This study examines the change readiness for artificial intelligence (AI) adoption among human resource (HR) managers. In particular, it investigates the effects of the three elements of attitudes (cognitive, affective and behavioural elements) related to the HR managers’ beliefs about AI, their AI anxiety, and their change readiness for AI adoption. The research also seeks to explore the moderating role of high-performance work systems (HPWS) in the relationships between HR ­managers’ beliefs, AI anxiety, and change readiness. Data were obtained from 417 HR managers working in China, with findings indicating that HR managers’ beliefs about AI and their AI anxiety have a significant effect on their change readiness for AI adoption. Specifically, HR managers’ beliefs positively influence their change readiness, while their AI anxiety negatively predicts their change readiness. Our results further highlight that HPWS can attenuate the ­negative effect of AI anxiety on HR managers’ change readiness for AI adoption. The study’s theoretical and practical implications, limitations and directions for future research are also discussed accordingly.

Drawing on social exchange theory and social identity theory, we examined a sequential mediation process linking green human resource management practices and employees’ voluntary pro-environmental behavior. We also considered the aspects of green psychological climate and organizational pride in the relationship between green human resource management practices and voluntary pro-environmental behavior. Through the analysis of data from 459 employees and their 109 respective managers working in Pakistan’s textile industry, we found that a green psychological climate mediates the relationship between green human resource management practices and organizational pride. We also found that green psychological climate and organizational pride sequentially mediate the relationship between green human resource management practices and employees’ voluntary pro-environmental behavior. The findings of the study provide important implications for theory and practice, as they offer insights into how organizations can effectively implement green human resource management practices and encourage their employees to engage in voluntary pro-environmental behavior.

Drawing on interviews with decision makers in multinational corporations (MNCs) in South Korea, we examine the role of informal networks in the social exclusion of women in the workforce. Although legislation in the country is in favor of gender equality, we found that informal barriers in the workplace remain difficult to overcome. Informal networks in Korea, yongo, present an ethical issue in the workplace, as they tend to socially exclude women, limiting possibilities for their participation and career progression. We found that informal networks are pervasive and strong because of the informal institutions in which they are embedded and that there is a complex interplay between informal networks and informal institutions that socially excludes women. Due to difficulties accessing yongo, women appear to build inmaek, a network type that is more open and accessible. We also found that MNCs in Korea can compensate for the lack of local informal networks for their female employees. However, despite providing a more supportive environment for women at work, gender equality policies in MNCs are not yet as effective as they could be due to the dynamics of the workplace and the fact that the policies are not tailored to the local context. We have seen evidence in recent years that MNCs can serve as role models for implementing gender equality policies by creating a more inclusive work environment and demonstrating leadership commitment and support.