Sustainable human resource management (HRM) has attracted growing attention as a new paradigm for enhancing organizational resilience. However, prior studies mainly examined the effects of individual practices, offering a limited explanation of how organizational resilience emerges as an integrated mechanism. To address this theoretical gap, we conceptualize sustainable HRM as an integral talent management process in which multiple practices operate interdependently and investigate the configurational mechanisms through which organizational resilience is generated in Japanese firms and discuss these from the perspective of socioformation. Based on six analytical dimensions derived from a tertiary literature review, we conducted a crisp-set qualitative comparative analysis (csQCA) using securities report data from 36 listed Japanese companies. The results revealed that organizational resilience is not achieved through a single best practice, but rather points to a new form of integrated human resource management aimed at sustainable value creation. From a socioformation perspective, employees are viewed not merely as productive inputs but as agents capable of continuous development through sustained investment in human potential. From this perspective, sustainable social development cannot be reduced to well-being or inclusion indicators alone but also encompasses ethical, collaborative, territorial, and interdisciplinary dimensions of transformation. The findings clarify the theoretical role of integral talent management in sustainable value creation and provide practical implications for human-centred management.
Dounishi et al. (Mon,) studied this question.