Systematic review synthesizes evidence on green office practices in organizations, clarifying their role in sustainability.
Green office practices represent an important workplace-level expression of organizational sustainability, yet empirical evidence on their implementation remains dispersed across environmental management, green human resource management (Green HRM), leadership, organizational culture and employee pro-environmental behaviour. This systematic literature review with qualitative thematic synthesis aims to synthesize empirical evidence on green office practices from a sustainable organizational management perspective and to explain how environmental governance, people-management systems, leadership and employee behaviour jointly shape their implementation. Following the PRISMA 2020 framework, the review included peer-reviewed original empirical studies published in English between 2014 and 2026. Twenty-two studies met the inclusion criteria and were analyzed through structured data extraction, quality appraisal and thematic coding. The findings indicate that green office practices cannot be understood only as technical or operational measures. They are workplace practices shaped by environmental governance, Green HRM, leadership support, workplace conditions and employee participation. Seven interrelated thematic categories were identified: sustainable workplace routines, environmental management and governance, Green HRM, leadership and organizational culture, employee pro-environmental behaviour, organizational sustainability outcomes, and implementation barriers and contextual conditions. The novelty of the integrated framework lies in positioning green office practices not as a separate operational domain, but as a workplace-level interface through which environmental management, Green HRM, leadership, organizational culture and employee pro-environmental behaviour are connected. The review clarifies how organizations institutionalize environmental responsibility through administrative work and everyday workplace routines.
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Jasmina Štarc (2026) studied this question.
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