Presenting sustainable hrm model based on balanced scorecard in knowledge-based ICT companies (The case of Iran)

Abstract

This qualitative study attempts to ground the value-added contribution of sustainable HRM in accomplishing the organization's mission using Balanced Scorecard (BSC). For this purpose, semistructured interviews were conducted with HR and sustainability experts of three knowledge-based ICT companies and university professors, and the obtained data was analyzed using thematic analysis technique. Critical success factors were identified in each four BSC perspectives regarding sustainability strategy in HRM. The results obtained and conclusions drawn suggest that sustainable HRM and BSC provide more opportunities to attain long-term organizational and business success, especially in today’s complex and dynamic business context. This paper could enable practitioners gain better understanding of key requirements to sustainability goals in the 21st century via effective integration of sustainable HRM and Balanced Scorecard.