Sustainable HRM in Action: the Role of Culture, Training, and Knowledge in Green Employee Behavior in Cambodia

This research meticulously navigates through the complexities of green training (GTR), green knowledge sharing (GKS), green employee behavior (GEB), and the nuanced moderating role of green organizational culture (GOC) within Cambodian public sector employees, aiming to augment the conceptual and pragmatic comprehension of green human resource management. Anchored in a vigorous theoretical framework involving the Social Identity Theory, Theory of Planned Behavior, and Knowledge Management Theory, a quantitative methodology was utilized, employing structured surveys to extract relevant data from a comprehensive sample within the Cambodian public sector, with subsequent deployment of advanced statistical analyses. The findings highlight a pivotal influence of GTR on both GKS and GEB while also highlighting GKS as a vital mediator in the trajectory from GTR to GEB. Moreover, GOC surfaced as a moderator in the GKS-GEB nexus, offering intricate insights into the multifaceted role of organizational culture in modulating green behaviors and practices in public organizations. However, these insights are to be interpreted in the light of certain limitations, chiefly its geographic and sectoral confinement to the Cambodian public sector and the reliance on cross-sectional data. The unraveled relationships between GTR, GKS, GEB, and GOC provide pivotal takeaways for policy-makers and managerial operatives in the public sector, guiding the enhancement and embedment of sustainable practices through strategic training, knowledge management, and culture-building initiatives. Furthermore, this research not only corroborates previously established relationships within a fresh context but also reveals the concurrent moderating role of GOC, thereby weaving a new narrative in the discourse of green human resource management, particularly within public sector organizations.