Background Grounded in conceptual review and bibliometric analysis, this study examines the emerging intersection of Artificial Intelligence adoption and Emotional Intelligence as in the workplace, with particular attention to generation Z employees. Objective The purpose of this research is to examine the mechanism, structural pattern dominating the integrated framework of AI adoption and EI and their relevance to Generation Z work outcomes and well-being. Method This scientific review integrated conceptual review of 45 studies and Bibliometric analysis of 103 Scopus data published during 2015–2026, through secondary data collection from electronic data-bases including Scopus, Science Direct, and Google Scholar. Bibliometrix package and Biblioshiny in R package were used for data visualization and Scientometric analysis. Result The review highlights the emerging themes, contributions, and structural patterns linking AI, EI, organizational support, and workplace outcomes, revealing that context of generation Z remains almost under explored with in AI-EI literature. An integrated conceptual framework proposed based on combined evidences. Conclusion This study provides a theoretical basis for AI-EI workplace literature and identifies generation Z as an under explored contextual dimension and encourage future empirical research while providing actionable advice for HR leaders and policymakers within tech-enabled workplaces.
This study examines how transformational and benevolent leadership foster green innovative behavior in hospitality organizations through environmental consciousness and leadership expectations. Using a sequential exploratory mixed-method design, Study 1 conducted semi-structured interviews with hospitality employees and applied thematic analysis to identify how leadership shapes sustainability engagement. Study 2 tested the resulting model using partial least squares structural equation modeling with survey data from hospitality employees. The qualitative findings identified five mechanisms: vision-based sustainability encouragement, care-based sustainability support, environmental meaning and personal accountability, green-oriented innovative action, and expectation-based activation of action. The quantitative findings showed that transformational and benevolent leadership influenced environmental consciousness and green innovative behavior. Environmental consciousness partially mediated both leadership pathways, while leadership expectations strengthened the relationship between environmental consciousness and green innovative behavior. This study contributes to human systems research by positioning green innovation as a leadership-cognition-expectation process shaped by organizational conditions rather than individual disposition alone.
Background: The growing prominence of volatility, uncertainty, complexity, and ambiguity (VUCA) has significantly reshaped the strategic context within which organizations pursue sustainability objectives. As a result, environmental sustainability has become a central organizational concern, demanding adaptive and resilient capabilities that go beyond conventional management practices. In this context, Human Resource Management (HRM) serves a crucial role by fostering employee competencies, behaviors, and organizational cultures that support environmental goals. Although research on Green Human Resource Management (GHRM) and sustainable HRM (SHRM) has expanded considerably, the existing literature remains fragmented and has not been sufficiently integrated with the unique challenges and dynamics associated with VUCA environments. Purpose: This study addresses the identified gap by examining how HRM strategies support environmental sustainability in volatile and uncertain environments. Research Design: The study adopts a systematic literature review of research published between 2015 and 2025. Study Sample: The review synthesizes 65 scholarly articles across HRM, sustainability, and organizational theory. Data Collection and/or Analysis: Guided by the Resource-Based View (RBV), Ability-Motivation-Opportunity (AMO) theory, and Stakeholder theory, the study develops an integrated theoretical framework explaining how HRM strategies support environmental sustainability in volatile and uncertain environments. Results: The findings show that HRM helps support environmental sustainability through formal policies and practices. It also builds dynamic capabilities that improve how organizations adapt to VUCA conditions. The study further highlights the mediating role of employee-level mechanisms and the moderating influence of organizational context in shaping sustainability outcomes. The review identifies key HRM practices as important drivers of employee green behavior, environmental commitment, and organizational resilience. Conclusions: By bringing together previously fragmented streams of research, this paper contributes to theory by offering a multilevel perspective on SHRM in dynamic and evolving environments. The study introduces a conceptual framework that connects VUCA dimensions with HRM strategies and environmental performance outcomes. It also offers practical insights for organizations seeking to align their HR systems with sustainability objectives in rapidly evolving environments. Additionally, the paper proposes a research agenda to support empirical validation and further theoretical advancement in this emerging area of inquiry.
Background Islamic spirituality can shape leadership practice, yet qualitative evidence explains how Islamic spiritual values are experienced and negotiated within organizational systems, particularly in emerging economies. Objective This study explores how Islamic spirituality is experienced and practiced in leadership within Bangladeshi organizations and examines how leaders negotiate spiritual values under organizational conditions. Methods Drawing on Spiritual Leadership Theory, Islamic management scholarship, and Moustakas’s transcendental phenomenology, the study used 63 semi-structured interviews with leaders across five organizational sectors. Data were analyzed through epoché, horizonalization, reduction and elimination, individual textural and structural description, and composite synthesis. Amanah (trustworthiness), taqwa (God-consciousness), shura (consultation), and adl (justice) were specified as sensitizing domains, while institutional contestation emerged as a cross-cutting pattern. Results Findings show that Islamic spiritual commitments are experienced and enacted through trustworthiness, God-consciousness, consultation, and justice, but their organizational expression varies with institutional contexts. Leaders negotiated tensions between personal spiritual commitments and organizational expectations. The study proposes the Contested Islamic Spiritual Leadership (CISL) Model as a provisional post-analysis conceptual synthesis rather than a validated causal model. Conclusions Islamic spiritual leadership is shaped by leaders’ spiritual commitments and organizational conditions. The study contributes qualitative evidence to spiritual leadership, Islamic management, and human systems research.
Purpose This study investigates the effect of emotional intelligence on students’ entrepreneurial intention through the mediating roles of self-efficacy components. Methodology The study employed an explanatory research design using a quantitative research approach. Data were collected from a sample of 248 respondents using a self-administered questionnaire. Data were analyzed using partial least squares structural equation modeling (PLS-SEM) with SmartPLS4 to test the proposed relationships among the study variables. Findings The results demonstrate that emotional intelligence significantly predicts perceived control, perceived competence, but not perceived persistence. The finding also indicated that perceived control and perceived competence positively influence entrepreneurial intention, whereas perceived persistence has a negative influence. The mediation analysis further reveals that emotional intelligence indirectly enhances entrepreneurial intention through perceived competence and perceived control, but not through perceived persistence.
