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.

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.

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.

Purpose: This study aims at finding the potential impact on organizational innovations and corporate performance through the influence of transformational leadership on knowledge management and organizational learning. Methodology: Stratified random sampling was used to collect 273 usable responses from 500 respondents for using Structural Equation Modeling (SEM). The deductive approach was adopted under positivism philosophy. Findings: The Result shows that transformational leadership, organizational learning, and knowledge management significantly predict corporate innovation and those, in effect, foster organizational performance through organizational innovation. Implication: One of the implications of this study is the role of transformational leadership is worth evident through empirical findings to transform knowledge management and organizational learning into organizational innovation. Limitation: The size of the sample prevents the result to generalize the results in the home and abroad, and on the contrary, random sampling could have improved universal acceptance of the result which was not used in this study.

In the present study, we construct a model of greenwashing on employees’ environmental performance based on person–organization fit theory. Path analysis and hierarchical regression methods were used to examine randomly selected data collected from 269 employees in eight Chinese gas service and chemical production companies. The results of the analysis reveal that employees’ perceived person–organization values fit mediates the relationship between organizational greenwashing and employees’ environmental performance; employees’ environmental beliefs not only positively moderate the relationship between corporate greenwashing behavior and employees’ perceived person–organization values fit, but also positively moderate the indirect effect of employees’ perceived person–organization values fit between organizational greenwashing and employees’ environmental performance. We provide some theoretical contributions to organizational greenwashing, and practical implications are also offered.

The world of knowledge management consists of different terms that are flying around. Some words are more significant and frequently used than others. Knowledge sharing and knowledge transfer are sometimes measured to have overlapping content and used synonymously. The transfer of knowledge between organizational members has drawn consideration from both academia and business because company competitiveness is linked directly to the dissemination of innovation through an organization. Regardless of the efforts to increase knowledge sharing in organizations, success has been subtle. It is pretty clear that in many instances, employees are not willing to share knowledge even when organizational practices are followed to facilitate transfer. As the scope of innovation within an organization depends on the efficient transfer of knowledge between members, this paper emphases on the concept of knowledge withholding, which is known to interrupt this transfer and distinguish from related concepts (knowledge barriers, knowledge hiding). The aim of this paper is to make a contribution in finding the proper demarcations between these concepts. Firstly, to prove that knowledge sharing and knowledge withholding are separate concepts, Herzberg’s twofactor theory is used which explain the difference between them. Secondly, previous studies on knowledge management are exposed to have unnoticed knowledge withholding in courtesy of knowledge sharing, leading to a lack of information on the earlier. Thirdly, knowledge withholding is defined into two separate manners: the intentional hiding and the unintentional hoarding of knowledge. Finally, characteristics of knowledge withholding are abbreviated based on four territorial behaviors associated to employees in order to advocate areas for further study.