As organizations operate in an inexorable marketplace, there are always new and unpredictable difficulties that make managerial roles harder and the achievement of organizational goals and objectives more critical. Recently, the implementation of talent management practices in achieving sustainable organizational performance that will match the firms’ operational and strategic goals have been the concern of both academics and practitioners, but the issue has not been exhaustively investigated. Thus, the aim of this study is to investigate the effect of talent management practices on the sustainable organizational performance in real estate companies located in the United Arab Emirates. This paper seeks to make contributions through an empirical evaluation of talent management in the United Arab Emirates. A structured questionnaire was distributed to collect data from a study sample of 306 managers working in real estate companies. The proposed hypotheses were verified by structural equation modeling (SEM). The results of this study show that talent attraction and talent retention had no impact on the sustainable organizational performance, whereas learning and development and career management were found to have significantly positive impacts. The study suggests that learning and development, and employee career management, should be leveraged on by the management by concentrating on the coaching and training programs and job rotation so that the firm can achieve sustainable organizational performance.

Academic institutions like other business organizations strive to achieve, maintain, and sustain their competitive advantages. In this study, we examined the influence of the “strategic human resources management (HRM) practices” on the achievement of “competitive advantages” that will be sustainable, with an evaluation of the mediating role of “human capital” development, and the commitment of employees in an academic environment. Six hundred questionnaires were randomly distributed to the employees of selected universities in Erbil City of Iraq. Structural equation modeling (SEM) techniques were employed for the analysis with the use of Smart Partial Least Square PLS. Findings from our study revealed a linear and positive influence of the strategic HRM on the sustainability of “competitive advantages”; strategic HRM was also found to positively influence human capital development and the commitment of employees to the institutions; the influence of both human capital development and employees’ commitment were found to have a partial mediation in the strategic HRM practices and sustainable competitive advantage (SCA) relationship. Finally, theoretical and management implications were suggested.

The higher education sector faces considerable competition around the world. Accordingly, universities need to make more efforts to increase their competitive advantages. This study aimed to empirically investigate the effect of organizational innovation (OI), knowledge management (KM), and strategic human resource management (SHRM), with a dependent variable of sustainable competitive advantages (SCAs), at Jordanian Universities. For this aim, a specially designed questionnaire has been distributed to study a convenience sample of 400 academic and administrative staff at Jordanian private and public universities, to obtain the required quantitative data. The study’s hypotheses were verified by Baron and Kenny’s mediation regression approach using the software Statistical Package for the Social Sciences (SPSS). The results of the study demonstrate that there is a significant positive relationship between the following pairs of variables: KM and SCA; SHRM and SCA; SHRM and OI; KM and OI; and OI and SCA, whereas OI was found to have a partial and indirect significant mediation impact on the direct relationship between KM and SHRM and universities (organizations) gaining SCAs. Finally, it was concluded that more attention needs to be paid to the OI aspect in organizations and to integrate it with KM and SHRM in a way that promotes SCAs. In addition, we propose that similar studies should be conducted in industries other than education or the education sector in different countries in a way that obtains generalized and representative results.

Purpose: The purpose of this paper is to examine the effect of ethical leadership on followers’ organizational citizenship behavior (OCB) and turnover intention and to examine the mediating role of intrinsic motivation in the relationships.Design/methodology/approach: The study employed a quantitative research method with a sample of 351 supervisor–subordinate dyads in three large public universities in the Kurdistan Region of Iraq. The statistical analysis was conducted using Statistical Package for Social Science software, through multiple regression analyses to test the research hypotheses.Findings: The results indicated that ethical leadership positively related to OCB and negatively related to turnover intentions. The results also showed that intrinsic motivation fully mediates the relationship between ethical leadership, OCB, and turnover intentions.Originality/value: This study recognized the gap in the literature, and it contributes to the body of knowledge through an examination of the mediating role of intrinsic motivation between ethical leadership, OCB and turnover intention, relying on the cognitive evaluation theory.

Corporations’ accountabilities to implement socially responsible actions towards stakeholders are essential as organizations keep participating in competitive industries. Recently, applying leadership approaches has been the emphasis of both scholars and practitioners, but the concern has not been comprehensively examined. The purpose of this study is to investigate the influence of transformational and transactional leadership styles on environmental and ethical features of Corporate Social Responsibility (CSR), in financial services companies located in the United Kingdom (UK). The moderating factor of employees’ years of employment in their respective companies is also examined. Offering contributions through an empirical appraisal of leadership and CSR is aimed. 384 employees working in the financial services companies in the UK were given a structured questionnaire to test our model. The employees offered viewpoints on the leaders, their selves, and the company. Suggested hypotheses were tested through Structured Equation Modelling (SEM). The study concluded that both transformational and transactional leadership approaches had positive impacts on the environmental and ethical aspects of CSR. Additionally, the moderating variable only had an impact on the relationship between transformational leadership and ethical CSR. The study proposes that complementary implementation of transformational and transactional leadership approaches can lead to enhanced socially responsible actions in organizations.

As institutions operate in a competitive market, there are always unexpected changes and difficulties that complicate academic and administrative positions and achieve key organizational goals and objectives. This paper aimed to assess the link of sustainable talent management practices on employee job satisfaction in the higher education sector located in North Lebanon and to reinforce this relationship by taking into account the mediating effect of the organizational culture. A structured questionnaire has been distributed to study a research sample of 200 randomly selected workers from ten public and private Lebanese institutions. Structural equation modeling was used to assess the presented hypotheses. The findings indicated a strong and significant positive relationship between the sustainable talent management practices and employee’s job satisfaction, whereas organizational culture had a mediation effect on the relationships between independent variables, with a statistically significant positive impact, and a statistically significant negative indirect effect relationship between knowledge sharing and employee’s job satisfaction. The study engages a fit model to clarify the relationship between sustainable talent management practices and employee’s job satisfaction. Hence, the study encourages organizations to take advantage of sustainable talent management practices within their institutions to further develop their competitive achievement along with the satisfaction of their employees.