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This study, being explorative, aims to identify the antecedents of social distancing behavior among people in a collective society, in Bangladesh. Based on the social-psychological behavioral model, i.e. theory of planned behavior (TPB), the current study incorporates attitudes, subjective norms, perceived behavioral control, and behavioral intention to assess their influence on actual social distancing behavior. The present study followed the deductive reasoning approach to conduct the research. A self-administered questionnaire was utilized to collect data from 331 respondents through social networks purposively and later analyzed using SPSS-21 and AMOS-20 to test the hypotheses. The results revealed that attitude toward social distancing, social pressure, and perceived control to social distance significantly influence the intention to maintain social distance. The core finding is that perceived behavioral control (directly and indirectly) is the most profound antecedent followed by subjective norms of both intention and actual social distancing behavior. We conclude by providing policy implications for policymakers and health concerns to focus on upholding the attitudinal awareness, normative beliefs, and self-control approach of people for maintaining social distance and behave proactively to contain the outbreak, as well as potential notes for further research.
Anupam Kumar Das; Munshi Muhammad Abdul Kader Jilani; Mohammad Shahab Uddin; Aftab Uddin; Ajoy Kumer Ghosh. Fighting ahead: Adoption of social distancing in COVID-19 outbreak through the lens of theory of planned behavior. Journal of Human Behavior in the Social Environment 2021, 31, 373 -393.
AMA StyleAnupam Kumar Das, Munshi Muhammad Abdul Kader Jilani, Mohammad Shahab Uddin, Aftab Uddin, Ajoy Kumer Ghosh. Fighting ahead: Adoption of social distancing in COVID-19 outbreak through the lens of theory of planned behavior. Journal of Human Behavior in the Social Environment. 2021; 31 (1-4):373-393.
Chicago/Turabian StyleAnupam Kumar Das; Munshi Muhammad Abdul Kader Jilani; Mohammad Shahab Uddin; Aftab Uddin; Ajoy Kumer Ghosh. 2021. "Fighting ahead: Adoption of social distancing in COVID-19 outbreak through the lens of theory of planned behavior." Journal of Human Behavior in the Social Environment 31, no. 1-4: 373-393.
Despite the continuous increase in empirical research on pro-social rule breaking (PSRB), why organizational members conduct this behavior volitionally still requires further exploration. Drawing on the conservation of resources theory, our study investigated the impact of leaders’ high performance expectations on employees’ PSRB, following a hypothetical model with work stress as the mediator and perceived organizational support as the moderator. A three-waved time-lagged survey covering 208 dyad data of supervisor-subordinate from 41 teams of five enterprises in Shanghai, China, provided support for our hypotheses. After analyzing, we found that high performance expectations increased employees’ work stress, and further influenced employees’ PSRB substantially via stress, where the relationship was moderated by perceived organizational support. The theoretical and practical implications are discussed from a sustainability perspective.
Fan Wang; Man Zhang; Anupam Das; Haolin Weng; Peilin Yang. Aiming at the Organizational Sustainable Development: Employees’ Pro-Social Rule Breaking as Response to High Performance Expectations. Sustainability 2020, 13, 267 .
AMA StyleFan Wang, Man Zhang, Anupam Das, Haolin Weng, Peilin Yang. Aiming at the Organizational Sustainable Development: Employees’ Pro-Social Rule Breaking as Response to High Performance Expectations. Sustainability. 2020; 13 (1):267.
Chicago/Turabian StyleFan Wang; Man Zhang; Anupam Das; Haolin Weng; Peilin Yang. 2020. "Aiming at the Organizational Sustainable Development: Employees’ Pro-Social Rule Breaking as Response to High Performance Expectations." Sustainability 13, no. 1: 267.
The psychology of sustainability in terms of sustainable development for work–family conflict (WFC) in organizations has become increasingly relevant in sustainable human resource management research, and the pursuit of sustainable creative performance is an important aspect of corporate sustainable development. Taking a regulatory focus perspective, this study integrates a moderated-mediation model to examine the relationship between work–family conflict and sustainable creative performance. Data were collected from 203 supervisor–subordinate dyads from two branches of a high-end manufacturing enterprise in Shanghai, China. The results reveal that work–family conflict has a positive effect on sustainable creative performance through job crafting, and the effect is stronger when individuals show higher promotion regulatory focus. We discuss the theoretical and practical implications of the study, along with potential future research directions.
Man Zhang; Fan Wang; Anupam Das. Work–Family Conflict on Sustainable Creative Performance: Job Crafting as a Mediator. Sustainability 2020, 12, 8004 .
AMA StyleMan Zhang, Fan Wang, Anupam Das. Work–Family Conflict on Sustainable Creative Performance: Job Crafting as a Mediator. Sustainability. 2020; 12 (19):8004.
Chicago/Turabian StyleMan Zhang; Fan Wang; Anupam Das. 2020. "Work–Family Conflict on Sustainable Creative Performance: Job Crafting as a Mediator." Sustainability 12, no. 19: 8004.
Given the growing intent to prevent decay in environmental management, the present study seeks to unearth the impact of corporate environmental strategy on employees’ voluntary environmental behavior by regulating or facilitating their perceived psychological green climate. Research problems and research questions are built on the essence of multiple theories—goal-setting theory, social identity theory, and social learning theory for grounding the research model. A total of 294 replies were collected through a self-administered survey from diverse industrial panoramas. We used structural equation modeling (SEM) analytics via AMOS-version 20.0 for measuring the hypothesized results. The study revealed that the corporate environmental strategy is displaying an insignificant direct influence on voluntary environmental behavior. However, the corporate environmental strategy indirectly influences, via the mediation effect, voluntary environmental behavior of employees through their psychological green climate perception. Directions for future research are recommended based on insights from the implications and limitations of the study.
Anupam Kumar Das; Shetu Ranjan Biswas; Munshi Muhammad Abdul Kader Jilani; Aftab Uddin. Corporate Environmental Strategy and Voluntary Environmental Behavior—Mediating Effect of Psychological Green Climate. Sustainability 2019, 11, 3123 .
AMA StyleAnupam Kumar Das, Shetu Ranjan Biswas, Munshi Muhammad Abdul Kader Jilani, Aftab Uddin. Corporate Environmental Strategy and Voluntary Environmental Behavior—Mediating Effect of Psychological Green Climate. Sustainability. 2019; 11 (11):3123.
Chicago/Turabian StyleAnupam Kumar Das; Shetu Ranjan Biswas; Munshi Muhammad Abdul Kader Jilani; Aftab Uddin. 2019. "Corporate Environmental Strategy and Voluntary Environmental Behavior—Mediating Effect of Psychological Green Climate." Sustainability 11, no. 11: 3123.
Inadequate and inconclusive studies of the role of transformational leadership (TL) on employee creative process engagement (CPE) and sustainable innovative work behaviour (IWB) have motivated the authors to further advance knowledge in this aspect of the workplace. In doing so, the present study seeks to extend the understanding of innovative work behaviour by the involvement of TL and its subordinates through engaging employees in the creative process. The authors adopted the deductive reasoning approach to measure the observed relationships using structural equation modelling (SEM) through SmartPLS 2, a second-generation integrated regression model for statistical measurement. The results from self-report and others’ reported questionnaires reveal that transformational leaders can engage their subordinates in the creative process and sustainable innovative outcomes by influencing employee intrinsic motivation and proactive behaviour. However, the mediating effect of CPE on TL and IWB is not supported. Lastly, the authors discuss the findings and contributions of these empirical findings in theory and practice. In addition to the potential implications of the examined results, this study also recommends directions for further research in the light of its limitations.
Li Yi; Aftab Uddin; Anupam Kumar Das; Monowar Mahmood; Shanewaz Mahmood Sohel. Do Transformational Leaders Engage Employees in Sustainable Innovative Work Behaviour? Perspective from a Developing Country. Sustainability 2019, 11, 2485 .
AMA StyleLi Yi, Aftab Uddin, Anupam Kumar Das, Monowar Mahmood, Shanewaz Mahmood Sohel. Do Transformational Leaders Engage Employees in Sustainable Innovative Work Behaviour? Perspective from a Developing Country. Sustainability. 2019; 11 (9):2485.
Chicago/Turabian StyleLi Yi; Aftab Uddin; Anupam Kumar Das; Monowar Mahmood; Shanewaz Mahmood Sohel. 2019. "Do Transformational Leaders Engage Employees in Sustainable Innovative Work Behaviour? Perspective from a Developing Country." Sustainability 11, no. 9: 2485.