INTRODUCTION:

Pharmaceutical is one of the fast-growing sectors in Bangladesh with a 15% growth rate per annum and deep penetration in global markets ¹. The sector supplies over 97% of domestic pharmaceutical requirements and is boosting exports to over 150 countries, and it is a significant contributor to the economy of the country ^2,3. Nevertheless, despite this stupendous increase, innovation continues to be an important challenge owing to skill shortages, rigid organizational structures, and varying cultures of the workplace ^4-6. Because sustainable HRM practices have been linked with increased employee engagement, knowledge sharing, and innovation problem-solving⁷, it becomes crucial to examine their role in facilitating innovative behavior in the pharmaceutical industry in Bangladesh.

Moreover, rising globalization and technological developments have caused businesses to face fierce competition in both domestic and international markets, which has fast changed organizational structures, workplace environments, and human resource practices^8-10.These dynamic changes have made employee innovative behavior (EIB), which is generally acknowledged as a major determinant of organizational sustainability, performance, and competitive advantage, hence employees are the company's most valuable asset and the driving force behind its success^11-13. Particularly in knowledge-intensive sectors like pharmaceuticals, companies depend more and more on sustainable human resource management (SHRM) practices to improve workforce creativity and adaptability in response to changing market needs ¹⁴. In addition, in a world of ever-changing expectations, businesses must account for the way they impact the people and ecosystems where they operate ^15,16. Thus, to ensure compliance with legal criteria, satisfy stakeholder expectations, and improve employer branding, SHRM combines environmental and social responsibility into HRM strategies which is also a demand of neoteric organization^9,17. Businesses who successfully apply SHRM see better work engagement, enhanced employee resilience, and improved financial performance^{14, 18}. Research also shows that workplace innovation is much fostered by HRM sustainability practices including knowledge-sharing, talent retention, and skill development^{19, 20}. Although SHRM is becoming more and more important as a strategic enabler of employee innovation and building employee trust, most current research mostly highlight manufacturing and technology sectors, so creating a knowledge vacuum about its importance in service-driven, research-intensive sectors including pharmaceuticals²¹. One major player in the worldwide healthcare system, the pharmaceutical sector depends on innovation and ongoing research and development (R&D). Fostering an innovative workforce depends on a strong alignment between sustainability-oriented HRM practices and organizational culture ²². Moreover, studies show that HRM sustainability enhances employee creativity and organizational resilience, the fundamental processes—including the moderating function of organizational culture—remain inadequately investigated ^23-24.

In addition, previous research has thoroughly analyzed direct linkages of HRM sustainability, innovation, and organizational and environmental sustainability^25,26. Scholars also identify the influence of organizational culture on employee behavior, employees' performance, and sustainability initiatives^27,28. Nevertheless, their interaction, that is, the organizational culture's moderating role in the SHRM-innovative behavior link, remains under-studied, especially in the pharmaceutical sector of Bangladesh^{29, 30}. This gap in the literature needs to be filled because organizations that pursue long-term success must develop HRM systems that include sustainability initiatives and workplace cultures that foster innovation ³¹.

The subsequent organization of this paper is as follows. Section 2 explains the research methodology used for data analysis and collection. Section 3 illustrates the research findings, followed by a discussion in Section 4. The research is concluded with an exploration into implications, limitations, and possible areas for future study. Literature has extensively examined SHRM's role in organizational performance, employee engagement, and environmental sustainability¹². Literature stresses that SHRM entails green HRM, socially responsible HRM, and sustainable talent management to develop an efficient and innovative workforce¹⁸. Furthermore, studies indicate that organizations that prioritize sustainable human resource management (HRM) benefit from enhanced employee retention, creativity, and general productivity²⁰. Nevertheless, there remains a notable deficiency in comprehending the direct correlation between strategic human resource management (SHRM) and employee innovative behavior within the pharmaceutical industry, especially in developing markets such as Bangladesh.

Literature has extensively examined the role of SHRM in organizational performance, employee motivation, and environmental friendliness¹². Previous studies highlight that SHRM entails green HRM, social responsibility HRM, and sustainable talent management in developing an efficient and innovative workforce¹⁸. Moreover, research reveals that organizations with an emphasis on sustainable HRM experience heightened staff retention, innovation, and overall productivity ²⁰. Despite this, there exists a broad chasm in achieving the direct connection between SHRM and employee innovative behavior in the pharmaceutical sector, particularly in developing economies like Bangladesh. SHRM combines environmental and social responsibility with human resource management practices for ensuring long-term organizational sustainability⁹. Literature shows that SHRM practices, such as green HRM, talent management and retention, and employee well-being, significantly influence innovation and productivity ¹² highlights the bi-directional benefits of SHRM, referring to its role in employee growth and knowledge creation. Organizations in the world that adopt SHRM enjoy increased workforce stability and dedication³². Organizational sustainability enables firms to address the needs of the market while maintaining long-term economic, social, and environmental sustainability³³. The literature suggests HRM sustainability practices like skills development, employee engagement, and corporate responsibility enable organizational longevity^23,34 identifies institutional drivers of sustainability adoption, with³⁵ emphasizing the role of corporate governance for sustainability disclosures. Environmental sustainability in HRM aims for the reduction of waste, adoption of green programs, and promotion of environmentally responsible business practices²². Companies using environmental sustainability approaches stimulate an organizational culture of innovation as well as sustainable work behaviors³⁶. Green HR practices have also been perceived to assist in the implementation of employee-driven environmental innovation³⁷. Again, Employee creativity is essential to the success of the company. Research shows that HRM procedures affect workers' capacity for innovation and creativity²⁹. Innovative behavior entails idea generation, promotion, and implementation, all of which are supported by HR policies that encourage them³⁸. Hence, innovative behavior is associated with engagement, job satisfaction, and overall company performance.

Since all transitional components, including organization culture, structure, and technology, should always be evaluated simultaneously³⁹, employee engagement, behavior, and creativity are all strongly impacted by organizational culture. Knowledge exchange, cooperation, and flexibility are all encouraged by a strong culture²⁴. According to research, organizational culture affects how employees react to sustainability initiatives and moderates HRM effectiveness²⁸. Furthermore, creative performance is improved in companies with flexible cultures²⁷. Additionally, it is acknowledged that organizational culture is a significant moderating factor that can either improve or impair SHRM's ability to foster innovation. Prior research suggests that a supportive and innovation-driven culture fosters knowledge-sharing and creative problem-solving among employees ⁴⁰. However, there are still few studies looking at whether organizational culture influences the relationship between SHRM and innovative behavior, especially in Bangladeshi pharmaceutical companies.

To address this gap, the present study investigates the following research question-

Question 1: Is there any relationship between organizational sustainability and employee innovative behavior?

Question 2: Is there any relationship between environmental sustainability and employee innovative behavior?

Question 3: Does organizational culture moderate the relationship between organizational sustainability and employee innovative behavior?

Question 4: Does organizational culture moderate the relationship between environmental sustainability and employee innovative behavior?

By following a quantitative study design, this study collects and analyzes empirical data from employees of leading Bangladeshi pharmaceutical firms to test the impact of SHRM on employee innovation and ascertain how organizational culture mediates the relationship. This chapter consolidates relevant theoretical models and literature supporting the hypotheses of the study.

The contributions of this study are threefold. First, by investigating the interplay between SHRM, innovative behavior, and organizational culture, this research provides real-world implications for pharmaceutical firms intending to enhance innovation-driven sustainability strategy. Second, the study contributes to the literature by validating the moderating effect of organizational culture, which can assist HR practitioners in tailoring policies to foster both sustainability and creativity. Third, the results add to the general discussion on sustainable business practices, providing implications for policymakers, business executives, and researchers attempting to combine HR sustainability and organizational innovation. In addition to providing useful insights for pharmaceutical companies to create HR strategies that promote long-term growth, this study fills a research gap and adds to the expanding body of knowledge on sustainable HRM and innovation. The results will be useful to HR professionals, legislators, and corporate executives in comprehending the complex relationships among innovation, organizational culture, and HRM practices in Bangladesh's pharmaceutical industry.

Since there are many studies that examine SHRM, sustainability, and innovation, little is known about how organizational culture influences employee innovation in SHRM, especially in Bangladesh's pharmaceutical industry. In order to maximize employee innovation and create HR policies that are in line with cultural dynamics, this gap must be closed. This study aims to close this disparity hence the primary aim is to examine how SHRM practices affect creative employee behavior in Bangladesh's pharmaceutical sector while also looking at how organizational culture may act as a moderator. The specific goals are to evaluate the relationship between employee innovative behavior and organizational sustainability (a component of SHRM), investigate the relationship between environmental sustainability and employee innovative behavior, ascertain the moderating influence of organizational culture on the relationship between organizational sustainability and employee innovative behavior, and assess the moderating effect of organizational culture on the relationship between environmental sustainability and employee innovative behavior keeping in consideration that different organizations use different HR management technologies⁴¹. Moreover, this study is based on Bandura's self-efficacy theory, which contends that people's motivation and behavior are influenced by their perceptions of their own performance⁴². When given ongoing HRM support, employees with high self-efficacy are more likely to take part in innovative activities. Organizational culture is the moderating variable, employee innovative behavior is the dependent variable, and SHRM is the independent variable in the conceptual framework.

Tentative conceptual model:

The following conceptual framework has been developed for this study to demonstrate the link between employee innovative behaviour (dependent variable) and sustainable human resource management (independent variable), with organisational culture acting as a moderating factor.

Figure 1: Conceptual Framework

MATERIALS AND METHOD:

Since pharmacist are the key contributors in the production and quality control⁴³. The study targeted them to collect primary data. Through the secondary sources of data, hypotheses were developed and conceptual frameworks were adapted further tested empirically. Based on the company's popularity and the enumerators' convenience, five pharmaceutical businesses were selected to gather data from Bangladesh's 271 registered allopathic medication producing enterprises ⁴⁴. Hence, Square Pharmaceuticals Limited, Navana Pharmaceuticals Limited, The IBN SINA Pharmaceutical limited, Beximco Pharma, ACI Pharmaceuticals Limited were selected⁴⁵.

A self-administrative survey was made through both online and offline where the respondents were eligible to response the questionnaire having one year or above of working experience within the industry. Thus, the real population size was unknown and considered as population who are employed in the pharmaceuticals organization above one year of work experience. Determining the sample size, G*Power version 3.1.9.7. was applied with the effect size f² = 0.15, alpha err prob = 0.05, power (1-bita err prob) = 0.95 and number of predictors = 4. The result came with the number of minimum samples 129. Apart from that, there are another formula, that is, for each parameter, take at least five observations. So, the sample size is 22*5= 110⁴⁶. However, the estimated value of statistical parameters is more accurate when the sample size is large⁴⁷. Therefore, a number of 129 respondents were seemed adequate for this study. Primarily, 200 questionnaires were sent, 160 among them were received and excluded by incomplete information along with absence of minimum experience criteria. Finally, the minimum adequacy number 129 were taken into account for the subsequent study. Among the respondents, 71.3% male included and the rest were female. In terms of experience counting, 22.48% was over five year or more category, 42.63% was between three to five years category, 34.88% was between one to three years range.

The aforementioned research instrument ‘questionnaire’ consisted by three segments excluding the demographic data section were including independent variables, dependent variables and moderating variables. Exercising 5-point rating scale (Likert scale) all the items were measured where employed items for each variable were adapted from past studies. However, the independent variables organizational sustainability was measured using the items adapted from (Thapayom D., 2021) and Environmental sustainability was measured using the items adapted from^48-50. The dependent variables employee innovative behavior was adapted by³³. Lastly, for measuring moderating variable measuring organizational culture, 5 items were adapted from paper developed by ^{52, 53}.

The gathered data has been subjected to inferential analysis therein structural equation modelling (using smart PLS4) and measurement modelling were utilized to analyses the data. In addition, the famous bootstrapping technique was applied to produce 3000 resamples to give insightful information about the worth of path coefficients, defined relationships, and model loadings. Moreover, multicollinearity, causality, data normality test, and common method bias (CMB) were tested to amplify the outcome.

Data Normality and Common Method Bias Test:

Skewness and Kurtosis values should be discovered to determine whether or not data is regularly distributed. If the value falls between -3 and +3, the data is regularly distributed ⁵⁴. All of the objects' values ranged from -3 to +3. So, the research data has a normal distribution.

In addition, when the independent and dependent variables in a study are measured using the same procedure, common method bias (CMB) may occur ⁵⁵. A study has common method bias when a single component accounts for more than 50% of the overall variance. Therefore, it should be less than 50% ⁵⁶.

Total variance in this study extracted by one factor was 36.981% which was less than the suggested threshold of 50% hence there was no evidence of common method bias

Reliability and Validity:

Convergent and discriminant validity were measured to analyze the validity of constructs. According to ⁵⁷ Cronbach’s alpha was used to assess the reliability of the questionnaire. Cronbach alpha (CA) scores in the range of 0.60 to 0.70 are considered appropriate; in more advanced stages, the cut-off value must be more than 0.70. However, a value of greater than 0.90 is also unfavorable and a score of 0.95 or above is not acceptable either. The outer loadings value should be higher than 0.70. Convergent validity means to the evaluation of the level of agreement between several signs for the same concept in terms of correlation. The indicator's factor loading, composite reliability (CR), and average variance extracted (AVE) must all be taken into account in order to demonstrate convergent validity. The value lies between 0 and 1. For convergent validity, the AVE value must be more than 0.50 ⁵⁷. As the some items loading was lower than its cut-off value, that’s why it had to be deleted those items (ES1, OC4, EIB1) to make the data set reliable⁵⁸. According to the data shown in Table 6 the study’s tools has excellent reliability and validity. Convergent validity was assessed using the AVE method; all values are more than 0.5, indicating strong validity. Additionally, the findings indicate that the Cronbach's alpha and composite reliability values beyond the suitable the minimal threshold of 0.7. All of these test results indicate strong validity and reliability.

Table 1: Composite reliability, Cronbach’s alpha, AVE

	Cronbach’s alpha	Composite reliability (rho_a)	Composite reliability (rho_c)	Average variance extracted (AVE)
EIB	0.772	0.782	0.854	0.594
ES	0.778	0.778	0.858	0.602
OC	0.782	0.794	0.858	0.601
OS	0.847	0.856	0.891	0.622

Source: Primary data

The level to which the constructs in the research study, truly vary from one another is known as discriminant validity. This also measures how different the crossing over constructs is from one another. The Heterotrait-Monotrait (HTMT) ratio of correlation, the Fornell & Larcker criteria, and the cross-loading of the indicator may all be used to assess the discriminant validity. When HTMT levels are near to 1, discriminant validity is absent. Comparing the HTMT to a preset threshold is part of using it as a criterion. If the HTMT number exceeds this cutoff, one can draw the following conclusions: that discriminant validity is absent. Certain writers recommend a cutoff point of 0.85⁵⁷. The Table: 1 and Table: 2 is displayed the result of this study.

Table 2: Hetarotrait-monotrait ratio (HTMT)

	EIB	ES	OC	OS	OC*ES	OC*OS
EIB
ES	0.829
OC	0.588	0.363
OS	0.721	0.821	0.417
OC*ES	0.084	0.123	0.158	0.070
OC*OS	0.039	0.074	0.064	0.206	0.650

Source: Primary data

Table 3: Fornell-Larcker criterion

	EIB	ES	OC	OS
EIB	0.770
ES	0.654	0.776
OC	0.472	0.288	0.776
OS	0.589	0.673	0.393	0.788

Source: Primary data

By reviewing the reliability and validity tests, it can be concluded that the research data is reliable because all of the values ranged within the cut-off values.

RESULTS AND DISCUSSIONS:

The hypothesis was computed using bootstrapping and evaluated using Smart PLS4. Here, the test type was a two-tailed test with a significance level of.05. The confidence interval method used the percentile bootstrap.

Assessments at the measurement, structural, and general levels were carried out in order to investigate the structural model fitness. The model fitness was evaluated using the partial least squares method and a range of criteria, such as the coefficients of the t-statistic significant values. If the value of such a coefficient is higher than 1.96, it may be verified at a 95% confidence level. The coefficients with critical values greater than 1.96 were found to be significant, as verified by the criteria findings⁵⁹.

The results show that employee innovative behavior and organizational sustainability were significantly related. The t-statistics value of 2.098 for this association indicated that the first hypothesis was supported. The resulting t-statistics value for this relation was 5.452, which supported the second hypothesis, which states that there is a substantial relationship between employee innovative behavior and environmental sustainability. The third hypothesis, according to which organizational culture influences the connection between employee innovative behavior and organizational sustainability, was not supported by the t-statistics' value of 0.622, which was less than 1.96. The t-statistic of 0.295, which was less than 1.96, also led to the rejection of the fourth hypothesis, which held that organizational culture moderates the association between employee innovative behavior and environmental sustainability.

P values have to be less than 0.05 at the 95% significant level of significance ^[60]. The association between organizational sustainability and employee inventive behavior was shown to have a p value of 0.036, which is less than 0.05, in Figure 4, supporting the first hypothesis. Like the first hypothesis, the second one was likewise supported by the 0.000 p value for employee imaginative behavior and environmental sustainability. The third hypothesis, however, was not supported by the data; the p value of 0.534 indicated that the link between employee inventive behavior and organizational sustainability is moderated by organizational culture, and is thus bigger than 0.05. Moreover, because the p value was 0.768, the fourth hypothesis—that organizational culture moderates the association between environmental sustainability and employee inventive behavior—was rejected. The result is shown in Table: 5.

Table 5: Path coefficients- mean, STDEV, T values, p values

	Original sample (O)	Sample mean (M)	Standard deviation (STDEV)	T statistics (\|O/STDEV\|)	P values
ES -> EIB	0.451	0.455	0.083	5.452	0
OC -> EIB	0.272	0.273	0.072	3.803	0

OS -> EIB	0.187	0.191	0.089	2.098	0.036
OC x ES -> EIB	-0.02	-0.021	0.069	0.295	0.768
OC x OS -> EIB	0.047	0.045	0.075	0.622	0.534

Source: Primary data

By displaying the p-values, t-values, and beta values, this table indicated whether or not the hypotheses were accepted. Figures 3 and 4 have already examined the t-values and p-values. Since the beta value and the p-value are opposing, this was shown in Figure 4 in bracket. The cut-off value for the beta value is more than.05 Therefore, it may be concluded that the hypothesis is accepted if the beta value is higher than.05 and hypothesis is rejected when beta value is lower than 0.05⁶¹.

From the above Table: 6, it has been found that, the first hypothesis (H1), organizational sustainability (OS) has a relationship with employee innovative behavior (EIB), was accepted. Second hypothesis (H2), environmental sustainability (ES) has a relationship with employee innovative behavior (EIB). Third hypothesis (H3), organizational culture (OC) moderates the relationship between OS and EIB, was rejected and finally fourth hypothesis (H4), OC moderate the relationship between ES and EIB, was rejected.

Table 6: Result of Hypothesis

Hypo-thesis	β-value	p- value	Decision	Interpretation
H₁	0.451	0.036	Accepted	‘OS’ has relationship with ‘EIB’
H₂	0.187	0	Accepted	‘ES’ has relationship with ‘EIB’
H₃	0.047	0.534	Rejected	‘OC’ does not moderate the relationship between ‘OS’ and ‘EIB’
H₄	-0.02	0.768	Rejected	‘OC’ does not moderate the relationship between ‘ES’ and ‘EIB’

Source: Primary data

Since the study was conducted to examine the relationship between environmental sustainability and employee innovative behaviors along with the moderating role of organizational culture, the first objective of this study was found out that there is a significant relationship between organizational sustainability and employee innovative behavior. A study by⁶² also find the similarity of the findings in other industry. Furthermore, the second purpose of this study discovered a significant association between environmental sustainability and employee inventive behavior. With the issue of organizational sustainability, a relationship is proved between the two variables: environmental sustainability and employee innovative behavior by⁶³. However, the second objectives of this study also empirically examined the relationship between the two variables and found irreversible. Again, the previous study also examined organizational culture and employee innovative behavior²⁸, this study tried to investigate the moderating role of organizational culture between the relationship organizational sustainability and employee innovative behavior as well as environmental sustainability and employee innovative behavior. Albeit past studies found the variable culture as one of the impactful antecedents⁶⁴, it was found that organizational culture does not modify this association. As a result, it is possible to conclude that organizational culture has no effect on the variables in the pharmaceutical industry. The differing results could be due to differences in industry and work patterns.

CONCLUSION:

The pharmaceutical industry in Bangladesh is one of the fastest growing industries, driven by, an extensive domestic market and rising demand from foreign markets⁶⁵. This study conducts on the aforementioned sector which is one of the most dynamic and powerful sectors in Bangladesh. After analyzing, it has been found that there is a cabbalistic relationship between organizational sustainability and employee innovative behavior. Additionally, it has been found that there is an effective relationship between environmental sustainability and employee innovative behavior. One the other hand, two of the hypotheses, organizational culture moderates these two relationships, was rejected. The study isn’t without limitation. It at first concedes the minimum number of sample size as well as the absurdity to include the entire available sector other than the pharmaceuticals industry. However, the study suggests adopting sustainable HRM procedures that promote worker engagement and well-being through sharing the organization's sustainability objectives and goals with employees in a transparent and open way. In addition, this research adds to the cumulative literature on sustainable HRM by providing empirical evidence of the relationships between sustainability and innovative behavior in the context of an emerging economy. It provides actionable implications for HR practitioners and policymakers to integrate sustainability agendas with HR initiatives in a bid to build a culture of innovation. This integration is especially important in knowledge-intensive industries such as pharmaceuticals, where innovation powers both competitiveness and long-term sustainability. According to⁶⁶, sustainable human resource management is significant in integrating workforce development with overall organizational strategy, particularly in sectors that are confronting intricate health and management issues⁶⁶. However, the final evocation is whether artificial intelligence (AI) has taken the place of human innovation beyond various HR practice improvements, since it has emerged as a powerful instrument utilizing human-like expertise to inflict quick solutions to tangled problems^67-68. Future study should seek to rectify the understanding of unexplored knowledge horizon.

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Received on 08.04.2025 Revised on 02.06.2025

Accepted on 10.07.2025 Published on 07.11.2025

Available online from November 17, 2025

Asian Journal of Management. 2025;16(4):263-271.

DOI: 10.52711/2321-5763.2025.00039

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