别关注个人和团队层面，以及不同层面之间相互作用的悖论。通过研究这些和类似的紧张关系以及相应的应对策略，我们的研究结果将对克服建立绿色组织的障碍产生影响。本课题的主要研究问题是：VWGB在个体和工作组水平上的前因在国家之间是否存在差异？员工展示VWGB的团队的特征是什么？这些团队在国际上有何不同？组织和制度因素如何与个人和团队VWGB相关？绿色人力资源管理悖论存在哪些国际差异？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？在绿色人力资源管理中存在哪些应对策略，这些策略在国家之间是否存在差异？在绿色人力资源管理中，团队在矛盾的紧张关系中扮演什么角色？哪些组织层次和相互作用受到悖论的影响？员工和（人力资源）经理一样受影响吗？员工和经理的悖论的应对策略是否不同？我们在四个不同的国家（奥地利，德国，美国，英国）进行研究，选择在国际范围内进行有意义的和可推广的对比和比较。我们采用多层次和多方法的方法，借鉴了一系列的研究方法，定性和定量，揭示人力资源管理和企业的可持续发展实践。定量阶段使用两种不同的调查;一种针对团队成员，另一种针对领导者，而定性阶段涉及分析公司报告，网站和其他关于绿色HRM实践和可持续性的公共数据。然后，这些将与半结构化访谈相结合，以探索组织，行业和国家层面的影响。通过这种方式，我们在比较和多层次的方法中探索矛盾紧张局势，并研究可能的应对策略，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Michael Müller-Camen和Marcus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.