<![CDATA[Purpose – This study examines the relationships between Green Human Resource Management (GHRM), Green Transformational Leadership (GTL), and Organizational Resilience (OR) through Green Organizational Culture (GOC), while testing Environmental Values (EV) as a boundary condition. The study integrates the Resource-Based View (RBV) and Ability–Motivation–Opportunity (AMO) framework. Design/methodology/approach – A quantitative explanatory cross-sectional design was employed using data from 270 full-time employees in Indonesian textile manufacturing organizations. Respondents were selected through purposive sampling, and the data were analyzed using Partial Least Squares Structural Equation Modelling (PLS-SEM) with 5,000 bootstrap subsamples. Findings – GHRM has no significant direct effect on OR but significantly influences OR indirectly through GOC. GTL strongly predicts GOC and also has a significant indirect effect on OR through GOC, while its direct effect on OR is not significant at the conventional two-tailed 5% level. EV has the strongest positive direct effect on OR, whereas the EV × GOC interaction is significantly negative, indicating that higher environmental values weaken the positive relationship between GOC and OR. Originality/Value – This study integrates RBV and AMO by positioning GHRM and GTL as resource- and motivation-enhancing practices, GOC as the organizational conversion mechanism, and OR as the resulting adaptive capability. The findings highlight the central role of GOC in translating green management practices into organizational resilience in Indonesian textile manufacturing.]]>
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