Article Preview
TopIntroduction
The summer of 2022 has been one of the most tumultuous in recent history in the US, with ongoing wildfires, devastating hurricanes, and record-high temperatures. Nearly one in three Americans live in a county hit by a weather disaster (Kaplan & Ba Train, 2021). Research (Funk, 2021) outlines that (57%) of Americans feel that climate change and issues around sustainability are impacting their communities. Organizations and their sustainability and business strategies can influence climate change and climate change responses.
Previous decades indicate an increase in worldwide industrial movement, resulting in an elevated utilization of organic energy resources, intensifying global warming (Shuja et al., 2017). Meanwhile, technological innovation has added another paradigm to the utility of the modern human lifestyle (Shuja et al., 2017). With the amplified attraction of calculations and IT services, analogous energy expenditures have taxiing impacts on organizations needing to understand organizational climate and culture (Shuja et al., 2017). Given that the occurrence started in January 2020, COVID-19's worldwide economic influence is the cause of numerous workers' and corporations' monetary struggles to meet consumer market demands. Organizations are being tasked with scaling to adhere to bottom-line economics. Some are forced to furlough workers as digital formation and adaptation become paramount within organizations for cost savings (Cicea, Turlea, Marinescu, & Pintilie, 2022). Disruptive effects of COVID-19 are globally felt as organizations strive to promptly adjust to the implementation of current data, information management, intelligence, new technologies, and organizational modifications. Research further postulates employing innovative measures to advance new opportunities, perhaps empower organizations to (1) modify viewpoints, (2) identify previous inconsistencies, (3) develop new theories from past investigations, and (4) correctly positioning each intended contribution with significant connections in organizational culture (Cicea et al., 2022; Susanto, Nadiroh, & Sigit, 2021).
As the technological development of the world increases, the burden to address the worldwide growth in environmental concerns targets the effect of corporate procedures (Gollnow, 2014; Shephard, 2016). “Organizations are a primary instrument by which humans impact their natural environment” (Shrivastava, 1994, p. 705). Moreover, existing legitimacies of environmental consciousness in understanding the determinants of safety and security is a crucial performance parameters in the organizational cultural landscape (Susanto et al., 2021). Therefore, environmental resources become valuable as organizations innovate to sustain a level of conceptual aptitude and relationship formation (Cicea et al., 2022; Prince & Forr, 2021). Butler (2011) specified that IT processes provided a rationale for 2% of greenhouse gas (GHG) emissions in 2007, with a slight increase of 3% in 2009. However, GHG levels doubled to 6% in 2020. Such increases remain the consequences of procedural functions linked to organizational processes and storing data in numerous physical servers in data point centers (Shephard, 2016; Gollnow, 2014). Both the servers and centers require a vast amount of energy to ensure appropriate temperatures and functions (Shephard, 2016; Gollnow, 2014). To sustain adequate development, additional infrastructures such as servers, centers, and systems are imperative (Gollnow, 2014). Organizational IT infrastructures require immensely high consumption rates. The more energy consumed, the higher the cost (Gollnow, 2014; Shephard, 2016). Currently, research and literature about the critical role of HR management in technical organizations have lacked significant dialogues about the potential for managers to drive systemic business operations to change towards organizational cultures more focused on sustainability. As the evolution of green organizational cultures becomes the norm, corporations must adapt and accept the change in resources (Susanto et al., 2021). Although budding research has stressed the need for human capital resources to become more focal in developing organizational development and cultural change issues around sustainability (Jackson & Seo, 2010), there is a need for best practice models for HR management’s internal sustainability strategy.