Purpose This study investigates the influence of attention-deficit hyperactivity disorder (ADHD) traits (hyperactivity, in-attention and impulsivity) on leadership potential (LP), citizenship behaviour and employee performances. Design/methodology/approach Data for the current research paper are collected from 157 employees working across different organizations operating in Gujarat, India. Researcher used partial least square structural equation modelling SmartPLS 4.1.0.9 version to test the proposed hypotheses. Findings The results show that hyperactivity and impulsivity are positively related with perceived LP and inattention is negatively related. Leader potential strongly mediates the association between ADHD traits and organization citizenship behaviour (OCB) and that with EP. The model has high explanatory and predictive value and is aligned with a contingency approach to be extended to the workplace if ADHD is managed well. Practical implications The findings highlight the need for organizations to design inclusive leadership development programmes, adaptive job roles and neurodiversity-aware human resource (HR) policies. Recognizing ADHD traits as potential leadership strengths can enhance employee engagement, discretionary effort and overall organizational performance. Originality/value This study adds to the expanding body of research about the influence of hyperactivity, in-attention and impulsivity under ADHD trait on LP, OCB and EP. The findings highlight how crucial it is for researchers to use different approaches in order to gain more comprehensive understanding on ADHD traits as it is more or less perceived as a disease or disorder only which is incorrect. It should also be perceived more as an opportunity to utilize employee’s strengths differently.
Purpose The literature around artificial intelligence (AI) and human resource management (HRM) has grown rapidly since 2019, yet it has theorised AI as a phenomenon acting on individuals rather than as a process that builds organisational structures. This matters because organisations making substantial investments in AI-driven HR systems currently lack any theoretical framework for evaluating whether those investments are accumulating as durable structural assets or dissipating as operational expenditure. This article identifies this structural gap by examining the extent to which the AI–HRM field engages with organisational capital (OC) theory, and proposes a new construct that addresses it. Design/methodology/approach A theoretically anchored bibliometric analysis is conducted on 680 articles and reviews extracted from the Scopus database, spanning 1991–2026. The corpus was finalised through four sequential filters: subject area restricted to Business, Management and Accounting; document type restricted to articles and reviews; and language restricted to English. Performance analysis and science mapping techniques, including keyword co-occurrence analysis, thematic mapping, trend topic analysis and thematic evolution, are deployed using Biblioshiny and VOSviewer. OC theory is introduced as an interpretive lens applied post-bibliometric analysis to assess the presence or absence of asset-building constructs across the field's conceptual structure. Findings The results show that constructs/themes related to OC, including structural capital, algorithmic routines, knowledge codification and firm-specific algorithmic assets, are systematically absent from the field's major conversation, co-occurrence clusters, thematic maps and both temporal periods of thematic evolution. The field shows a consistent individual-level bias that has deepened rather than corrected across 35 years of scholarship. Practical implications Organisations deploying AI in HR functions need frameworks that help them evaluate whether AI adoption is generating durable structural assets or merely automating processes, and whether it is accumulating assets or structural liabilities through the codification of biased knowledge. The construct proposed here provides a theoretical foundation for both evaluations. Originality/value This article introduces a new theoretical construct for the AI–HRM field, termed as algorithmic OC, which is defined as the codified, institutionalised and organisationally owned knowledge embedded in AI-driven HR systems that persists independently of the individuals who designed or operate them. The article establishes the bibliometric evidence base justifying its development and explicitly distinguishes this construct from traditional knowledge management and existing AI capability frameworks.
Purpose This study examines whether managerial competence proficiency influences unit-level performance and whether this relationship is better understood through sufficiency or necessity causal logics.Design/methodology/approach We analyzed organization-generated competence appraisal data for 674 branch managers from a large nationwide bank. Using both regression analysis and necessary condition analysis (NCA), we examined whether managerial competencies explain variation in unit-level performance and whether minimum competence levels are required for high performance outcomes.Findings Regression results indicate that managerial competence alone does not strongly explain variation in unit-level performance. However, NCA results suggest that managerial competence functions as a qualifying condition that enables high performance outcomes.Practical implications The findings suggest that competence-based HR systems may benefit from treating managerial competence as a foundational capability condition that supports high performance when combined with appropriate organizational and contextual factors.Originality/value This study provides a relatively rare large-scale empirical examination of whether organization-generated managerial competence appraisal data predict unit-level performance. It also contributes by integrating sufficiency- and necessity-based analytical approaches, demonstrating how different causal logics generate distinct interpretations of the competence-performance relationship.
Purpose This study maps how the rapid integration of artificial intelligence (AI) is transforming the definition, development and management of managerial and organizational competencies. It aims to reveal the intellectual structure, thematic evolution and emerging research fronts in competency management in the age of AI. Design/methodology/approach This study combines a systematic literature review and bibliometric analysis to map the intellectual structure, thematic evolution and emerging research fronts in competency management in the age of AI. Using the Scopus database, 958 records were initially retrieved. After filtering for peer-reviewed English-language journal articles and manually screening for relevance, a final dataset of 198 articles was analyzed. Bibliometric analyses were conducted using VOSviewer for keyword and co-occurrence mapping and Biblioshiny for publication trends and performance indicators. Findings Five overarching themes emerged. (1) Rise of AI-focused managerial skills, (2) AI’s role in augmenting strategic skills and routine skills, (3) dynamic managerial capabilities for AI-enabled HRM, (4) selective skill substitution, augmentation and resilience in the AI era and (5) organizational design, power and well-being implications and competencies. The findings show that competency management is increasingly shifting from static, role-based models toward more dynamic, human-centered and technology-augmented capability systems. Practical implications Practitioners should move beyond fixed competency catalogs and adopt flexible, development-oriented competency systems that integrate AI-related skills, augmentation strategies and resilience building. HRM and talent development functions need to design learning pathways and organizational structures that support dynamic capability development and address power, well-being and ethical considerations arising from AI adoption. Originality/value This study integrates systematic review and bibliometric mapping to provide an integrated overview of how competency management is being redefined under AI-enabled conditions, synthesizing fragmented literature into five clear thematic fronts and offering directions for future research.
Purpose This study aims to review factors that impact talent management (TM) practices in small and medium-sized enterprises (SMEs) and how this literature has evolved. Design/methodology/approach This study uses systematic literature review methodology. A total of 42 peer-reviewed English-language papers from 2013 to 2024 were chosen from five databases: Web of Science, Scopus, EBSCOhost, ABI/INFORM and Google Scholar. The selected articles are analyzed using a thematic method to identify contextual factors, TM strategies and outcomes. The resulting framework is compared with similar frameworks in literature. Findings This study presents an integrated framework consisting of external and internal environmental factors affecting TM in SMEs. Furthermore, by comparing the research framework with previous frameworks, the study identifies that factors such as technology, crises and industry-specific conditions have become increasingly prevalent in the related TM literature. Additionally, the study highlights strategies that SMEs follow to respond to these contextual factors affecting their TM practices. Practical implications The framework presented in this study clearly illustrates the factors influencing TM in SMEs and delineates the organizational responses to these factors. Additionally, the study identifies those factors that have become increasingly important over time and may exert a significant impact on companies. Consequently, the findings serve as a valuable guide for decision-makers in TM in SMEs to determine the most appropriate strategies for different situations. Originality/value By integrating previously scattered studies in this field, this research provides a comprehensive framework on how TM is shaped by contextual factors, TM strategies and outcomes.
Purpose Amid rapid digital transformation, tackling employees' cognitive failures (CFs) poses a significant challenge, hampering organizational productivity. Employees often face mental exhaustion from heavy workload, increasing the likelihood of errors and potential losses for firms. Research in this domain is limited to accident-prone industries and lacks consensus due to varied terminology. This study aims to systematically review the literature on CFs across organizations. Design/methodology/approach The study analyzed 107 articles from the SCOPUS database until April 2025, using the theory, context, characteristics and method framework for analysis. Findings Findings suggest that the existing literature prevails in manufacturing and emergency services sectors, focused mainly on Anglo-Saxon countries and using experimental methodology. The analysis presents research trends of CF in the ocean of cognition research, an integrated thematic view of antecedents, mediators, outcomes and moderators of CF, proposing a comprehensive framework for future research. Practical implications The study highlights the need for multi-level interventions – individual, team and organizational to reduce CF. Practical strategies include technological personal assistants and training designed using cognitive load principles, ergonomic setups (e.g. sit and stand desks) and environmental aids (e.g. screen filters and natural elements) to enhance cognitive performance. Originality/value This study attempts to consolidate existing research on the cognition spectrum and provide theoretical support to emerging trends in research on CF to improve employee performance.
Purpose This paper develops a conceptual framework for managing the ethical and legal risks of artificial intelligence (AI) in human resource management (HRM). It extends HRM theory by linking fairness, accountability and transparency to technological adoption. Design/methodology/approach This paper uses a conceptual synthesis based on a systematic review of peer-reviewed literature and selected policy frameworks. It integrates the technology acceptance model (TAM), fairness-accountability-transparency (FAT) principles and stakeholder theory to connect risk domains with adoption mechanisms. Findings The synthesis identifies five ethical and five legal risk domains that shape governance expectations for AI in HRM. The framework explains how ethical governance and legal compliance shape trust, perceived usefulness, perceived risk and responsible adoption intentions. Practical implications The framework provides HR leaders and policymakers with governance guidance for embedding ethical safeguards and legal compliance into AI-enabled HR practices. Originality/value This paper contributes to HRM theory by specifying a governance-to-acceptance pathway for responsible AI in HRM. It links FAT governance perceptions to trust and then to TAM beliefs and responsible adoption intentions within one integrated model.
Purpose This paper examines how digital transformation (DT) is reshaping human resource (HR) management across organizations of diverse sizes and sectors. Grounded in resource-based view and dynamic capabilities theory, it addresses three research questions: what is the current state of research on DT in HR; what challenges organizations face when implementing digital technologies in this field; and what gaps remain in the academic literature requiring further exploration. Design/methodology/approach A systematic literature review was conducted following PRISMA guidelines. The search string was applied to Web of Science in April 2026, retrieving 418 publications spanning 2015–April 2026. Following a two-pass screening process and thematic analysis using Braun and Clarke (2006) six-step procedure, 60 empirically grounded studies were retained. Findings Thematic synthesis of the 60 retained studies reveals five dimensions through which DT is reshaping human resources: people analytics, AI for talent management, process automation, digitalization of learning and cultural transformation. Cultural transformation emerges as the foundational enabling condition across all dimensions. Critical challenges are identified as mutually reinforcing barriers: cultural resistance, digital skills gaps, ethical and governance concerns and structural constraints. Practical implications Ethical data governance frameworks must precede analytics deployment. AI should be adopted through an augmentation logic, enhancing rather than replacing human judgment, with bias, transparency and consent governance as non-negotiable prerequisites. Automation implementation should begin incrementally with low-complexity, high-volume processes. Digital learning must be treated as a strategic capability driver, integrated with real work processes and designed inclusively to avoid techno-overload. Critically, cultural readiness assessment and resistance measurement must begin before technology deployment, not after. Originality/value The study proposes two practitioner-oriented tools: a cultural framework for DT in HR, structured around five strategic nodes and a five-phase implementation roadmap, providing an evidence-based architecture for responsible, effective and sustainable HR DT applicable across diverse organizational contexts.
Purpose This study examines how organizational climates shape the relational inclusion and well-being of neurodistinct employees in Dutch workplaces. While the Netherlands has strong regulatory frameworks promoting disability participation, little is known about how formal diversity commitments translate into everyday relational experiences. Design/methodology/approach The study draws on 30 semi-structured interviews conducted in the Netherlands, including 20 neurodistinct employees and 10 HR professionals. Guided by organizational climate theory, perceived inclusion, relational well-being, and care ethics, we analyze how diversity, inclusion, and ethical climates are enacted in practice. Findings The findings reveal a consistent gap between procedural diversity policies and relational inclusion. Neurodistinct employees frequently experienced conditional belonging, subtle misunderstandings, and hesitation around disclosure, despite working in organizations that formally endorsed diversity. HR professionals emphasized neutrality, fairness, and resource constraints, often framing accommodation as individualized adjustment rather than climate-level redesign. Inclusion was strongest where managers actively reinforced ethical norms and normalized cognitive difference. Practical implications The findings suggest that strong institutional frameworks and progressive labor regulation do not automatically translate into relational inclusion. Compliance is not climate. Inclusion emerges through everyday practices that signal recognition, reciprocity, and ethical accountability. For Dutch organizations, the practical implications are clear. Moving beyond symbolic commitment requires: (1) Explicit training on cognitive diversity rather than generic diversity awareness; (2) Embedding flexibility and autonomy into standard job design rather than framing accommodation as exception; (3) Clear managerial boundary-setting against micro-aggressions and subtle exclusion; (4) Reframing neurodistinct inclusion as performance-enhancing rather than resource-draining. Originality/value The study extends organizational climate research by integrating relational well-being and applying it to neurodistinct inclusion in a progressive institutional context. It demonstrates that compliance does not automatically produce relational inclusion and highlights the importance of climate-level redesign for organizational effectiveness.
Purpose- This article explores how inclusive research practices can empower neurodiverse individuals. It critiques traditional paradigms that marginalise neurodivergent voices and proposes participatory approaches grounded in empathy, equity and shared power. Inclusive research is reframed not as a methodological add-on but as a transformative, ethical commitment to accessibility, voice and justice. Design/methodology/approach- Adopting a reflexive, co-creative stance, this study draws on projects involving neurodivergent individuals as active contributors. It employs multi-modal data collection - including arts-based tools and digital storytelling - and prioritises reciprocal learning, accessibility and the breakdown of hierarchical researcher-participant boundaries. Findings- Inclusive methods enabled neurodivergent participants to engage more authentically and creatively. Flexible, multi-modal tools supported self-expression, while trust, shared decision-making and adaptive processes proved essential. The shift from consultation to co-production generated more relevant, equitable and impactful knowledge. Practical implications- This article outlines a practical framework for researchers, educators and practitioners. It offers guidance on ethical co-design, inclusive dissemination and strategies that foreground autonomy and voice - especially for historically excluded neurodiverse communities. Originality/value- The study bridges theory and practice to advance inclusive research. Its originality lies in centring neurodiverse voices as co-producers of knowledge and offering an ethically grounded, participatory framework for future research committed to justice and accessibility.
Purpose The study aims to theorize an organizational ambidexterity (OA) model for technology commercialization in project-based ecosystems. It explores how technology-based organizations can maintain both operational efficiency (exploitation) and innovation adaptability (exploration), simultaneously, in order to achieve long-term success in a swiftly changing technology commercialization environment. Design/methodology/approach The study employs a sequential exploratory mixed-methods approach. The methods include qualitative grounded theory development followed by quantitative validation of responses through structural equation modeling. Four hundred professionals from Iran involved in technology commercialization were considered for gathering the responses. Findings The study identifies that OA acts as a key dynamic capability driven by micro-foundational drivers such as multifaceted management, leadership orientation and human resources integration. Furthermore, technology commercialization strategies enhance value creation and facilitate paradox management. The contextual conditions do not have a direct impact on the strategies employed by organizations, thereby validating the mediating role of ambidexterity as a higher-order capability. Consequently, coordination among organizational actors facilitates the collective development of capabilities and strategic alignment. Practical implications The findings of this study provide a road map to managers and policymakers regarding the establishment of governance systems and leadership practices that promote the development of ambidextrous capabilities across projects. This research bridges paradox theory with ambidexterity and provides a systematic governance approach to manage conflicting demands. The study provides a practical basis for managers to ensure a balance of innovation and efficiency in project-based firms. Originality/value Current research is a pioneering effort to empirically validate a dynamic capabilities-based model of OA designed for project-based technology commercialization ecosystems. Additionally, the study expands understanding of how organizations manage temporal uncertainty and network complexity through the orchestration of capability.
Purpose This study aims to examine how attention-deficit/hyperactivity disorder (ADHD) traits relate to entrepreneurial innovation, addressing calls to better understand neurodiversity in inclusive entrepreneurship. It analyzes how ADHD's core dimensions shape innovation via entrepreneurial traits and the cognitive process of opportunity recognition. Design/methodology/approach A quantitative, cross-sectional survey was conducted with 342 founders and co-founders recruited via online professional networks and entrepreneurship groups, utilizing validated scales. The theoretical model was tested with path analysis and multiple regression. To rigorously assess the complex indirect effects within our model, mediation was evaluated via bootstrapping. Findings ADHD traits did not directly predict innovation, they acted as precursors to entrepreneurial traits. Hyperactivity/impulsivity was positively associated with creativity and risk propensity, while inattention was positively linked to creativity. Creativity and risk propensity strongly predicted opportunity recognition, which fully mediated their relationships with innovation. Thus, innovative potential is unlocked when ADHD-related traits are channeled into identifying and evaluating viable opportunities. Practical implications Entrepreneurs with ADHD should harness hyperactivity as a source of creativity and calculated risk-taking while adopting structured opportunity evaluation routines. Educators should adapt curricula to diverse cognitive styles, and investors should reassess criteria that may inadvertently exclude neurodiverse founders. Social implications Findings support inclusive entrepreneurship by evidencing neurodiversity as an asset for innovation. Originality/value This study offers an early empirical model unpacking mediated pathways from ADHD to innovation, moving beyond “advantage vs disadvantage” toward a nuanced, mechanism-based account of neurodiversity's role in entrepreneurial cognition.
Purpose In the context of economic uncertainty, the concept of a presenteeism climate has emerged as a crucial organizational factor that compels employees to continue to show up for work even when they feel unwell. Drawing on the Job Demands-Resources framework, this study examines how perceptions of a presenteeism climate, in terms of extra-time valuation, impact employee burnout and work engagement. Given the inconsistency of findings regarding gender differences in presenteeism, this study also investigates the moderating role of gender in the relationship between a perceived presenteeism climate and work-related exhaustion and engagement. Design/methodology/approach The study adopts a cross-sectional design and is based on data from a survey of 396 employees working in Portuguese organizations. All statistical analyses were performed using the Statistical Package for the Social Sciences (SPSS version 28) and the PROCESS macro. Findings This study reveals the influence that a presenteeism climate has on burnout and engagement. It demonstrates that employees who perceive a presenteeism climate exhibit higher levels of work-related exhaustion and lower levels of professional engagement. The results do not support gender moderation in these relationships. The results of a complementary analysis confirm that perceived presenteeism climates increase employee exhaustion, which in turn leads to more frequent presenteeism behaviors. Practical implications This study provides information on the impact of presenteeism on employee engagement and burnout levels. It also demonstrates the negative potential of this powerful organizational factor in propagating future presenteeism behaviors. Originality/value This study extends prior research on presenteeism climates by focusing on the impact that the “extra-time valuation” dimension has on burnout and work engagement. It also addresses persistent gender inequalities by examining the moderating role of gender in these relationships. Additionally, the results suggest a reinforcing cycle, whereby sustained presenteeism climates further encourage employees to attend work despite feeling ill. In order to mitigate the negative effects of presenteeism climates, there is clearly a need for organizational practices to prioritize employee health and well-being.
Purpose Employees' voice can significantly facilitate companies' fuller understanding of stakeholders' needs, development of well-aligned business models and identification of varied improvement opportunities. However, little research has been conducted on responsible leadership (RL) as a driver of employees' promotive voice behavior. This study addressed the gap by examining the role of leader–follower value congruence and leader pro-voice behavior (LPVB) as sequential mediators of the relationship between RL and employees' promotive voice. Design/methodology/approach Two-wave correlational research was conducted based on surveys distributed online to 185 employees from various business sectors. Findings Multiple regression analysis confirmed that a statistically significant positive relationship exists between RL and employees' promotive voice. This connection is both direct and indirect, and it is strengthened by the sequential mediation of both leader–follower value congruence and LPVB. Employees are more likely to express their ideas in organizations with responsible leaders. Practical implications Organizations can increase employees' promotive voice by encouraging managers to integrate more RL behavior into their management style. Originality/value The findings expand the literature on RL as an enabler of employees' promotive voice behavior and provide insights into key psychosocial mechanisms that facilitate this relationship. The theoretical framework also applied signaling and social identity theory to explain the interconnections between the constructs analyzed.
Purpose In this study, we examined how HR practitioners experience and navigate relational, situational, and adaptive demands in their daily work. This study shifts attention from role- and competency-based perspectives toward understanding HR work as relational, situational, and adaptive within everyday organizational contexts. Design/methodology/approach This interpretive qualitative study draws on 15 USA-based HR practitioners from diverse industries. We recruited interview participants through a regional HR association, a professional network, and referrals, all of whom had at least three years of HR experience. Findings In a thematic analysis, we identified four themes: relational demands in practice, situational demands in problem-solving, adaptive demands in strategic influence, and navigating multiple demands in daily work. Together, the study findings show how HR practitioners experience and navigate relational, situational, and adaptive demands in their daily work through relational credibility, situational responsiveness, and the navigation of competing demands rather than through formal role boundaries alone. Practical implications The findings suggest that organizations support HR work by accounting for its relational, situational, and adaptive demands, redistributing administrative responsibilities, and providing cross-functional support, enabling practitioners to navigate competing demands in real time and draw on experiential and network-based knowledge in decision-making. Originality/value This study contributes to HR research by advancing a practice-based understanding of HR work as a navigated, demand-laden activity, showing how relational, situational, and adaptive demands are continuously managed in everyday organizational life, based on practitioners' lived experiences.
Purpose This study examines the impact of global shocks, neurodiversity, and digital financial transformation on firms' working capital efficiency. It further investigates the moderating role of Digitalization and Green Supply Chain Finance (DIGSCF) in enhancing firms' financial resilience under conditions of economic uncertainty.Design/methodology/approach The analysis is based on a panel dataset of firms from 51 countries over the period 2018-2024. The study employs fixed-effects regression models alongside interaction terms to assess both the direct and moderating effects of neurodiversity and DIGSCF on key working capital components. To strengthen causal inference, additional econometric techniques are used to address endogeneity and selection bias.Findings The results indicate that global shocks significantly increase financial pressure by disrupting liquidity and prolonging working capital cycles. However, firms that adopt digital and green supply chain finance mechanisms are better able to mitigate these adverse effects through improved liquidity management and payment flexibility. The findings also suggest that neurodiversity contributes positively to firms' adaptive capacity, supporting more effective financial decision-making under uncertainty.Practical implications The study highlights the strategic importance of digital supply chain finance as a tool for strengthening liquidity management rather than merely improving operational efficiency. It also underscores the value of integrating neurodiversity into organizational strategies to enhance internal financing capacity and resilience during periods of instability.Originality/value This research provides a unified framework that links neurodiversity, global shocks, and digital financial transformation within the context of working capital management. By combining behavioural finance and pecking order theory, the study offers new insights into how cognitive diversity and digital infrastructure jointly shape firms' financial resilience across countries and crisis periods.
Purpose This study investigates the actions and decisions of human resource practitioners (HRPs) and others with people management responsibilities (HRPs) in Australia and Brazil in response to the COVID-19 pandemic. It seeks to understand not only what HRPs did during the crisis but also why they did it, using institutional theory to provide deeper insights into their actions. Design/methodology/approach The research employs a qualitative approach with data collected through open-ended surveys, semi-structured interviews and written narratives from HRPs in Australia and Brazil. The data were analysed thematically using NVivo and Atlas TI, using free-coding and neo-institutional theory as a framework. Findings The study reveals that HRPs played a critical role in maintaining organizational legitimacy and ensuring business continuity during the pandemic. Their actions were guided by regulative, normative and cultural-cognitive pressures, and they engaged in institutional work to create, maintain and disrupt practices. Key areas of HR activity included staffing issues, mental health and well-being, remote working, communications, performance management, technology, business continuity and leadership capability. Practical implications The practical implications of this paper emphasize the essential role of HRPs in maintaining organizational legitimacy and business continuity during crises like the COVID-19 pandemic. HRPs' actions, driven by regulatory, normative and cultural-cognitive pressures, involved adapting practices to new challenges. This study highlights HRPs' importance in managing staffing, mental health, remote working, communications, performance management, technology, business continuity and leadership capability. The findings offer valuable insights for HR professionals to navigate future crises effectively and support organizational resilience. Originality/value This research contributes to the understanding of HRM practice in crisis situations by applying institutional theory to explore the micro-level actions of HRPs. While the work of HRPs can seem disjointed and reactive, it is rather strategy-in-action, and a critical contributor to ensuring that an organization can survive in its environment in both “normal” times, but particularly in times of crisis.
Purpose Employees’ organizational citizenship behaviors for the environment (OCBEs), based on informal initiatives that are neither imposed nor recognized in the workplace, can significantly impact the organization’s environmental performance. While general attitudes and beliefs of employees have been previously studied in the academic literature, multiple niche constructs that could explain such behaviors from a non-rational standpoint remain underexplored. Thus, the study aims to assess the relationship between employees’ psychological distance (PD) from climate change (i.e. the perceived distance between oneself and future consequences), their personal norms (i.e. a feeling of moral obligation to act), and their OCBEs. Design/methodology/approach A questionnaire was sent to employees of a large Canadian financial institution. A total of 1,302 completed questionnaires were collected and analyzed using structural equation modelling. Findings The results of this study show that PD regarding climate issues is significantly associated with employees’ sense of environmental responsibility and personal norms. However, it is these personal norms—and not PD itself—that show the strongest direct links with voluntary pro-environmental behaviors at work. Practical implications This study outlines several practical implications for strengthening employees’ involvement in organizational environmental initiatives, such as tailoring communication and education efforts to their PD from climate change. Originality/value This study contributes to the literature on OCBEs and climate change practices by showing how employees’ perceived distance from climate change is associated with their pro-environmental behaviors in organizations. It offers a new theoretical perspective for studying employees’ OCBEs, along with practical implications and avenues for future research.
Purpose Recently, more joint research has emerged at the intersection of corporate social responsibility and pro-environmental behavior at work, which were previously studied separately. While micro-CSR research mainly examines its consequences, research on pro-environmental behavior at work focuses on its determinants and promotion of such behavior. This study investigates how organization-domain variables (e.g. corporate social responsibility, green work climate) and team-domain variables (e.g. environmental transformational leadership and green work climate perceptions of colleagues) relate to outcomes such as job satisfaction, environmental attitudes, and pro-environmental behavior at work. Design/methodology/approach We conducted two pre-registered studies: a cross-sectional study (N = 109) and a longitudinal (N = 133) two-wave study (with an optimal time lag of 8 weeks calculated a priori). In Study 2, we applied a cross-lagged panel design to investigate temporal associations of the relationships. Findings In Study 1, CSR toward employees was related to pro-environmental values, job satisfaction, and proactive behavior. CSR toward the environment was related to task-related pro-environmental behavior. Green climate work perceptions (organization) were related to task-related performance. Environmental transformational leadership was related to proactive environmental performance and organizational citizenship toward the environment. In Study 2, environmental transformational leadership was significantly related to proactive behavior. Unexpectedly, organizational citizenship behavior and its environmental manifestation (time 1) also had a significant relationship with CSR (time 2). Practical implications Organizations may focus on environmental leadership programs and the communication of CSR to their employees. Originality/value This study analyzes organizational, team, and leadership variables in relation to pro-environmental behavior at work and their relative importance.
Purpose This paper adopts a meso-level perspective to examine the organizational and institutional conditions that shaped Human Resource Management (HRM) practices during the COVID-19 crisis in Italy and Portugal. This attempt started with the following question: "How did Human Resource Management (HRM) practices-framed by the Human Resource Analytics-as-practice perspective-manifest and differ in the management of the COVID-19 crisis in organizations in Italy and Portugal, and what are the main lessons that emerged for the future design of Remote Work (RW) and strategic HRM?". The recent literature on the topic was first listed and the data collected later compared.Design/methodology/approach Following a qualitative multiple-case study approach, data were collected through semi-structured interviews with 17 HR professionals (seven in Italy and ten in Portugal). Using replication logic and cross-case synthesis, the study analyzes how distinct institutional contexts enabled or constrained the practice of HRA during the crisis.Findings The results suggest an evolving meso-level framework that reconfigures the boundaries of professional practice. Given the mandatory lockdowns worldwide, remote work has assumed a leading role. Consequently, the current trend is to adopt the hybrid 32 work model (three days of remote work way and two days in the office), which functions as a structural enabler to balance organizational control with professional autonomy. The data also highlights the crucial role of human resource professionals in the implementation of remote work.Practical implications The practical implications of this work are directly linked to its research objective: to identify and discuss the key lessons that emerged from the COVID-19 pandemic in Italy and Portugal. Consequently, the human resource management challenges associated with remote work have been discussed, alongside the crucial role of human resource professionals in the implementation of remote work. Furthermore, ten key advisory lessons have been pinpointed.Social implications In order to explain how organizations react to unexpected crises, the role of HR is highlighted by the pandemic scenario (2020-22) in Italy and Portugal. It is worth remembering that it was in Italy that this crisis began to appear globally, with chaotic scenarios, for example, in cities such as Bergamo.Originality/value The originality and value of this work is based on three key points. Firstly, it provides empirical evidence from real-world cases. The inclusion of the Italian case is particularly significant as Italy was the first country to experience the overwhelming impact of COVID-19 on its health system. The Portuguese case is valuable for highlighting its rapid and diligent adoption of remote work. Secondly, the paper offers an updated summary of the literature review on managing the COVID-19 pandemic crisis through human resource management practices and the role of remote work. Lastly, a remote work concept emerged from the cross-case analysis, leading to a set of lessons and practical recommendations for the human resources field, organizations, and strategic policies.
