Organizational citizenship behaviour for environment of employees is indispensable in realizing environmental sustainability goals of organizations. However, in the growing literature of employee green behaviour at work, scant attention has been paid on the impact of leader’s specific support for environment, and the mechanisms through which it impacts organizational citizenship behaviour for environment. Drawing upon social exchange theory, self-determination theory and theory of normative conduct, we tested the impact of leader’s support for environment, autonomous motivation for environment and perceived group’s green climate on organizational citizenship behaviour for environment in an integrated model. The sample included 313 executive level employees of green implemented textile and apparel manufacturing factories in Sri Lanka. The results of structural equation modelling showed a direct positive impact of leader’s support for environment on organizational citizenship behaviour for environment. Further, autonomous motivation for environment and perceived group’s green climate were found to be partial mediators between leader’s support for environment and organizational citizenship behaviour for environment. We discussed the theoretical implications for sustainability literature and the managerial implications for organizational practitioners in promoting organizational citizenship behaviour for environment.

Purpose: The purpose of this paper is to investigate the influence of an employee’s personal creative identity on their innovation behaviour in knowledge-intensive information technology (IT) service provider firms. It further investigates the mediating role of an employee’s creative process engagement (CPE) and the moderating effects of the organizational creative climate on creative identity-innovative behaviour (IB) relationships.Design/methodology/approach: This study follows a quantitative method. Using a multi-item survey instrument, a total of 316 questionnaires were collected from the employees of IT service provider firms in Chittagong, Bangladesh. The collected data were analysed using structural equation modelling, factor analysis and path analysis to test the hypotheses and to assess the moderating and mediating effects of the variables.Findings: The results revealed the significant influence of an employee’s creative personal identity (CPI) on their IB. The mediation analysis revealed that CPE mediates the association between a CPI and IB. The study also found a significant moderating effect of a creative organizational climate between a CPI and CPE.Research limitations/implications: Based on the premise of the interactionist approach of creativity and role identity theory, this study contributes to the creativity and innovation literature by providing empirical support for the relationship between a personal creative identity, organizational creative culture, CPE and IB in IT service organizations.Originality/value: This study adopts a distinct model comprising four different variables to investigate an employee’s IB from a multi-level perspective, i.e., a creative identity and CPE at the individual level and a creative climate and IB at the organizational level. This integrated model using predictors from multiple levels supports the theoretical assumption that IB results from the interaction of individual and organizational level factors.

This article aims to examine the experiences of human resource professionals (HRPs) in managing crises posed by the COVID-19 pandemic. Employing qualitative research methodology, in-depth interviews with 24 HRPs of different industries were carried out. The findings indicate how the HRPs have navigated through five phases of the crisis as (a) anticipatory; (b) crisis; (c) adjustment; (d) rebounding; (e) continuance or reverting to old ways, struggling with many decisions and actions. The periods that companies took to navigate these different stages and the success of how they faced the crises posed by the pandemic mainly depend on factors such as the level of preparedness, nature of the industry, availability of resources, and role of the HRPs. The learning from the experiences of the HRPs and the phases they have navigated through will help to successfully manage similar crises in the future.

Businesses around the globe are facing tremendous pressures to improve their manufacturing practices to minimize their harmful effects on the environment. These pressures are being exerted from different stakeholders but in developing countries mostly there are powerful suppliers and customers, which can change the choices of decision makers in the local industry. According to institutional theory these pressures combined are called normative pressures. By using path modeling this study attempted to find out the role of normative pressures to adopt green supply chain management (GSCM) practices and the impact of those adopted practices on environmental and economic performance of those companies through partial least square (PLS) structural equation modeling (SEM). Data was collected from 134 manufacturing companies in Pakistan through a questionnaire. Path analysis results confirmed that normative pressures have positive and significant impact on adopting the GSCM practices and subsequently these practices improve the environmental performance of the companies in Pakistan. Results also confirmed many existing studies that GSCM practices directly do not improve economic performance but environmental performance does have a significant positive effect on the economic performance

Owing to the inadequacy of in-depth research, actual practice of Joint Consultative Councils/Employees’ Councils in Sri Lanka remains a mystery. This paper explores the process of diffusion of Joint Consultative Council/Employees’ Council in Sri Lankan organizations using Actor-Network Theory. Based in the interpretive paradigm, we employed qualitative methodology and multiple case study strategy, where four BOI approved organizations (cases) were purposefully selected from Textile & Garment industry and Tyre industry in Sri Lanka. In-depth interviews, focus group discussions as well as observations were used as data collection methods. The study revealed that the diffusion process starts with the management strategically creating a need for Joint Consultative Council/Employees’ Council among employees, where in most instances management even go to the extent of imposing the concept on the employees. Afterwards, management employs different actions and mechanisms to promote and continue the practice of the concept within the organizations. Finally, management ensures that the Council remains within its tight control. Thus, it is apparent that, while the concept itself suggest a council of employees, from the initiation to the continuation of Joint Consultative Council/Employees’ Council, management takes the control of the process and uses the practice mainly to fulfill their own agendas.