This paper attempts to provide an up-to-date depiction and analysis of the consumer’s attitude towards sustainability of fast fashion products in the UK. Four related strands of literature are reviewed to establish a tri-component model of attitude (ABC), i.e., Affective, Behavioural and Cognitive. A wide set of determinants for attitude is identified, including income, price, gender, culture, religion, age, etc. Based on this conceptual framework, an online questionnaire is designed and sent to university students and alumni in the UK, returning 128 valid responses. Both descriptive statistics and regression analysis (oprobit) are employed to shed light on the three components of attitude towards sustainability. It is found that cognitive and behavioural components converge across cultures and religions, but the affective component remains significantly diverse. Employment status contributes to the awareness, decision and feeling of sustainability features, but gender only matters for purchase decisions. In general, there is an improved cognitive and affective awareness of sustainability, but this does not automatically translate to purchase behaviour. Policy interventions like taxes and subsidies are still needed to foster sustainability in the fast fashion industry.

This research investigates the relationship between high-performance work systems (HPWS) and organizational performance, and the mediating effect of employee outcomes. The paper is based on a sample of 168 firms of six ownership types and in various business sectors operating in China. The results of data analysis support the hypotheses. Organizational performance is positively predicted by HPWS and employee outcomes, and employee outcomes positively mediate the relationship between HPWS and organizational performance. This paper supports the theory that HPWS positively impacts organizational performance and explains the mechanisms through which HPWS enhances organizational performance. It also responds to the long-standing call for stressing the importance of employee-related factors in the HRM–performance linkage.

The overall purpose of this study is to explore and examine whether high-performance work systems (HPWS) can impact thriving at work and job burnout via resilience at work among nurses in Chinese public hospitals. Specifically, it draws on social exchange theory to conceptualize a positive relationship between HPWS and resilience at work. Then, based on a socially embedded model of thriving at work and knowledge about job burnout in the literature, it further proposes the differentiated mediation roles of resilience at work in the relationship of HPWS to thriving at work and job burnout. A time-lagged survey involving three rounds of data collection with self-reported online questionnaires was employed. A total of 160 nurses from 20 public hospitals in China were invited to participate in the research. Finally, a sample of 845 responses was obtained. The response rate was 52.8%. Multiple regression analyses were conducted to test the hypotheses. It was found that HPWS (time 1) positively impacted resilience at work (time 2). The results also demonstrated that HPWS (time1) enhanced thriving at work (time 3) and reduced job burnout (time 3) via developing resilience at work (time 2). To conclude, being resilient in the workplace is crucial for nurses to enhance thriving at work, and inhabit job burnout among nurses. HPWS is a valid management tool that can be used to cultivate a nurse’s resilience at work, which further reduces job burnout and enhance thriving at work.