Gi aldo-Gi aldo, Camilo; Rubio-And és, Me cedes; Ra e-Gómez, Elkin Da ío;
Gu ié ez, San iago
A icle
E olu ion o he concep and scien i ic mapping o
sus ainable human esou ce managemen S-(HRM)
Adminis a i e Sciences
P o ided in Coope a ion wi h:
MDPI – Mul idisciplina y Digi al Publishing Ins i u e, Basel
Sugges ed Ci a ion: Gi aldo-Gi aldo, Camilo; Rubio-And és, Me cedes; Ra e-Gómez, Elkin Da ío;
Gu ié ez, San iago (2025) : E olu ion o he concep and scien i ic mapping o sus ainable human
esou ce managemen S-(HRM), Adminis a i e Sciences, ISSN 2076-3387, MDPI, Basel, Vol. 15, Iss.
2, pp. 1-28,
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Ci a ion: Gi aldo-Gi aldo, C.,
Rubio-And és, M., Ra e-Gómez, E. D.,
& Gu ié ez-B oncano, S. (2025).
E olu ion o he Concep and
Scien i ic Mapping o Sus ainable
Human Resou ce Managemen
S-(HRM). Adminis a i e Sciences,
15(2), 39. h ps://doi.o g/10.3390/
admsci15020039
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A icle
E olu ion o he Concep and Scien i ic Mapping o Sus ainable
Human Resou ce Managemen S-(HRM)
Camilo Gi aldo-Gi aldo
1,
*, Me cedes Rubio-And és
2
, Elkin Da ío Ra e-Gómez
3
and San iago Gu ié ez-B oncano
4
1Business Adminis a ion, Facul y o Legal and Social Sciences, Uni e si y o Cas illa-La Mancha,
45071 Toledo, Spain
2Facul y o Comme ce and Tou ism, Uni e si y Complu ense de Mad id, 28040 Mad id, Spain;
me cedes [email p o ec ed]
3Facul y o Business S udies, Uni e si y Ins i u ion o En igado, En igado 055428, Colombia;
[email p o ec ed]
4Business Adminis a ion, Facul y o Social Sciences and In o ma ion Technologies, Uni e si y o Cas illa-La
Mancha, 45600 Tala e a de la Reina, Spain; [email p o ec ed]
*Co espondence: [email p o ec ed]
Abs ac : The objec i e o his s udy was o analyse he e olu iona y ield o sus ainable
human esou ce managemen (S-(HRM)) o e ou s a egically chosen sub-pe iods in o de
o unde s and i s beha iou in he pe iod om 1991 o 2024. We s a ed by conduc ing a
comp ehensi e e iew o esea ch a icles ela ed o ou opic, aiming o p oduce a scien i ic,
accu a e, and well-a gued esul h ough quan i a i e and empi ical esea ch, inco po a ing
bo h ac o ial and explo a o y analyses. We began by ca ying ou an exhaus i e e iew o
di e en esea ch a icles ela ed o ou opic in o de o gene a e a scien i ic, u h ul and
a gumen a i e esul , om quan i a i e and empi ical esea ch, in ela ion o a ac o ial
and explo a o y analysis. Rega ding he analysis o he pe iod be ween he yea s chosen
o his esea ch (1991–2024), we obse e ha he subjec analysed has g adually e ol ed,
wi h an inc ease in publica ions, as e idenced in he di e en g aphs. In u n, he analysis
o he mos p ominen hemes o he sub-pe iods is illus a ed by hei classi ica ion in
s a egic diag ams and s uc u ed sphe es quan i ied in he s a is ical so wa e SciMAT
1.1.06, h ough keywo ds, which is he s a egy bes adap ed o his ype o esea ch. The
analysis (keywo ds) con igu es he mos impo an concep s o he esea ch ield.
Keywo ds: sus ainable-HRM; sus ainable de elopmen objec i es; bibliome ic analysis;
e olu iona y ield; scien i ic mapping; longi udinal s udy; S-(HRM)
1. In oduc ion
Despi e he g owing impo ance o sus ainabili y in he ield o human esou ce
managemen , he heo e ical con usion is e iden . This pape p o ides a sys ema ic e iew
o he e olu ion and ends ound in he ield o sus ainable human esou ce managemen ,
S-(HRM). Using he s a is ical so wa e SciMAT 1.1.06 we conduc ed a concep ual scien i ic
mapping analysis, based on bibliog aphic ne wo ks o sha ed wo ds o he 1991–2024
pe iod, which yielded 3862 documen s om he Web o Science. The esul s clea ly iden i y
i e pe iods, wi h he mos de eloped and ele an hemes a ound which his ield o
esea ch e ol es being co po a e social esponsibili y, socially esponsible managemen o
human esou ces, sus ainable de elopmen goals, and sus ainable managemen o human
esou ces. In u n, ou esea ch highligh s he ole o he heme o inno a ion as a s a egic
axis o co po a e sus ainabili y p ocesses.
Adm. Sci. 2025,15, 39 h ps://doi.o g/10.3390/admsci15020039
Adm. Sci. 2025,15, 39 2 o 28
In ecen yea s, he p ocesses o global indus ialisa ion, popula ion g ow h,
consump ion and use o non- enewable esou ces and en i onmen al deg ada ion
ha e been ins umen al in inc easing en i onmen al awa eness. These ha e led o he
inco po a ion o he concep o co po a e social esponsibili y (CSR) and he in eg a ion o
he iple bo om line app oach, making o ganisa ions inc easingly sus ainable (Wes e man
e al.,2020;Anua do e al.,2022;El Ba oudi e al.,2023).
Sagebien and Whellams (2010) a gue ha he concep o CSR has p og essi ely
e ol ed in line wi h he condi ions o he en i onmen , while Delgado Gonzalez and
Ena Ven u a (2012) unde s and in e nal social esponsibili y as he elemen o co po a e
social esponsibili y ha manages a company’s human esou ces in a social, sus ainable,
e hical, humanis ic, and suppo i e manne . In his con ex , Guzmán González (2016),
San a Faja do e al. (2021), and Reyes e al. (2023) ind ha he in eg a ion o he Sus ainable
De elopmen Goals (SDGs) in o human esou ce managemen di ec ly links he human and
social aspec s o o ganisa ions in e ms o CSR ac ions and sus ainable business p ac ices.
Subsequen ly, he e m ‘sus ainabili y’ s a ed o gain popula i y when he Uni ed Na ions
B und land Commission ini ia ed a deba e on he issue, aking a b oad, long- e m and
mul i-s akeholde iew o sus ainable de elopmen . Fu he mo e, h ee undamen al
pilla s o he achie emen o sus ainable de elopmen ha e been ecognised, namely,
he economic, social and en i onmen al dimensions (B und land,1987), wi h i being
unde s ood ha sus ainabili y mus be simul aneously conside ed in e ms o hese h ee
pilla s (Camu o e al.,2017).
Acco dingly, bo h la ge co po a ions and smalle companies ha e begun o iew
sus ainabili y as an answe o all he abo e issues, inco po a ing his majo challenge in o
hei o ganisa ional agenda by including economic, social and en i onmen al objec i es in
hei s a egic o mula ion (Wagne ,2018).
Howe e , his awa eness, which u ges he business wo ld o be p oac i e, also p esen s
new challenges. Thus, many manage s, especially in de eloped coun ies, a e al eady
implemen ing sus ainable human esou ce managemen o achie e hei o ganisa ional
goals (Sulphey & Sa ee ,2017;Faisal,2023b), wi h he e olu ion o business concep s ha ing
an impac on HRM. Consequen ly, bo h academics and HR p ac i ione s need o be awa e
o de elopmen s and how hese concep s a e e ol ing.
Al hough he e m sus ainable human esou ce managemen S-(HRM) eme ged jus
o e wen y yea s ago, by he 2010s (K ama ,2022), his app oach had al eady s a ed o
a ac a g ea deal o in e es om bo h manage s and esea che s (Aus e al.,2020). HRM
is now imme sed in a pe iod o ansi ion owa ds his new pa adigm in esponse o he
changing global and business en i onmen (Cosenza e al.,2024), wi h he aim being o
adap o he new dynamic and mode n business en i onmen , whe e only o ganisa ions ha
inspi e hei employees and os e an excellen wo kplace cul u e will emain compe i i e
(Faisal,2023b).
The inco po a ion o he sus ainable app oach in o human esou ce managemen
s a ed a ound he yea 2000. Resea che s (Gollan,2000;Zaugg e al.,2001;Wilkinson e al.,
2001;Wagne ,2018) ha e highligh ed he impo ance o sus ainabili y in human esou ce
managemen , d awing on p e ious s udies ela ed o en i onmen al managemen , human
esou ce managemen and o ganisa ional sus ainabili y (S ahl e al.,2020;Faisal,2023b).
The discussion has ocused on h ee ypes o sus ainable HRM, namely ‘g een HRM’,
‘socially esponsible HRM’ and ‘ iple bo om line HRM’, which can mee an o ganisa ion’s
sus ainabili y agenda. In addi ion o hese h ee ypes, Aus e al. (2020) added a ou h
a ea called ‘human esou ce managemen o he common good’, explaining how i migh
help o ganisa ions achie e sus ainabili y goals.
Adm. Sci. 2025,15, 39 3 o 28
None heless, despi e he g ea impo ance and p oli e a ion o his opic, he
widesp ead con o e sy and subs an ial agmen a ion in his ield o s udy (San ana
& Lopez-Cab ales,2019) e eal a signi ican esea ch gap and, hus, he need o del e
u he in o he ield o S-(HRM) and a oid con usion wi h o he opics (Kailay & Paposa,
2024). The need o mo e igo ous esea ch on he opic o be e unde s and his new ield
o esea ch has been highligh ed by nume ous au ho s (Rande & Jha,2019;Anlesinya &
Susom i h,2020;Cosenza e al.,2024).
Al hough g ea e o s ha e been made in ecen yea s o de ine and speci y he
pa icula ea u es and ools included in S-(HRM), wi h nume ous wo ks ha ing conduc ed
bo h empi ical s udies (i.e., Chams & Ga cía-Blandón,2019;K ama ,2022) and li e a u e
e iews (K ama ,2022;Faisal,2023a;Rubio-Leal e al.,2024), we ound only wo a icles
on he e olu ion o he e m S-(HRM). The i s , p oduced by San ana and Lopez-Cab ales
(2019), analysed he pe iod be ween 1997 and 2018, while he second, by Rubio-Leal e al.
(2024), ocused solely on La in Ame ica.
The li e a u e on S-HRM is agmen a y and agmen ed. The concep has been used
in nume ous ways and academic wo ks di e no only in hei con ex , bu also in he
emphasis hey gi e o di e en o ganisa ional ou comes (Cosenza e al.,2024). This has
led o mul iple de ini ions o he pa icula concep being conside ed, wi hou ac ually
de e mining he ‘how’ o S-(HRM). Some s udies e e only o he e m ‘S-HRM’ as ‘socially
esponsible HRM’ (Cosenza e al.,2024), wi h he ‘how’ o S-(HRM) being add essed in
he applica ion o co po a e social esponsibili y p ac ices o g een p ac ices, which ha e a
signi ican impac on an o ganisa ion’s philan h opic e o s. Hence, S-(HRM) should be
p o iled as a ield o s udy ha p o ides o ganisa ions wi h guidance on how o in es hei
a ailable esou ces as opposed o socially esponsible (philan h opic) ac ions ha ocus on
de e mining wha o do wi h an o ganisa ion’s ‘le o e esou ces’.
The e o e, i is necessa y o business and academia o be clea abou he meaning
o each o hese e ms and how hey should be co ec ly applied o he o mula ion o
sus ainable plans and policies (see Table 8).
This esea ch a icle aims o ill his gap in he li e a u e, seeking o unde s and he
e olu ion o his concep p ima ily o e he las ew yea s, du ing which he la ges numbe
o wo ks ha e been published. O e he las ou yea s, esea ch on sus ainable human
esou ce managemen has inc eased signi ican ly (Faisal,2023c), iden i ying he d i ing
and c oss-cu ing issues cu en ly eme ging a ound S-(HRM), wi h he p oposal o ele an
u u e esea ch a enues now being essen ial. Unlike li e a u e e iews, scien i ic mapping
does no answe a speci ic ques ion bu a he maps he exis ing li e a u e o p o ide an
o e iew o ends, hemes, and connec ions in S-(HRM) o e a gi en ime pe iod.
This pape he e o e asks wo esea ch ques ions: (1) Wha a e he key hemes ha
ha e been s udied in he li e a u e on S-(HRM) and how ha e hey e ol ed? (2) Wha a e
he main me ics used o cap u e his linkage?
The p esen s udy hus con ibu es o he li e a u e by p o iding a ho ough and
comp ehensi e e iew o he wo k conduc ed in ecen yea s wi h ega d o he concep o
S-(HRM).
The s uc u e o his esea ch is as ollows. This in oduc ion is ollowed by a sec ion
p o iding an o e iew o he impo ance and e olu ion o he ield o human esou ce
managemen , wi h special emphasis on S-(HRM). Subsequen ly, he me hodological
app oach used o analyse his ield o knowledge, bibliome ics, and scien i ic mapping is
explained and jus i ied. The esul s o he s udy a e hen analysed and discussed, wi h he
inal sec ion co e ing he conclusions, limi a ions, and u u e lines o esea ch.
Adm. Sci. 2025,15, 39 4 o 28
2. Theo e ical F amewo k
2.1. The Role o Human Resou ce Managemen and I s E olu ion o e Time
Since i s o igins, human esou ce managemen has e e ed o he p ocess o managing
people wi hin he o ganisa ion in a s uc u ed way, based on he belie ha human esou ces
a e uniquely impo an o con inued business success (He nández-Pe lines e al.,2021;
Gu ié ez-B oncano e al.,2022).
Two ypes o human esou ce managemen ha e adi ionally p edomina ed: i s ly,
‘ha d’ HRM, which ocuses on managing employees a he han people, dealing only wi h
hei p o essional de elopmen ; and secondly, he ‘so ’ model, which inco po a es elemen s
ha a e essen ial o adding alue o o ganisa ions, such as c ea i i y, commi men , and
employee skills (Rompa,2011).
McG ego (1960) de eloped he X and Y heo y o ep esen he ha d and so models
applied o human esou ce managemen . The ha d model o igina ed om Theo y X by
implemen ing igo ous s a egic con ols. In his app oach, he ole o human esou ce
managemen was o ien ed owa ds i s con ibu ion o a i m’s economic pe o mance
unde a one-dimensional pe spec i e ocusing on sha eholde e u n. Meanwhile, he so
model is based on Theo y Y and conside s ha pe o mance is achie ed h ough employee
engagemen , being a mo e humanis ic and de elopmen -o ien ed app oach. Al hough i
also inco po a es he employee dimension, he so model app oach o human esou ce
managemen s ill ocuses on o ganisa ional pe o mance and sha eholde alue (Aus e al.,
2020;Cosenza e al.,2024).
Du ing his ime, human esou ce managemen was es ic ed o a ocus on ope a ions
and adi ional human esou ce p ac ices, such as ec ui men , app aisal, pay oll, e c., wi h
he aim always being ela ed o he p o i abili y o he business and complying wi h cu en
legisla ion (Rica do de Souza F ei as e al.,2011).
Subsequen ly, in he 1970s and 1980s, a new managemen s yle called s a egic
human esou ce managemen was de eloped. This inco po a ed a way o managing
people in a highly g owing, changing, and unce ain en i onmen ha p opelled he
implemen a ion o high-commi men human esou ce p ac ices and was closely linked o
business pe o mance (Huselid,1995;A hu e al.,2016). The p ima y o ien a ion was he
de elopmen o employees o achie e o ganisa ional goals (K ama ,2014;Indipa ambil,
2019;Chia ena o e al.,2019). Wi h his app oach, p ac ices such as wo k–li e balance,
employee au onomy, employabili y, heal h and sa e y, wo k s ess, and aining and
de elopmen we e inco po a ed (Rojas-Méndez e al.,2014).
The no ion ha human esou ce managemen mus be s a egic, and he e o e aligned
wi h he objec i es o he company, ecognises ha o ganisa ions a e dynamic and changing
and, o his eason, human esou ce managemen policies and p ac ices mus also be
adap ed and con ex ualised o changes bo h in he en i onmen and wi hin he company, as
well as aking in o accoun he possible in e ela ionships be ween hem (Ren e al.,2018).
Acco dingly, some au ho s conside S-(HRM) o be an ex ension o s a egic human esou ce
managemen , add essing he g owing dilemma o e iciency and (sus ainable) in es men
h ough he human esou ce managemen ini ia i e (Ehne e al.,2016;Indipa ambil,2019;
H ono á & Špaˇcek,2021).
2.2. Sus ainable Human Resou ce Managemen S-(HRM)
Human esou ce managemen has unde gone signi ican de elopmen s in ecen
decades, especially wi h ega d o sus ainabili y. Since 2010, esea che s and manage s
alike ha e paid inc eased a en ion o he in eg a ion o sus ainable p ac ices in pe sonnel
managemen (Aus e al.,2020;Tajpou e al.,2022;Sype -Jed zejak e al.,2023;Cosenza
e al.,2024). Resea che s such as Gollan (2000); Zaugg e al. (2001); Wilkinson e al.
Adm. Sci. 2025,15, 39 5 o 28
(2001) and Wagne (2018) ha e highligh ed he impo ance o sus ainabili y in his a ea,
building on p e ious s udies ela ed o en i onmen al managemen and o ganisa ional
sus ainabili y.
As discussed, wi h he push o co po a e social esponsibili y and he eme gence o he
Sus ainable De elopmen Goals in 2015, p oposed by he Uni ed Na ions Wo ld Commission
on Economic De elopmen , o ganisa ions began o de elop g ea e en i onmen al awa eness
and s a ed o ac beyond compliance wi h legal minimums alone, inco po a ing
sus ainabili y in o hei managemen p ac ices o achie e accep able social, economic,
and en i onmen al ou comes (Molamohamadi e al.,2024). In his way, hey began o
e lec on he need o use a ailable na u al esou ces in ways ha mee he needs o he
cu en gene a ion wi hou comp omising he capabili ies o u u e gene a ions (Macke &
Gena i,2019). Implemen ing mo e esponsible and sus ainable ac ions a all s ages o he
company’s alue chain en ails a e iew o i s alues, objec i es, s a egies, policies, and e en
p ocedu es. All hese changes also had epe cussions in he ield o human esou ces, which
needed o adap o hese new equi emen s in o de o help make business o ganisa ions
mo e sus ainable ins i u ions (Wes e man e al.,2020;Toca To es,2022;Cas o-Quelal
e al.,2024), hus aligning human esou ces managemen wi h he in e disciplina y idea o
sus ainable de elopmen (Lynham & Cunningham,2006).
In addi ion o S-(HRM), he li e a u e also men ions o he ela ed e ms, such as g een
HRM and en i onmen al HRM. These h ee e minologies sha e conce n o sus ainabili y
in he con ex o HRM. Va ious au ho s (Cao e al.,2023;El Ba oudi e al.,2023;Masku oh
e al.,2023) discussed h ee ypes o sus ainable HRM, speci ically ocusing on g een
HRM, socially esponsible HRM, and iple bo om line HRM as ools ha can ul il an
o ganisa ion’s sus ainabili y agenda (Gu ié ez-B oncano e al.,2022). Alongside hese
h ee ypes, Aus e al. (2020) added a ou h ype called human esou ce managemen
o he common good and explained how i could help an o ganisa ion achie e i s
sus ainabili y goals.
In ecen yea s, he impo ance o sus ainable human esou ce managemen has been
bols e ed by an inc easing body o li e a u e in his ield. Ca illo-Acos a e al. (2024)
wen o g ea leng hs o desc ibe a b ie his o y o his discipline and ca ego ised i in o
h ee dis inc app oaches: Swiss, Aus alian, and Ge man. The Swiss app oach ocused on
economic, social, and human sus ainabili y, p io i ising he e icien use o human esou ces
o e hei own de elopmen and p omo ing employabili y, indi idual esponsibili y, and
an app op ia e wo k–li e balance. On he o he hand, he Aus alian app oach emphasises
he sus ainabili y o human esou ces wi hin a highly pa icipa i e wo k en i onmen ,
whe e employees ha e a oice in decision-making (Gollan,2000). In con as , he Ge man
app oach ocuses on he economic, ecological, and human esou ce sus ainabili y o he
o ganisa ion (K ama ,2014).
Al hough di e en de ini ions o S-(HRM) exis (Macke & Gena i,2019), mos e e o
he inco po a ion o human esou ce managemen s a egies and p ac ices ha enable he
simul aneous achie emen o inancial, social, and ecological goals (Camu o e al.,2017).
Au ho s such as De P ins e al. (2014) in oduced he sus ainable app oach, acco ding o
which pe o mance is measu ed a h ee le els: indi idual, socie al, and o ganisa ional.
Human esou ce managemen , based on he c i e ia o esponsibili y, p og essi ely began o
conce n i sel wi h he in e es s and well-being o i s wo ke s (Van Mo legan & Ayala,2021;
Jä ls öm e al.,2024)). In la e s ages, we ind esea che s inco po a ing he employees’
pe spec i e in o his de ini ion (De P ins e al.,2014;Mazu ,2015;Kailay & Paposa,
2024), men ioning, in addi ion o he iple bo om line app oach o economic, social,
and en i onmen al managemen , he psychological dimension o human esou ces. In
u n, Rande and Jha (2019) hold ha he li e a u e on S-(HRM) can be classi ied in o ou
Adm. Sci. 2025,15, 39 6 o 28
non-exclusi e app oaches, also ocusing on ou comes: (i) he economic o ien a ion o HRM;
(ii) he social o ien a ion o HRM; (iii) he en i onmen al o ien a ion o HRM; and (i ) he
employee o ien a ion.
In acco dance wi h he s udy by Rande and Jha (2019), o concep ualise and be e
s uc u e he knowledge on S-(HRM), Aus e al. (2020) gene a ed ou addi ional ca ego ies:
(i) socially esponsible HRM, which is o ien ed owa ds conduc ing o ganisa ional wo k
om he inside ou , gene a ing e ec i e esul s be ween he social and economic domains;
(ii) g een HRM, which, al hough i ollows he same o ganisa ional cu e om he inside
ou , is ocused on o ien ing he o ganisa ion in e ec i e esul s om he economic and
en i onmen al pe spec i es; (iii) iple bo om line HRM, he unc ion o which, like he
o he wo, is ocused om he inside ou , ul illing an in eg a i e ole in he h ee aspec s:
(i ) common good HRM, he o ien a ion o which di e s om he o he h ee in ha
i is om he ou side in and ocuses on ha nessing and using he skills, a i udes, and
knowledge o human esou ces o p omo e alues o he common good. Lu e al. (2023)
in hei esea ch, conside common good alues as hose ha in eg a e people, p ospe i y,
and he plane in he pu sui o common goals, alues, and pu poses, o p ese e and
egene a e esou ces and ecosys ems in acco dance wi h hei li espan.
S-(HRM) is cu en ly pe cei ed as a b eak h ough in s a egic human esou ce
managemen (K ama ,2014;Ehne e al.,2016;H ono á & Špaˇcek,2021;K ama ,2022),
inco po a ing hese new pe spec i es and challenges and ep esen ing a s ep o wa d om
p e ious HRM models (Cosenza e al.,2024). Recen s udies poin o a sus ainable HRM
ha aligns wi h he o ganisa ion’s sus ainabili y s a egy, c ea ing an HRM sys em ha
con ibu es o he sus ainable pe o mance o he company (Ál a ez-Gu ié ez e al.,2022)
and o he s uc u ing o a pu pose ul o ganisa ion. The o ganisa ional domain o he
ou h sec o is based on a clea commi men o social pu pose, a business model based on
ob aining su icien income o gua an ee i s p o i abili y and a clea awa eness o he ca e
and p ese a ion o he ecosys ems (Ce dá Suá ez,2023).
In his way, a balance be ween economic g ow h, en i onmen al de elopmen and
he e olu ion o well-being in o ganisa ions is gua an eed and consolida ed, based on he
esponsible use o a ailable esou ces, wi hou comp omising u u e ones. Human esou ce
managemen is cu en ly o ien ed owa ds p o iding economic and social solu ions ha
ocus on people and he en i onmen o build a las ing co po a e cul u e, a he han only
hi ing people wi h high po en ial who can imp o e wo k p ocesses and align wi h business
objec i es (Faisal & Naushad,2020;Licand o & Co ea,2022;Faisal,2023b).
In addi ion, many esea che s ha e a gued ha human esou ce unc ions play a
i al ole in achie ing sus ainabili y (Boud eau & Rams ad,2005;Faisal & Naushad,2020;
K ama ,2014;Faisal,2023b).
In empi ical s udies on he S-(HRM) pe spec i e, esea che s such as (Gue ci e al.,
2016;S anke iˇci
¯
u
˙
e & Sa ane iˇcien
˙
e,2018 and Zongyu & Chienwa anasook,2024) ha e
de eloped hei esea ch based on quali a i e s udies; and esea che s such as (Gue ci e al.,
2016;Ca ión e al.,2018;Reyes He nández,2021;Rimaldi e al.,2024) ha e del ed in o
quan i a i e s udies. Howe e , in he wake o he concep ualisa ion and e olu ion o he
concep o S-(HRM), as men ioned abo e, a signi ican b eak h ough is e iden in e ms o
he p og ess and consolida ion o he hema ic ield. Mo eo e , due o he g owing in e es ,
bo h om he business sec o and academia, in unde s anding sus ainabili y applied o
human esou ce managemen , his esea ch a icle seeks o shed ligh on he e olu ion o
he concep o S-(HRM) and he s a e o he a based on he mos ep esen a i e keywo ds.
The ul ima e pu pose is o unde s and he s age o densi y o cen ali y o he concep and,
hus, o guide, iden i y, and p esen he esul s o i s e olu ion, while also un eiling u u e
lines o esea ch.
Adm. Sci. 2025,15, 39 7 o 28
3. Ma e ials and Me hods
3.1. Scien i ic Mapping and Longi udinal S udies
Bibliome ics a e used in mul iple ields o s udy and a eas o knowledge o explo e
he impac o a subjec ield, he impac o a g oup o esea che s, o he pa icula impac
o an e en ( an Raan,2005;Fe nandes e al.,2019;Díaz,2022;Valencia e al.,2023).
One o he mos widely used p ocedu es is scien i ic mapping (Noyons e al.,1999;
an Raan,2005), which p o ides isual ep esen a ions and illus a es he longi udinal
e olu ion o he in e connec ions o esea ch a icles, scien i ic ields, and au ho s, hus
building he cogni i e a chi ec u e (Small,1999;Cobo e al.,2012). Hence, in some cases,
he app oach examines co-ci a ion and keywo ds analysis, as s a ed by Ga ield (1994), o
he analysis and acking o he e olu ion o a esea ch ield o e consecu i e pe iods o
ime (Cobo e al.,2011).
(Ca uana e al.,2015) we e among he i s au ho s o use longi udinal s udies, wi h
he aim o implemen ing con inuous o pe iodic measu emen s a speci ic ime in e als
(yea s, decades, o cen u ies), in o de o con ex ualise he ex ension, decay, o impac o a
scien i ic a ea by means o moni o ing.
Di e en schemes o p olonga ion o con inui y alida e he measu emen o simila i y
measu es in di e en academic con ex s, wi h one o hese being he S abili y Index
(H-index) (Small,1999) used o measu e con inui y be ween clus e s (Cobo e al.,2011). In
academic esea ch, he H-index, in he case o longi udinal s udies, is based on analysing
di e en me hods o calcula ing s abili y, depending on he p ope ies o indi idual hemes
in di e en con iguous, consecu i e o co ela ion pe iods. Scien i ic mapping del es
deepe in o he s uc u al and dynamic aspec s o he scien i ic esea ch ield (Bö ne
e al.,2003;Fe nandes e al.,2019). A p ope analysis s a s by segmen ing i acco ding o
geog aphical a eas, esea ch cen es, uni e si ies, and esea che s, among o he s (Noyons
e al.,1999).
As men ioned, scien i ic mapping has ha nessed se e al echniques o i s cons uc ion
(Small,2006) wi h he mos widely used being documen co-ci a ion (Small,1973) and
keywo ds analysis (Callon e al.,1983). Co-ci a ion maps he s uc u e o a esea ch ield
h ough pai s o documen s ha a e commonly ci ed oge he (Coul e e al.,1998). I is
a s uc u al esea ch ool o documen analysis, acili a ing he delimi a ion o esea ch
a eas (Small,2006;He nández,2022).
In u n, Callon e al. (1991) s a e ha keywo ds analysis has been used in basic
esea ch as well as in echnological o social esea ch, in he ield o business o ganisa ion
(Rubio-And és e al.,2020), he ield o adminis a ion and economics, and he a ea o
sus ainabili y, as well as o s udy he ields ha p o ide s uc u al suppo o a web o
ne wo k, o help concep ualise i s o m and unc ion. The analysis o keywo ds allows
he indi idual s uc u e o he esea ch ield o be b oken down, subsequen ly gene a ing
he li e a y hyb id wi h di e en hemes o ields o business o ganisa ion, sus ainabili y,
echnology, and science, as e lec ed in esea ch by au ho s such as López-He e a e al.
(2010), hus a oiding he non-e olu ion o ields, disciplines, a eas and academia.
Fo he p esen esea ch, we decided o use he single-cen e algo i hm (Coul e
e al.,1998). This algo i hm is widely used in keywo d analysis, as shown in p e ious
esea ch (see Coul e e al.,1998;He,1999;López-He e a e al.,2010;Cobo e al.,2011;
Cascón-Ka chadou ian e al.,2020;Pé ez-Elizundia & Sando al,2023).
Following he li e a u e sea ch, a o al o 50,943 documen s we e ob ained om he
WoS da abase, among which alse posi i es we e ound ha could al e he e aci y o he
da a (Mo schheuse e al.,2017).
Adm. Sci. 2025,15, 39 8 o 28
The e o e, he sea ch was ede ined, and he ield o esea ch was limi ed o business
managemen , sus ainabili y sciences, business and economic managemen , and co po a e
go e nance. Finally, a o al sample o 3862 a icles was ob ained (see Figu e 2).
3.2. Da a Analysis, Visualisa ion o Sub-Pe iods and S a egy Diag ams
This ool was selec ed by he esea che s because i in eg a es algo i hms om o he
s a is ical p og ammes such as Ci eSpace48 and Vos iewe (Vega-A ce & Núñez-Ulloa,
2018;Pacheco e al.,2020), making SciMAT gene a e di e en ypes o analysis such as
s uc u al analysis. This connec s keywo ds, whe e he hema ic ne wo ks a e o med
by links and sphe es. The isualisa ion o keywo ds is p opo ional o he numbe o
sphe es and he hickness o he link be ween wo sphe es ma ks he equi alence index
(See Figu e 1).
Adm. Sci. 2025, 15, x FOR PEER REVIEW 8 o 28
This ool was selec ed by he esea che s because i in eg a es algo i hms om o he
s a is ical p og ammes such as Ci eSpace48 and Vos iewe (Vega-A ce & Núñez-Ulloa,
2018; Pacheco e al., 2020), making SciMAT gene a e di e en ypes o analysis such as s uc-
u al analysis. This connec s keywo ds, whe e he hema ic ne wo ks a e o med by links
and sphe es. The isualisa ion o keywo ds is p opo ional o he numbe o sphe es and
he hickness o he link be ween wo sphe es ma ks he equi alence index (See Figu e 1).
Figu e 1. Own p epa a ion, based on he s a egic diag am and hema ic ne wo k: sessions and page
iews (Cobo e al., 2011).
On he o he hand, he s a egic analysis o e sees con igu ing he cen ali y (ex e nal
ela ions) and densi y (in e nal cohesion ela ions) o he hema ic ne wo ks, and he dy-
namic analysis isualises he beha iou o he hema ic ne wo ks du ing he e olu ion o
he hema ic ield, and he isibili y o he hemes in speci ic quad an s. This makes he
heme disappea o appea .
When analysing he esea ch ield, we s a egically use each loca ion o he dimensions
o acili a e he quan i ica ion o he da a. Speci ically, we highligh ou quad an s. The i s ,
in he uppe igh quad an , includes he anscenden al hemes o he o ma ion o he
esea ch ield. They a e s a egically ela ed o ex e nal da a applied in closely ela ed ca e-
go ies. The second, he uppe -le quad an , is iden i ied by in e nal alue connec ions, wi h
his being he mos impo an cha ac e is ic, as he ex e nal connec ions lack ca ego ical al-
ua ion. The e o e, ex e nal da a a e conside ed as d i ing da a o he analysis o he e-
sea ch ield. The da a in his quad an a e cha ac e ised by hei g ea speci ici y. The hi d
quad an , he lowe le one, consis s o da a whose quan i ica ion is weak and isola ed.
These a e da a wi h low connec ions and cen alisa ion o he ield. Finally, he lowe - igh
quad an g oups da a ha a e o g ea ele ance o he ield. These da a a e no s a egically
quan i ied, howe e , and a e conside ed o be mo e gene al (see Figu e 1).
Thus, in acco dance wi h he abo e explana ion, SciMAT was con igu ed o gene a e
da a om he numbe o published a icles, he maximum ci a ion ecei ed, and he H-
index. O he au ho s, such as López-He e a e al. (2010); Hi sch (2005); Bo nmann and
Ma x (2012); Cab e izo e al. (2015), and San ana and Lopez-Cab ales (2019) ha e ollowed
he same app oach.
3.3. Selec ion o A icles and S eps o he De elopmen o Scien i ic Mapping
The da a expo and analysis we e pe o med in SciMAT 1.1.06 so wa e. As a i s
s ep, da a we e iden i ied om he ci a ion indexes inco po a ed in he WoS main collec-
ion. As a second s ep, he ex ac ion o he ne wo ks was gene a ed based on co-occu -
ence and he no malisa ion o he hema ic ne wo k based on he equi alence index. The
hi d s ep in ol ed he applica ion o he simple cen e algo i hm o o m he maps, ob ain
he labels o he opics, he cons uc ion o he s a egic diag ams and he analysis o he
Figu e 1. Own p epa a ion, based on he s a egic diag am and hema ic ne wo k: sessions and page
iews (Cobo e al.,2011).
On he o he hand, he s a egic analysis o e sees con igu ing he cen ali y (ex e nal
ela ions) and densi y (in e nal cohesion ela ions) o he hema ic ne wo ks, and he
dynamic analysis isualises he beha iou o he hema ic ne wo ks du ing he e olu ion
o he hema ic ield, and he isibili y o he hemes in speci ic quad an s. This makes he
heme disappea o appea .
When analysing he esea ch ield, we s a egically use each loca ion o he dimensions
o acili a e he quan i ica ion o he da a. Speci ically, we highligh ou quad an s. The
i s , in he uppe igh quad an , includes he anscenden al hemes o he o ma ion
o he esea ch ield. They a e s a egically ela ed o ex e nal da a applied in closely
ela ed ca ego ies. The second, he uppe -le quad an , is iden i ied by in e nal alue
connec ions, wi h his being he mos impo an cha ac e is ic, as he ex e nal connec ions
lack ca ego ical alua ion. The e o e, ex e nal da a a e conside ed as d i ing da a o he
analysis o he esea ch ield. The da a in his quad an a e cha ac e ised by hei g ea
speci ici y. The hi d quad an , he lowe le one, consis s o da a whose quan i ica ion
is weak and isola ed. These a e da a wi h low connec ions and cen alisa ion o he ield.
Finally, he lowe - igh quad an g oups da a ha a e o g ea ele ance o he ield. These
da a a e no s a egically quan i ied, howe e , and a e conside ed o be mo e gene al (see
Figu e 1).
Thus, in acco dance wi h he abo e explana ion, SciMAT was con igu ed o gene a e
da a om he numbe o published a icles, he maximum ci a ion ecei ed, and he
H-index. O he au ho s, such as López-He e a e al. (2010); Hi sch (2005); Bo nmann and
Ma x (2012); Cab e izo e al. (2015), and San ana and Lopez-Cab ales (2019) ha e ollowed
he same app oach.
Adm. Sci. 2025,15, 39 15 o 28
ci a ion le el and i s H-index is among hose wi h he leas impac . Howe e , i ep esen s
he beginning o he isibili y o he ield o s udy o sus ainabili y.
Adm. Sci. 2025, 15, x FOR PEER REVIEW 15 o 28
Go e nance Sus ainabili y Repo ing 13 828 63.69 11
Image 8 2084 260.5 8
Inno a ion 6 598 99.67 6
In e nal Co po a e Social Responsibili y 19 1912 100.63 18
Socially Responsible Human Resou ce Managemen 30 5549 184.97 25
In he s a egic diag am, we ind In e nal Co po a e Social Responsibili y (In-CSR) and
Socially-HRM in he quad an o basic and ans e sal opics, as hese a e he opics wi h
he highes ci a ions wi h ega d o he in e es s o his a icle, wi h a signi ican ajec o y
in he lowe - igh quad an . While In-CSR is si ua ed in a posi ion o g ea e concep ual
de elopmen , in e e ence o he CRS o he 1991–2004 sub-pe iod; Socially-HRM is in a po-
si ion o ma ginali y and weak concep ual de elopmen , e e ing o he e olu iona y ield.
Al hough he Inno a ion heme is in he lowe -le quad an (which ela es o he
de elopmen o weak, ma ginal, eme ging, o missing hemes), i akes on a mo e im-
po an ole in sub-pe iod 3, whe e i s e olu iona y de elopmen is unde s ood based on
i s connec ion wi h he sus ainable de elopmen objec i es and g een business.
The o he opics app ecia ed in his sub-pe iod, al hough impo an , a e no ele an
o he e olu ion o he esea ch ield.
(a). S a egic diag am-based documen s numbe . (b). S a egic diag am based on ci a ion numbe .
Figu e 8. S a egic diag am o he 2005–2009 subpe iod.
5.2.3. Sub-Pe iod 3
In he sub-pe iod analysed be ween he yea s 2010 and 2014 (Figu e 9), a o al o 618
a icles published in he esea ch ields desc ibed abo e can be seen. As shown in Table 5
and he s a egic diag ams in he igu e, he d i ing hemes o his ield o esea ch ep e-
sen he highes ci a ions and publica ions, along wi h he impac .
Table 5. Quan i ica ion o he hemes o he sub-pe iod 2010–2014.
Topic Name Numbe o
Documen s
Numbe o
Ci a ions
A e age Numbe o
Ci a ions H-Index
A i udes 7 453 64.71 7
Compe i i e S a egy 12 713 59.42 12
Figu e 8. S a egic diag am o he 2005–2009 subpe iod.
Fo he mos ci ed wo ds, we ha e companies (7476 ci a ions); Socially Responsible
Human Resou ce Managemen (5549, ci a ions) and In e nal Co po a e Social Responsibili y
(1912 ci a ions). Table 4de ails his in o ma ion, collec ing he mos sea ched wo ds in
he human esou ces a ea, he numbe o documen s, o al and a e age ci a ions, and he
H-index, which is why i occupies a s a egic posi ion in he sub-pe iod and in he e olu ion
o he ield.
Table 4. Quan i ica ion o he hemes o he 2005–2009 sub-pe iod.
Topic Name Numbe o
Documen s
Numbe o
Ci a ions
A e age Numbe
o Ci a ions H-Index
Companies 27 7476 276.89 21
Employees 5 552 110.4 5
Go e nance Sus ainabili y Repo ing 13 828 63.69 11
Image 8 2084 260.5 8
Inno a ion 6 598 99.67 6
In e nal Co po a e Social Responsibili y 19 1912 100.63 18
Socially Responsible Human Resou ce Managemen 30 5549 184.97 25
In he s a egic diag am, we ind In e nal Co po a e Social Responsibili y (In-CSR)
and Socially-HRM in he quad an o basic and ans e sal opics, as hese a e he opics
wi h he highes ci a ions wi h ega d o he in e es s o his a icle, wi h a signi ican
ajec o y in he lowe - igh quad an . While In-CSR is si ua ed in a posi ion o g ea e
concep ual de elopmen , in e e ence o he CRS o he 1991–2004 sub-pe iod; Socially-HRM
is in a posi ion o ma ginali y and weak concep ual de elopmen , e e ing o he
e olu iona y ield.
Adm. Sci. 2025,15, 39 16 o 28
Al hough he Inno a ion heme is in he lowe -le quad an (which ela es o he
de elopmen o weak, ma ginal, eme ging, o missing hemes), i akes on a mo e impo an
ole in sub-pe iod 3, whe e i s e olu iona y de elopmen is unde s ood based on i s
connec ion wi h he sus ainable de elopmen objec i es and g een business.
The o he opics app ecia ed in his sub-pe iod, al hough impo an , a e no ele an
o he e olu ion o he esea ch ield.
5.2.3. Sub-Pe iod 3
In he sub-pe iod analysed be ween he yea s 2010 and 2014 (Figu e 9), a o al o
618 a icles published in he esea ch ields desc ibed abo e can be seen. As shown in
Table 5and he s a egic diag ams in he igu e, he d i ing hemes o his ield o esea ch
ep esen he highes ci a ions and publica ions, along wi h he impac .
Adm. Sci. 2025, 15, x FOR PEER REVIEW 16 o 28
Co po a e Social Responsibili y 339 30,743 90.69 96
Cus ome Engagemen 7 563 80.43 7
Go e nmen 4 459 114.75 4
G een Business 21 3368 160.38 18
Ma ke 10 333 33.3 6
Resou ces 10 806 80.6 9
Sus ainable De elopmen Goals 22 3256 148 20
G een business is conside ed o be a s uc u ing opic o he esea ch ield, since he
sub-pe iod (2005–2009) is connec ed wi h inno a ion, which implies he impo ance o
managing inno a i e business p ac ices ha a e in acco dance wi h he en i onmen .
F om he bo om- igh quad an , he heme o Sus ainable De elopmen Goals (SDG)
begins o eme ge as an impo an opic o he e olu ion o he ield, bu he e is a lack o
subs an i e concep ual de elopmen in his sub-pe iod, sugges ing ha he global dy-
namics o sus ainabili y began o de elop in he con ex o compe i i e s a egies wi h he
s uc u ing o he SDGs.
(a). S a egic diag am-based documen numbe (b). S a egic diag am based on ci a ion numbe
Figu e 9. S a egic diag am o he 2010–2014 sub-pe iod.
5.3. E olu ion o he Topics in he Resea ch Field o Sus ainable Human Resou ces
Managemen S-(HRM)
This sec ion shows he hema ic e olu ion o he esea ch ield o Sus ainable Human
Resou ces Managemen om a scien i ic pe spec i e, h ough he connec ions be ween
he hemes displayed in he quad an s o each sub-pe iod.
The e olu ion o he numbe o keywo ds and he numbe o connec ions o he key-
wo ds in he sub-pe iods ha shed ligh on he e olu ion we e analysed. Also, as shown
in Tables 6 and 7 and he s a egic diag ams in he igu e, he d i ing hemes o his ield
o esea ch ep esen he highes ci a ions and publica ions, along wi h he impac .
Table 6. Quan i ica ion o he hemes o he 2015–2019 sub-pe iod.
Topic Name Numbe o
Documen s
Numbe o
Ci a ions
A e age Numbe
o Ci a ions H-Index
A i udes 9 372 41.33 9
Beha iou al In en ions 18 673 37.39 12
Figu e 9. S a egic diag am o he 2010–2014 sub-pe iod.
Table 5. Quan i ica ion o he hemes o he sub-pe iod 2010–2014.
Topic Name Numbe o
Documen s
Numbe o
Ci a ions
A e age Numbe
o Ci a ions H-Index
A i udes 7 453 64.71 7
Compe i i e S a egy 12 713 59.42 12
Co po a e Social Responsibili y 339 30,743 90.69 96
Cus ome Engagemen 7 563 80.43 7
Go e nmen 4 459 114.75 4
G een Business 21 3368 160.38 18
Ma ke 10 333 33.3 6
Resou ces 10 806 80.6 9
Sus ainable De elopmen Goals 22 3256 148 20
Adm. Sci. 2025,15, 39 17 o 28
G een business is conside ed o be a s uc u ing opic o he esea ch ield, since he
sub-pe iod (2005–2009) is connec ed wi h inno a ion, which implies he impo ance o
managing inno a i e business p ac ices ha a e in acco dance wi h he en i onmen .
F om he bo om- igh quad an , he heme o Sus ainable De elopmen Goals (SDG)
begins o eme ge as an impo an opic o he e olu ion o he ield, bu he e is a lack
o subs an i e concep ual de elopmen in his sub-pe iod, sugges ing ha he global
dynamics o sus ainabili y began o de elop in he con ex o compe i i e s a egies wi h
he s uc u ing o he SDGs.
5.3. E olu ion o he Topics in he Resea ch Field o Sus ainable Human Resou ces Managemen
S-(HRM)
This sec ion shows he hema ic e olu ion o he esea ch ield o Sus ainable Human
Resou ces Managemen om a scien i ic pe spec i e, h ough he connec ions be ween he
hemes displayed in he quad an s o each sub-pe iod.
The e olu ion o he numbe o keywo ds and he numbe o connec ions o he
keywo ds in he sub-pe iods ha shed ligh on he e olu ion we e analysed. Also, as
shown in Tables 6and 7and he s a egic diag ams in he igu e, he d i ing hemes o his
ield o esea ch ep esen he highes ci a ions and publica ions, along wi h he impac .
Table 6. Quan i ica ion o he hemes o he 2015–2019 sub-pe iod.
Topic Name Numbe o
Documen s
Numbe o
Ci a ions
A e age Numbe
o Ci a ions H-Index
A i udes 9 372 41.33 9
Beha iou al In en ions 18 673 37.39 12
Challenges 6 103 17.17 5
Compe i i e S a egy 31 2878 92.84 21
Co po a e Poli ical S a egies 5 213 42.6 4
Co po a e Social Responsibili y 600 33,749 56.25 93
Co po a e Sus ainabili y 4 129 32.25 3
Co po a e Sus ainable P ac ices 5 127 25.4 5
Cul u e 7 144 20.57 5
Global Iden i y 4 264 66 4
Managemen S anda d 4 243 60.75 3
Mul ina ional Companies 36 3330 92.5 25
Pe cep ions 23 1370 59.57 18
S akeholde P essu e 12 691 57.58 10
Sus ainable De elopmen Goals 54 2425 44.91 26
Sus ainable Human Resou ce
Managemen (SHRM) 21 1114 53.05 17
F om he e olu iona y poin o iew, he keywo ds a e no he same in each sub-pe iod,
in e ms o he seman ic con ex , no in e ms o he numbe o connec ions o numbe
o ci a ions. Consequen ly, he e olu iona y pa h o S-(HRM) is composed o di e en
wo ds and s a egic connec ions o he de elopmen o he a icles ha suppo he hemes
desc ibed in his quan i ica ion analysis, based on he con en e lec ed in each a icle. In
he s udies ca ied ou by San ana and Lopez-Cab ales (2019) and Rubio-Leal e al. (2024),
he analyses desc ibed ep esen a s a ing poin o he ield o e olu ion o S-(HRM).
Howe e , ou esea ch explo es he yea s ollowing 2019 and gene a es con ex ualisa ion
and quan i ica ion a a gene al le el and no a pa icula one, as e idenced in one o he
s udies. Thus, he esul s gene a e a mo e obus hema ic ne wo k o he sub-pe iods
be ween 2015 and 2024, ocusing on he hemes ou lined below (Figu es 10 and 11).
Adm. Sci. 2025,15, 39 18 o 28
Table 7. Quan i ica ion o he hemes o he 2020–2024 sub-pe iod.
Topic Name Numbe o
Documen s
Numbe o
Ci a ions
A e age Numbe
o Ci a ions H-Index
A i udes 4 72 18 4
Case S udy 4 30 7.5 4
Companies 23 488 21.22 12
Co po a e Social Responsibili y 1065 16,266 15.27 54
Dynamic Capabili ies 11 256 23.27 7
En i onmen al S a egy 15 309 20.6 9
Family Business 5 65 13 1
Go e nmen 8 49 6.12 4
G een-HRM 37 889 24.03 16
Inno a ion 32 376 11.75 10
In es o s 11 66 6 7
Ma ke 26 346 13.31 7
Mode a ing Role 25 220 8.8 9
Nonma ke S a egy 17 154 9.06 9
Pe cep ions 28 472 16.86 12
Pe spec i e 21 129 6.14 5
P edic ion 7 17 2.43 2
Supply Chain Pe o mance 20 158 7.9 8
Adm. Sci. 2025, 15, x FOR PEER REVIEW 18 o 28
(a). S a egic diag am based on documen numbe s. (b). S a egic diag am based on he numbe o ci a ions.
Figu e 10. S a egic diag am o he 2015–2019 sub-pe iod.
(a). S a egic diag am based on he numbe o documen s (b). S a egic diag am based on he numbe o ci a ions
Figu e 11. S a egic diag am o he 2020–2024 sub-pe iod.
The mos equen ly ep esen ed case is ha o he ph ase co po a e social esponsi-
bili y, which is displayed in all sub-pe iods. Howe e , in he sub-pe iod (2005–2010, i is
in eg a ed wi h he wo d in e nal; a e his in eg a ion, i con inues o be displayed as
co po a e social esponsibili y. In con as , he heme o Socially Responsible Human Re-
sou ces disappea s om he sub-pe iod (2005–2009) (see Figu e 12).
Figu e 10. S a egic diag am o he 2015–2019 sub-pe iod.
Adm. Sci. 2025,15, 39 19 o 28
Adm. Sci. 2025, 15, x FOR PEER REVIEW 18 o 28
(a). S a egic diag am based on documen numbe s. (b). S a egic diag am based on he numbe o ci a ions.
Figu e 10. S a egic diag am o he 2015–2019 sub-pe iod.
(a). S a egic diag am based on he numbe o documen s (b). S a egic diag am based on he numbe o ci a ions
Figu e 11. S a egic diag am o he 2020–2024 sub-pe iod.
The mos equen ly ep esen ed case is ha o he ph ase co po a e social esponsi-
bili y, which is displayed in all sub-pe iods. Howe e , in he sub-pe iod (2005–2010, i is
in eg a ed wi h he wo d in e nal; a e his in eg a ion, i con inues o be displayed as
co po a e social esponsibili y. In con as , he heme o Socially Responsible Human Re-
sou ces disappea s om he sub-pe iod (2005–2009) (see Figu e 12).
Figu e 11. S a egic diag am o he 2020–2024 sub-pe iod.
The linea pe iod analysis p esen s wo ds ha do no disappea a any ime. On he
con a y, as he sub-pe iods pass, hey gain g ea e s eng h and ele ance o he syn ax
o he e olu iona y ield. Ano he g oup o wo ds ends o disappea as he sub-pe iods
p og ess and many o he s ha e an in e mi en cons ancy.
The mos equen ly ep esen ed case is ha o he ph ase co po a e social esponsibili y,
which is displayed in all sub-pe iods. Howe e , in he sub-pe iod (2005–2010, i is
in eg a ed wi h he wo d in e nal; a e his in eg a ion, i con inues o be displayed
as co po a e social esponsibili y. In con as , he heme o Socially Responsible Human
Resou ces disappea s om he sub-pe iod (2005–2009) (see Figu e 12).
When isualising he e olu ion o S-(HRM), s a ing om he hema ic a eas and he
clus e ing o he hemes, we can see g ea seman ic cohesion ac oss he mos ep esen a i e
hemes, such as Sus ainable De elopmen Goals, compe i i e s a egy, inno a ion, g een
business, Sus ainable Human Resou ce Managemen (SHRM), and G een-HRM. These
hemes become impo an because hey a e connec ed h ough he nodes, building on a
heme om he p e ious sub-pe iod.
As demons a ed by he da a concep ualised in he ables o he di e en sub-pe iods,
se e al hemes e ol e in a con inuous and a icula ed way om sub-pe iod 1 o sub-pe iod
5. This is a key p ocess o media ing, con ex ualising, and quan i ying he scien i ic ield o
S-(HRM). I is wo h cla i ying ha , al hough he same keywo d o he heme is no e iden
in all he sub-pe iods, hese keywo ds sha e simila i ies in hei meanings. This is he
case o he ollowing keywo ds which, despi e appea ing unde di e en names, ha e he
same meaning o he e olu ion o he ield: compe i i e s a egy, business, supply chain
pe o mance; go e nance sus ainabili y epo ing, g een business, co po a e sus ainabili y,
inno a ion, co po a e sus ainable p ac ices, en i onmen al s a egy; co po a e social
esponsibili y, and in e nal co po a e social esponsibili y.
Adm. Sci. 2025,15, 39 20 o 28
Adm. Sci. 2025, 15, x FOR PEER REVIEW 19 o 28
Figu e 12. Co po a e social esponsibili y and in e nal co po a e social esponsibili y clus e ne -
wo k (sub-pe iod 1991–2004/2005–2009).
When isualising he e olu ion o S-(HRM), s a ing om he hema ic a eas and he
clus e ing o he hemes, we can see g ea seman ic cohesion ac oss he mos ep esen a-
i e hemes, such as Sus ainable De elopmen Goals, compe i i e s a egy, inno a ion,
g een business, Sus ainable Human Resou ce Managemen (SHRM), and G een-HRM.
These hemes become impo an because hey a e connec ed h ough he nodes, building
on a heme om he p e ious sub-pe iod.
As demons a ed by he da a concep ualised in he ables o he diffe en sub-pe iods,
se e al hemes e ol e in a con inuous and a icula ed way om sub-pe iod 1 o sub-pe-
iod 5. This is a key p ocess o media ing, con ex ualising, and quan i ying he scien i ic
ield o S-(HRM). I is wo h cla i ying ha , al hough he same keywo d o he heme is
no e iden in all he sub-pe iods, hese keywo ds sha e simila i ies in hei meanings.
This is he case o he ollowing keywo ds which, despi e appea ing unde diffe en
names, ha e he same meaning o he e olu ion o he ield: compe i i e s a egy, busi-
ness, supply chain pe o mance; go e nance sus ainabili y epo ing, g een business, co -
po a e sus ainabili y, inno a ion, co po a e sus ainable p ac ices, en i onmen al s a egy;
co po a e social esponsibili y, and in e nal co po a e social esponsibili y.
Meanwhile, he e olu iona y ield shows how he hema ic a ea o managemen o
socially esponsible human esou ces began o decline in he sub-pe iod 2005–2009. F om
i s loca ion in he lowe quad an , i can be deduced ha i is no o majo impo ance o
he ield, al hough as i s a s o disappea as a compac hema ic a ea, i s a s o connec
h ough he nodes o he Sus ainable De elopmen Goals’ hema ic a ea and, subse-
quen ly, o he e ol ing ield o sus ainable human esou ce managemen (SHRM) and
G een Human Resou ce Managemen (see Figu e 13).
In addi ion o he abo e, i is wo h highligh ing he way in which Co po a e-Social-
Responsibili y gene a es a signi ican inc ease du ing he isualisa ion o he sub-pe iods.
This hema ic a ea is s a egically connec ed o he Socially Responsible Human Resou ce
Managemen and Human Resou ce Managemen P ac ices hema ic a eas, gi ing ise o
he co po a e sus ainabili y and g een business hema ic a ea; we can hen make he con-
nec ion o he e olu iona y ield, as explained. I is also wo h no ing ha he inno a ion
Figu e 12. Co po a e social esponsibili y and in e nal co po a e social esponsibili y clus e ne wo k
(sub-pe iod 1991–2004/2005–2009).
Meanwhile, he e olu iona y ield shows how he hema ic a ea o managemen o
socially esponsible human esou ces began o decline in he sub-pe iod 2005–2009. F om
i s loca ion in he lowe quad an , i can be deduced ha i is no o majo impo ance o
he ield, al hough as i s a s o disappea as a compac hema ic a ea, i s a s o connec
h ough he nodes o he Sus ainable De elopmen Goals’ hema ic a ea and, subsequen ly,
o he e ol ing ield o sus ainable human esou ce managemen (SHRM) and G een
Human Resou ce Managemen (see Figu e 13).
In addi ion o he abo e, i is wo h highligh ing he way in which Co po a e-
Social-Responsibili y gene a es a signi ican inc ease du ing he isualisa ion o he
sub-pe iods. This hema ic a ea is s a egically connec ed o he Socially Responsible
Human Resou ce Managemen and Human Resou ce Managemen P ac ices hema ic
a eas, gi ing ise o he co po a e sus ainabili y and g een business hema ic a ea; we can
hen make he connec ion o he e olu iona y ield, as explained. I is also wo h no ing
ha he inno a ion hema ic a ea is a s a egic connec ion in he shi om he compe i i e
s a egy hema ic a ea o co po a e sus ainabili y and g een business. (See Figu e 14).
Consequen ly, he s a egic diag am o he sub-pe iods 2015–2019 and 2020–2024 (see
Figu es 9and 10) es ablishes he opics o majo impo ance in he s udy o S-(HRM). The
la ge he size o he ci cles, he g ea e he numbe o published documen s ela ed o he
esea ch opic, wi h he wid h o he links be ween each ci cle being p opo ional o he
equi alence index. The e o e, as Cobo e al. (2011); San ana and Lopez-Cab ales (2019)
and Gil-C uz (2024) a gue in hei esea ch, when wo wo ds ail o appea linked, hei
co-occu ence is null, and hei equi alence index is ze o. On he o he hand, when wo
wo ds always appea oge he in he same documen s, he equi alence index is uni ed, and
hence he linkage is o g ea e o lesse hickness, as shown in Figu e 11.
Adm. Sci. 2025,15, 39 21 o 28
Adm. Sci. 2025, 15, x FOR PEER REVIEW 20 o 28
hema ic a ea is a s a egic connec ion in he shi om he compe i i e s a egy hema ic
a ea o co po a e sus ainabili y and g een business. (See Figu e 14).
Figu e 13. Sus ainable De elopmen Goals clus e ne wo k; sus ainable human esou ce manage-
men and G een Human Resou ce Managemen (sub-pe iod 2010–2014/2015–2019/2020–2024).
Consequen ly, he s a egic diag am o he sub-pe iods 2015–2019 and 2020–2024 (see
Figu es 9 and 10) es ablishes he opics o majo impo ance in he s udy o S-(HRM). The
la ge he size o he ci cles, he g ea e he numbe o published documen s ela ed o he
esea ch opic, wi h he wid h o he links be ween each ci cle being p opo ional o he
equi alence index. The e o e, as Cobo e al. (2011); San ana and Lopez-Cab ales (2019)
and Gil-C uz (2024) a gue in hei esea ch, when wo wo ds ail o appea linked, hei
co-occu ence is null, and hei equi alence index is ze o. On he o he hand, when wo
wo ds always appea oge he in he same documen s, he equi alence index is uni ed,
and hence he linkage is o g ea e o lesse hickness, as shown in Figu e 11.
Figu e 13. Sus ainable De elopmen Goals clus e ne wo k; sus ainable human esou ce managemen
and G een Human Resou ce Managemen (sub-pe iod 2010–2014/2015–2019/2020–2024).
Adm. Sci. 2025, 15, x FOR PEER REVIEW 21 o 28
Figu e 14. Con ex o he diffe en hemes o he e olu iona y ield.
6. Discussion
The aim o his esea ch a icle was o con ibu e o he isualisa ion o he e olu ion
o a esea ch ield, and, al hough bo h analyses (co-ci a ion/keywo ds) a e impo an in
academic mapping, he one ha bes sui ed he needs exp essed in his pape was he
analysis o join wo ds, o keywo ds. This analysis (keywo ds) con igu ed he mos im-
po an concep s o he esea ch ield. Va ious au ho s, such as Cobo e al. (2011), ha e
epo ed his echnique o be powe ul o desc ibing and disco e ing he in e ac ions be-
ween diffe en ields in scien i ic esea ch.
A poin o conside is he inco po a ion o he H-index in o his esea ch s udy. The
analysis o he H-index allows o a be e quali y o impac o subjec a eas and hemes.
In o he wo ds, in he esul s, he H-index is used as a e e ence o assess he impac o
opics and subjec a eas.
This esea ch p og essi ely documen s he cons uc ion o S-(HRM) as a ield o
s udy in he inal sub-pe iods, 2015–2019 and 2020–2024. Unlike he esea ch ca ied ou
by San ana and Lopez-Cab ales (2019). Whe e he au ho only limi s himsel o showing,
om he published documen s, ha S-(HRM) has become a ield o s udy in i sel , ou
esea ch del es in o he cons uc ion o his new ield o esea ch, s a ing wi h he g ad-
ual consolida ion o he s a egic diag ams, whe e he mos p edominan links and he
mos cohe en hemes be ween hem a e made isible. Howe e , S-(HRM), as a new ield
o esea ch in he discipline o human esou ces, mus build on his esea ch ha cemen s
he ounda ions o he concep ualisa ion, in o de no o dig ess and, ins ead, o deepen
solid academic deba es. Resea che s such as San ana and Lopez-Cab ales (2019) and K a-
ma (2014) desc ibe S-(HRM) as an eme ging pa adigm, whe e academia mus p o ide
ools o he business communi y, o he unde s anding o he diffe ence in his new ield
in e ms o human esou ce managemen .
Gue ci e al. (2016), Aus e al. (2020) and Rimaldi e al. (2024) discuss S-(HRM) as a
sub- heme ha is now mo e de eloped and has i s pilla s in human esou ce manage-
men . Al hough he speci ic issues add essed by S-(HRM) and i s commi men o social,
economic and en i onmen al ac ions ha e al eady been del ed in o, he impo ance o
issues o majo
impo ance o he
e olu iona y ield
connec ion
Figu e 14. Con ex o he di e en hemes o he e olu iona y ield.
Adm. Sci. 2025,15, 39 22 o 28
6. Discussion
The aim o his esea ch a icle was o con ibu e o he isualisa ion o he e olu ion
o a esea ch ield, and, al hough bo h analyses (co-ci a ion/keywo ds) a e impo an
in academic mapping, he one ha bes sui ed he needs exp essed in his pape was
he analysis o join wo ds, o keywo ds. This analysis (keywo ds) con igu ed he mos
impo an concep s o he esea ch ield. Va ious au ho s, such as Cobo e al. (2011), ha e
epo ed his echnique o be powe ul o desc ibing and disco e ing he in e ac ions
be ween di e en ields in scien i ic esea ch.
A poin o conside is he inco po a ion o he H-index in o his esea ch s udy. The
analysis o he H-index allows o a be e quali y o impac o subjec a eas and hemes. In
o he wo ds, in he esul s, he H-index is used as a e e ence o assess he impac o opics
and subjec a eas.
This esea ch p og essi ely documen s he cons uc ion o S-(HRM) as a ield o s udy in
he inal sub-pe iods, 2015–2019 and 2020–2024. Unlike he esea ch ca ied ou by San ana
and Lopez-Cab ales (2019). Whe e he au ho only limi s himsel o showing, om he
published documen s, ha S-(HRM) has become a ield o s udy in i sel , ou esea ch del es
in o he cons uc ion o his new ield o esea ch, s a ing wi h he g adual consolida ion
o he s a egic diag ams, whe e he mos p edominan links and he mos cohe en hemes
be ween hem a e made isible. Howe e , S-(HRM), as a new ield o esea ch in he
discipline o human esou ces, mus build on his esea ch ha cemen s he ounda ions
o he concep ualisa ion, in o de no o dig ess and, ins ead, o deepen solid academic deba es.
Resea che s such as San ana and Lopez-Cab ales (2019) and K ama (2014) desc ibe S-(HRM)
as an eme ging pa adigm, whe e academia mus p o ide ools o he business communi y, o
he unde s anding o he di e ence in his new ield in e ms o human esou ce managemen .
Gue ci e al. (2016), Aus e al. (2020) and Rimaldi e al. (2024) discuss S-(HRM) as a
sub- heme ha is now mo e de eloped and has i s pilla s in human esou ce managemen .
Al hough he speci ic issues add essed by S-(HRM) and i s commi men o social, economic
and en i onmen al ac ions ha e al eady been del ed in o, he impo ance o hese
objec i es, including aining om speci ic p ac ices in he in eg a ion o sus ainabili y and
human esou ces in di e en business ma ke s, should no be o e looked.
I is wo h highligh ing ha he e olu iona y ield desc ibed in his esea ch se es as
a p ac ical con ibu ion by aising awa eness o he sus ainable p ac ices ha ha e been
ci ed by di e en au ho s in hei ecen esea ch Indipa ambil (2019); Toca To es (2022);
Faisal (2023b); Rubio-Leal e al. (2024). We ha e con ex ualised hese in Table 8 o se e
as a basic guide o he business wo ld ha wishes o implemen sus ainabili y plans and
policies in hei o ganisa ions.
Table 8. Di e en ia ion be ween he adi ional and he sus ainable axis.
T adi ional Axis Sus ainable Axis
Ac ion The company and s akeholde s The company, s akeholde s, employees, socie y as a whole,
he plane , and ecosys ems
Time Sho o medium e m Medium o long e m
Impo ance Business g ow h and p o i abili y G ow h, e olu ion and de elopmen o he company,
species and he plane in bene i s and egene a ion.
Indica o s E ec i eness, e iciency E ec i eness, e iciency, posi i e impac
App oach Tac ical/ope a ional S a egic and collabo a i e app oach
Goal Achie emen o gene al and speci ic
objec i es
Objec i es, cen alised objec i es, and pu pose o he
common good
Scope Depends on business alues In eg a ion o business and common alues
Adm. Sci. 2025,15, 39 23 o 28
Thus, his esea ch has yielded signi ican , o iginal, and e ec i e esul s, h ough
he e i ica ion and subs an ia ion demons a ed in each sub-pe iod. Gene ally speaking,
i is he e o e necessa y o men ion he s ong co ela ion be ween he opics wi h high
cen ali y (d i ing and speci ic opics) and he numbe o ci a ions o each o hem, as
shown by he s a egic diag ams o each sub-pe iod. Ou esea ch can he e o e be used
as a guide o esea ch ha wishes o eplica e his knowledge o o he ields o esea ch,
using he ool es ablished in his quan i ica ion analysis.
7. Conclusions
The p esen esea ch collec s he basic hemes o esponsible human esou ce
managemen , gene a ing aceabili y o sus ainable human esou ce managemen in he
pe iod 1991–2024 and dis inguishing be ween i e sub-pe iods (1991–2004, sub-pe iod 1;
2005–2009, sub-pe iod 2; 2010–2014, sub-pe iod 3; 2015–2029, sub-pe iod 4; and 2020–2024,
sub-pe iod 5).
Th ough he combina ion o di e en quan i a i e ools, an e olu iona y and s uc u al
analysis o he esea ch ield was ca ied ou , connec ing keywo ds and hei hema ic a eas.
The a icles published in he Web o Science (WoS) da abase we e analysed using he e ms
explained in he me hodology and he inclusion and exclusion c i e ia es ablished, in o de
o c ea e a signi ican g oss sample and g ea e e aci y in he quali y o he selec ed a icles.
A he same ime, his esea ch wo k aimed o show how he di e en hemes ha
make up he new ield o s udy o S-(HRM) ha e been used, seeking o con ibu e o a be e
unde s anding o i s de elopmen and beha iou o e ime. The main objec i e o he
esea ch was no o p opose a new concep o S-(HRM), bu o ca ego ise he speci ici ies
h ough he links o eseen in he di e en igu es and he e olu iona y beha iou in he
s a egic diag ams. Fo his eason, he me hodology adop ed was an e olu iona y ield.
This ollowed om he esul s ha he hemes desc ibed in each sub-pe iod p esen a
g ea e o lesse index o equi alence wi h he S-(HRM), wi h he las wo sub-pe iods
(2015–2019; 2020–2024) being hose wi h he g ea es speci ici y and he g ea es connec ions
wi h he isible hemes. Thus, he a icle helps o ill he gap desc ibed in he li e a u e
and o de e mine he cu en s a e o he a o S-(HRM) and i s p edominan hemes,
highligh ing he impo ance o ha ing g ea e anspa ency in he meanings, scopes, and
hemes ha a e al eady much mo e de eloped.
The e o e, we highligh he inding ha , in he la e sub-pe iods, he ci a ion equency
and impac a e high, due o he inc ease in keywo ds ha connec mos ly wi h he
e olu iona y ield. The e olu iona y beha iou o S-(HRM) is inc easing, while he
beha iou o Socially-HRM is dec easing.
Fu he mo e, we obse e ha in he las wo sub-pe iods (2015–2019; 2020–2024) he
S-(HRM) and G een-HRM hema ic a eas eme ge as he main d i ing hemes and, hus,
he highes de elopmen o he e olu iona y ield. I is wo h no ing ha he concep o
esponsible human esou ce managemen has been e ol ing owa ds sus ainable human
esou ce managemen in ecen yea s, and as a esul , we can ind an inc easing numbe o
pape s add essing his opic. The shi in dimensions om mo e esponsible managemen
o mo e sus ainable managemen is e iden .
The Sus ainable De elopmen Goals ha e a posi i e, ele an and impo an impac
on his esea ch due o hei e olu iona y beha iou in he s a egic diag ams and in
he connec ions de i ed om hei app oach in science, a e hei p esen a ion a he
70 h Gene al Assembly o he Sus ainable De elopmen Summi in Sep embe 2015. Tha
is o say ha , be o e he SDGs, he a icles analysed con ex ualised en i onmen al and
sus ainable business p ac ices; while, ollowing he SDGs, he s udy o Sus ainable Human
Resou ce Managemen began o exhibi g ea e academic igou .
Adm. Sci. 2025,15, 39 24 o 28
8. Limi a ions o he S udy and Fu u e Lines o Resea ch
Al hough his esea ch ad ances he unde s anding and con ex ualiza ion o he
e olu iona y ield o S-(HRM), i also has some limi a ions. One o hem is ha esea ch in
his ield con inues o be limi ed wi h li le speci ic con ex , which means ha he sea ch is
expanded o o he opics and, hus, i is possible o isualise he simila i ies in he ela ed
opics, as demons a ed in he Resul s sec ion.
One o he main limi a ions o his esea ch is ha only WoS was used as he da abase
o he collec ion o he inal sample. Howe e , in deciding on his single da abase as he
ins umen o he aw ma e ial, we conside ed WoS o be he da abase ha bes ep esen s
he a icles published in he ield o s udy unde in es iga ion.
As o u u e lines o esea ch, i would be in e es ing o explo e S-(HRM) as a unique
cons uc , which is c ucial o companies ha a e aiming o achie e sus ainabili y, since,
wi hou he suppo o hei wo ke s, his would be un iable.
Bo h manage s and employees a e undamen al pilla s o he implemen a ion o a
business s a egy. Hence, as a line o u u e esea ch, g ea e con ex should be p o ided
wi h ega d o he ene gising and ca alysing ole o sus ainable de elopmen objec i es,
analysing business pe cep ions o sus ainable de elopmen , om heo e ical ounda ions
and he selec ion o a iables ha in eg a e co ela ions o impac and alue.
Addi ionally, we conside ha his s udy is ele an o use as a guide in esea ch
ha wishes o eplica e his knowledge in o he ields o esea ch, h ough he ool and he
di e en analyses de eloped in a concep ual, s a egic and quan i ied way.
Au ho Con ibu ions: Concep ualisa ion, C.G.-G. and E.D.R.-G.; Da a cu a ion, S.G.-B.; Fo mal
analysis, S.G.-B.; Resea ch, C.G.-G., M.R.-A. and S.G.-B.; Me hodology, C.G.-G. and M.R.-A.; P ojec
managemen , S.G.-B.; Resou ces, S.G.-B.; So wa e, C.G.-G. and M.R.-A.; Supe ision, E.D.R.-G.,
S.G.-B.; Valida ion, E.D.R.-G. and S.G.-B.; Visualisa ion, C.G.-G.; D a ing—o iginal d a , C.G.-G.
and M.R.-A.; D a ing, e ision and edi ing, M.R.-A., E.D.R.-G. and S.G.-B. All au ho s ha e ead and
ag eed o he published e sion o he manusc ip .
Funding: This wo k was no suppo ed by ex e nal unding.
Ins i u ional Re iew Boa d S a emen : This s a emen is no applicable o his esea ch as he e
we e no ques ionnai es in ol ed and he s udy did no in ol e humans o animals.
In o med Consen S a emen : In o med consen is no equi ed o his esea ch because no da a
om human subjec s will be used.
Da a A ailabili y S a emen : The da a analysed in his esea ch we e ex ac ed om he Web o
Science da abase.
Con lic s o In e es : The au ho s decla e ha hey ha e no con lic s o in e es .
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