Leveraging HR Analytics Capability for Sustainable Supply Chains: The Roles of Green HRM, AI‐Driven Capabilities and Resource Commitment

Abstract

Among many firms in emerging economies, investments in HR analytics promise strategic insight yet often fail to translate into measurable sustainability gains. This study theorises and tests how HR analytics capability drives supply chain sustainability through the strategic enactment of Green HRM (GHRM). Drawing on dynamic capability theory and socio‐technical systems theory, we propose that HR analytics capability indirectly enhances supply chain sustainability by enabling firms to design and implement data‐informed GHRM strategies that align workforce practices with environmental objectives. We further argue that this indirect effect is contingent on two distinct enabling conditions: AI‐driven capability, which strengthens the translation of HR analytics capability into GHRM strategy, and organisational resource commitment, which strengthens the translation of GHRM strategy into sustainable supply chain outcomes. Using two‐wave survey data from 248 owner‐managers and managers of manufacturing SMEs in Ghana, we find support for the mediated relationship between HR analytics capability and supply chain sustainability through GHRM strategy, together with significant first‐stage moderation by AI‐driven capability and second‐stage moderation by organisational resource commitment. The findings advance theory by clarifying the micro foundations through which analytical capabilities shape sustainability performance and by identifying the boundary conditions under which such capabilities yield strategic environmental returns in resource‐constrained contexts.