Does Promoting Human Capital Effectively Invigorating The Business Model?

Firms pursue business model innovation (BMI) by testing new approaches to defining value propositions, creating, and capturing value for customers, suppliers, and partners (Pham et al. , 2020). According to a substantial body of literature, BMI is critical to firm survival, business performance, and as a source of competitive advantage (Ramdani et al. , 2019). BMI is gaining traction as a result of increased opportunities for new business models enabled by changing customer expectations, technological advancements, and deregulation (Bashir & Farooq, 2019; Bashir & Verma, 2019). However, understanding and determining where alternative business models can be explored is critical. Most established frameworks of BMI are less focused on green human resources management (GHRM) (Shahzad et al. , 2019). However, tapping into the skills and competencies required for the new business model to motivate and involve individuals in the innovation process (Sanz-Valle & Jiménez-Jiménez, 2018). According to (Ramdani et al. , 2019), to tap into a pool of talent is strongly related to the specific business model chosen. Previous studies claimed that GHRM can strategically influence individual contributions and their impact on project performance (Ren et al. , 2018). Knowledge sharing is expected to be the mantra for transforming the business models into more competence and success (Arsawan et al. , 2020). Knowledge sharing is defined as the proclivity to learn, share, and codify knowledge in order to improve self competence (Kmieciak, 2020; Usmanova et al. , 2020). Employees with greater knowledge sharing capacity are more likely to increase their competitiveness by gathering, organizing, and transforming knowledge into productive activities (Phung et al. , 2019). However, developing a good business model based on knowledge sharing capabilities is difficult and requires additional development and refinement. There has been little research into the relationship between knowledge sharing and business model innovation. It is critical, both theoretically and strategically, to investigate the interrelationships between these constructs (Bashir & Farooq, 2019). Companies that do not implement formal KS practices may be unaware that they do not capture and reuse right or best practices, that they risk repeating similar mistakes, and that they are likely to lose what employees learn but never share about suppliers, customers, partners, or competitors (Arsawan et al. , 2020). The lack of knowledge sharing about suppliers, customers, partners, and even competitors can progress toward business model innovation. As a result, the goal of this research is to propose and test a model of green human resources management to business model innovation, as well as to demonstrate how it leads to knowledge sharing, innovative work behaviour and sustainable competitive advantage. The current study aims to improve understanding of business model innovation by investigating the impact of green human resources management. Furthermore, it investigates the role of innovative work behaviour, knowledge sharing, and sustainable competitive advantage as a mediator. This research adds to the body of knowledge in both theoretical and practical ways.