Conceptual framework for human resource management (HRM) at energy enterprises during green transformation

The green transformation of energy enterprises has become a critical component of global sustainability transitions, requiring organizations to adapt not only technologically but also strategically, institutionally, and socially.While existing research has extensively examined technological, economic, and regulatory aspects of energy transition, the role of human resource management (HRM) remains fragmented across multiple theoretical traditions.The aim of this article is to develop an integrated conceptual framework for HRM at energy enterprises during green transformation.The study employs a conceptual research design based on a systematic review and synthesis of scientific literature in the fields of institutional theory, socio-technical transition studies, strategic management, organizational capabilities, and Sustainable and Green Human Resource Management (HRM).The analysis demonstrates that green transformation should be understood as a multidimensional and context-dependent process shaped by the interaction of external sustainability-related pressures, organizational adaptation mechanisms, and workforce-related transformation processes.The findings suggest that HRM functions not merely as an administrative support activity but as a strategic organizational capability that enables workforce transformation, organizational learning, employee engagement, sustainability-oriented leadership, and the development of green competencies.Based on the cross-paradigm synthesis, an integrated conceptual framework is proposed that explains how external institutional and socio-technical drivers influence transformation outcomes through organizational mediators and HRM mechanisms.The framework provides a theoretical foundation for future empirical research and practical analysis of HRM contributions to sustainability-oriented transformation in the energy sector.