Drawing on the resource-based view (RBV) theory, in this work an original theoretical framework is articulated, relating megatrends in the field of human resources – considered here as a unique source of companies’ competitiveness – such as Electronic HRM, green employee empowerment, and HR Business Partner Role when adopting Green HRM practices. The framework is then tested based on empirical evidence from Malaysian companies. Countries around the world, be they developed or developing, have faced a multitude of impacts from the huge demand for a more sustainability oriented and environmental friendly agenda, hence the call for an urgent change to adopt green practices. HRM is considered as having great potential for the incorporation of sustainability (Jabbour & Santos, 2008). A myriad of concerns for the environment have been embedded in broader Human Resource Development (HRD) models and frameworks (Scully-Russ, 2015; Jackson, Schuler, & Jiang, 2014) and recently the term Green Human Resource Management (HRM) has emerged to specifically relate the HRM with environmental concerns (Jabbour, Santos, & Nagano, 2010; Jabbour & Jabbour, 2016; Renwick, Redman & Maguire, 2013). Pursuing organizational sustainability requires attention to human and behavioral aspects (Graves, Sarkis & Zhu, 2013; Jackson et al., 2014; Kim, Kim, Han, Jackson, & Ployhart, 2016; Walker, Seuring, Sarkis, & Klassen, 2014). RBV theory provides the conceptual assumptions for the Green HRM field of research. RBV suggests that human resources can be considered key to sustain companies’ competitive advantage (Barney, 1991). RBV has been applied to better understand how critical human aspects are when adopting new organizational practices (Wright, McMahan, & McWilliams, 1994). RBV has been a theoretical pillar to understand the expansion of Green HRM within firms (Jabbour, Mauricio, & Jabbour, 2017).