From Green Human Resource Management to Sustainability: Examining Direct and Configurational Mechanisms Through the Componential Theory of Creativity and Psychological Safety

ABSTRACT Amid growing global environmental concerns, organisations face increasing pressure to adopt sustainable practices. While green human resource management (GHRM) has been shown to improve environmental outcomes, the underlying psychological mechanisms—particularly employee creativity, innovation commitment and psychological safety—remain underexplored, especially in developing economies. This study investigates how GHRM practices influence organisational sustainability, mediated by employee creativity behaviour (ECB) and employee innovation commitment (EIC) and moderated by psychological safety. Drawing on the componential theory of creativity (CTC), data from 282 employees in Djiboutian SMEs were analysed using structural equation modelling (PLS‐SEM) and fuzzy‐set qualitative comparative analysis (fsQCA). Results reveal that both ECB and EIC partially mediate the GHRM–sustainability relationship, while psychological safety strengthens the ECB–sustainability link but not EIC's. FsQCA identifies four distinct configurations for higher organisational sustainability. Practically, the study offers targeted strategies for SMEs to embed sustainability in HRM systems and cultures. Theoretically, it expands GHRM and creativity literature by contextualising innovation within environmentally challenged economies.