<![CDATA[Purpose: This study examines the influence of Green Human Resource Management (GHRM) practices and green work–life balance on Corporate Sustainability Performance (CSP), with green innovation and organizational culture as mediating mechanisms. Methodology: An explanatory sequential embedded mixed-methods design (QUAN→QUAL) was used. Quantitative data were collected from 206 employees of automotive manufacturing companies in Greater Jakarta, followed by in-depth interviews with eight informants to provide qualitative insights into the quantitative results. Results: GHRM practices drive green innovation and organizational culture, which enhance corporate sustainability performance, whereas GHRM has no direct effect on CSP. Green work–life balance has a limited effect on CSP and does not significantly influence green innovation or organizational culture. Conclusions: Sustainability performance requires the integration of GHRM with organizational culture and green innovation. Green work–life balance should also be more closely aligned with organizational sustainability and innovation objectives. Limitations: This research was conducted in automotive companies in the Jabodetabek area. Contributions: This study extends the Resource-Based View (RBV) and Ability–Motivation–Opportunity (AMO) framework by demonstrating how green innovation and organizational culture mediate the relationship between Green Human Resource Management and corporate sustainability performance.]]>
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