Purpose: Developing on the base of theory of planned behaviour (TPB), the purpose of this paper is to investigate the relationship between perceived social support (SS) from one’s social network and entrepreneurial intention (EI). Moreover, mediating effect of other constructs of TPB, i.e., attitude towards entrepreneurship (ATE), subjective norms (SN) and perceived behavioural control (PBC) is also examined in this study.Design/methodology/approach: This study involves a variance-based partial least square-structural equation modelling approach for analysing responses from 381 fresh business graduates.Findings: Findings of this study revealed that SS positively influences EI and also that this relationship is fully mediated by ATE, SN and PBC.Research limitations/implications: Due to limited resources, cross cultural comparison and multi-group analysis were not performed, which are considered as a limitation of this study.Practical implications: It is expected that the findings of this study can help policy makers, researchers and academicians in better understanding of critical role of SS for understanding the intentions of nascent entrepreneurs.Social implications: Further, findings of this study suggest that academicians and policy makers need to take heed towards relatively less explored phenomenon of SS to enhance the attractiveness of entrepreneurial career in fresh business graduates.Originality/value: This study has proposed a model for assessing impact of SS on EI. By doing so, this study extends TPB in the context of EI. Moreover, findings of this study are a unique step forward, and offer a new insight towards better understanding of the determinants of EI in fresh business graduates.

In light of readiness to change, organizational readiness has received little attention with the extensive assessment of individual readiness to change. (1) Background: Therefore, this conceptual paper aims to address the need for change at the organizational level through the lenses of Lewin theory, organizational change theory, and social exchange theory. It will identify issues and implications in readiness to change at the organizational level; (2) Methods: The primary method used in the study was mainly a literature review to add neglected factors driving change such as contextual factors and technology. (3) Results: The paper shows how various players and other determinants of successful change implementation can derail the organization’s readiness to embrace change. (4) Conclusions: The paper adds to the available knowledge on how technology is likely to affect organizational willingness to change. The study suggests various solutions that seek to address the issues on organizational readiness to change. Hence, this study may provide organizational managers with takeaway implications on change management for policymakers and practitioners to improve an organization’s preparedness towards change implementation.

Malaysia has a good track record of reducing income inequality, especially between ethnic groups. In recent years, increasing attention has been paid to national inequality – notably by targeting the bottom 40% income group while sustaining growth with inclusivity. This paper uses the latest cointegration technique, namely, the augmented autoregressive distributed lag (A-ARDL) to examine the long-run determinants of income inequality in Malaysia. The long-run results suggest that income inequality is negatively driven by real GDP per capita and government redistribution of income. The findings provide some possible policy implications that could reduce income inequality in the long run, in particular, through the enhancement of the quality and skills of the workforce, and the government’s benevolent role by using redistributive instruments such as progressive income tax and cash transfers to low-income groups.

HRMARS is well established journal publisher based in Pakistan. It is publishing prominent journals in social sciences since 2011.

Purpose – This study examines how cancel-culture exposure disrupts internal talent flows through psychological safety and whether procedural justice and a diversity, equity, and inclusion (DEI) climate buffer it. Design/methodology/approach – Evidence integrates 12 quarters of HRIS/ATS records from 18 Indonesian foodservice firms, a three-wave time-lagged survey of 486 employees in 60 units, and 18 interviews using event-study, survival, multilevel structural equation, moderated-mediation, and thematic analyses. Findings – Exposure was associated with lower mobility-pipeline activity and internal-move hazards and higher voluntary-exit odds and exit hazards. Psychological safety partially mediated the attitudinal relationships, while procedural justice and DEI climate weakened the exposure–safety pathway. Research limitations/implications – Residual time-varying confounding, complete-case analysis, and a sector-specific setting constrain causal and cross-context inference. Practical implications – HR leaders should combine incident monitoring, transparent procedures, protected voice, and inclusive communication. Social implications – Inclusive crisis responses can reduce fear-driven silence and indiscriminate career withdrawal. Originality/value – The study identifies cancel-culture exposure as an external-to-internal HR shock transmitted partly through psychological safety.