Green HRM and Social Responsibility: A Decade of Evidence (2015–2024) on Triple‐Bottom‐Line Outcomes and Stakeholder Implications

ABSTRACT This paper synthesizes a decade of empirical and conceptual research on Green Human Resource Management (GHRM), examining how HRM levers contribute to triple‐bottom‐line (TBL) outcomes—economic, ecological, and social performance. It identifies theoretical integration patterns and future research frontiers through a combined bibliometric and qualitative synthesis. A systematic review and bibliometric analysis were conducted on 70 peer‐reviewed articles (2015–2024). Using Biblioshiny and VOSviewer, the study mapped conceptual clusters, thematic evolution, and keyword co‐occurrence networks. Qualitative synthesis linked the evidence to core theories: Ability–Motivation–Opportunity (AMO), Resource‐Based View (RBV), and Dynamic Capability Theory (DCT). Results reveal that GHRM has evolved from micro‐level HR practice to macro‐level sustainability enabler. Three dominant clusters emerged: (1) human resource and organizational capability, (2) sustainability and CSR integration, and (3) environmental management and performance. Evidence shows consistent positive links between GHRM practices and all three sustainability dimensions, confirming synergy rather than trade‐offs between ecological and economic goals. This study offers one of the first bibliometric–meta‐synthesis mappings of GHRM over a 10‐year span. Social‐responsibility contribution: GHRM strengthens employee‐centred responsibility outcomes (OCBE, wellbeing, equity) alongside ecological performance. Governance contribution: Integrates AMO–RBV–DCT into a responsible‐HRM governance map clarifying how HR levers create CSR/ESG value through commitment, culture, and innovation. Method contribution: Introduces a theory‐of‐change synthesis triangulating bibliometric clusters with qualitative effect marks across the TBL, enabling replication in other responsible‐management domains.