Human resource management strategies for environmental sustainability in a VUCA world: A systematic review and integrative theoretical framework

Background: The growing prominence of volatility, uncertainty, complexity, and ambiguity (VUCA) has significantly reshaped the strategic context within which organizations pursue sustainability objectives. As a result, environmental sustainability has become a central organizational concern, demanding adaptive and resilient capabilities that go beyond conventional management practices. In this context, Human Resource Management (HRM) serves a crucial role by fostering employee competencies, behaviors, and organizational cultures that support environmental goals. Although research on Green Human Resource Management (GHRM) and sustainable HRM (SHRM) has expanded considerably, the existing literature remains fragmented and has not been sufficiently integrated with the unique challenges and dynamics associated with VUCA environments. Purpose: This study addresses the identified gap by examining how HRM strategies support environmental sustainability in volatile and uncertain environments. Research Design: The study adopts a systematic literature review of research published between 2015 and 2025. Study Sample: The review synthesizes 65 scholarly articles across HRM, sustainability, and organizational theory. Data Collection and/or Analysis: Guided by the Resource-Based View (RBV), Ability-Motivation-Opportunity (AMO) theory, and Stakeholder theory, the study develops an integrated theoretical framework explaining how HRM strategies support environmental sustainability in volatile and uncertain environments. Results: The findings show that HRM helps support environmental sustainability through formal policies and practices. It also builds dynamic capabilities that improve how organizations adapt to VUCA conditions. The study further highlights the mediating role of employee-level mechanisms and the moderating influence of organizational context in shaping sustainability outcomes. The review identifies key HRM practices as important drivers of employee green behavior, environmental commitment, and organizational resilience. Conclusions: By bringing together previously fragmented streams of research, this paper contributes to theory by offering a multilevel perspective on SHRM in dynamic and evolving environments. The study introduces a conceptual framework that connects VUCA dimensions with HRM strategies and environmental performance outcomes. It also offers practical insights for organizations seeking to align their HR systems with sustainability objectives in rapidly evolving environments. Additionally, the paper proposes a research agenda to support empirical validation and further theoretical advancement in this emerging area of inquiry.