This paper presents a systematic, evidence-based review of Green Intellectual Capital (GIC) management, a construct first introduced in 2008 and increasingly recognized as a management concept in recent years. This review covers the literature on GIC from 2008 to 2020 and addresses the role played by intellectual capital as a framework to promote sustainability in organizations. With the aim of clarifying our knowledge on the application of the GIC paradigm, this paper reviews the findings on the outcomes achieved by organizations that adopt the GIC paradigm, the antecedents and possible mediation-moderation factors that enhance this process, and the contexts in which such outcomes emerge. Findings show that GIC offers a significant framework for promoting sustainability in organizations. However, even though this study underlines the increasing trend of GIC, there remains very little reliable data on the subject, particularly addressing the role played by GIC as a framework to promote sustainability in organizations. This literature review is valuable for both researchers and practitioners. From a theoretical point of view, it allows one to synthesize the outcomes of GIC to better delineate how it affects organizations and the environment. From a practical point of view, opening a debate about the actual outcomes of GIC allows one to overcome the theory–practice divide, making the value of GIC more accessible to practitioners and managers and pushing them to opt for a green shift in their organizations.

This contribution investigated cheating behaviors in the academic context by translating a model developed by Bandura and his colleagues in the study of transgressive behaviors. We investigated the role of domain specific self-efficacy beliefs and academic moral disengagement in influencing students’ cheating behaviors and academic performance. We included also a contextual factor, namely peers’ cheating behaviors. A structural equation model was implemented on a sample of 416 Italian college students. Results confirmed the posited model, highlighting the pivotal role of academic moral disengagement and peers behaviors in facilitating cheating behaviors, above and beyond the impact of self-efficacy beliefs

Background and Objectives: Within the stressor-emotion model, counterproductive work behavior (CWB) is considered a possible result of stress. It is well-known that self-efficacy mitigates the detrimental effects of stress and the stressor–strain relation. We aim to extend the stressor-emotion model of CWB by examining the additive and moderating role of work and regulatory emotional self-efficacy dimensions. Design and Methods: A structural equation model and a set of hierarchical regressions were conducted on a convenience sample of 1147 Italian workers. Results: Individuals who believed in their capabilities to manage work activities had a lower propensity to act counterproductively. Workers who believed in their capabilities to cope with negative feelings had a lower propensity to react with negative emotions under stressful conditions. Finally, results showed that self-efficacy moderates at least some of the relationships between stressors and negative emotions, and also between stressors and CWB, but did not moderate the relationship between negative emotions and these types of conduct. Conclusions: Self-efficacy beliefs proved to be a protective factor that can reduce the impact of stressful working conditions.

Academic cheating has become a pervasive practice from primary schools to university. This study aims at investigating this phenomenon through a nomological network which integrates different theoretical frameworks and models, such as trait and social-cognitive theories and models regarding the approaches to learning and contextual/normative environment. Results on a sample of more than 200 Italian university students show that the Amoral Manipulation facet of Machiavellianism, Academic Moral Disengagement, Deep Approach to Learning, and Normative Academic Cheating are significantly associated with Individual Academic Cheating. Moreover, results show a significant latent interaction effect between Normative Academic Cheating and Amoral Manipulation Machiavellianism: “amoral Machiavellians” students are more prone to resort to Academic Cheating in contexts where Academic Cheating is adopted as a practice by their peers, while this effect is not significant in contexts where Academic Cheating is not normative. Results also show that Academic Moral Disengagement and Deep Approach to learning partially mediate the relationship between Amoral Manipulation and Academic Cheating. Practical implications of these results are discussed.

Purpose: The importance of an error management culture (EMC) that integrates error prevention with error management after errors occur has been highlighted in the existing literature. However, few empirical studies currently support the relationship between EMC and errors, while the factors that affect EMC remain underexplored. Drawing on the conceptualisation of organisational cultures, the purpose of this paper is to verify the contribution of authentic leadership in steering EMC, thereby leading to reduced errors.Design/methodology/approach: The authors conducted a cross-sectional survey study. The sample included 280 nurses.Findings: Results of a full structural equation model supported the hypothesised model, showing that authentic leadership is positively associated with EMC, which in turn is negatively associated with the frequency of errors.Practical implications: These results provide initial evidence for the role of authentic leadership in enhancing EMC and consequently, fostering error reduction in the workplace. The tested model suggests that the adoption of an authentic style can promote policies and practices to proactively manage errors, paving the way to error reduction in the workplace.Originality/value: This study was one of the first to investigate the relationship between authentic leadership, error culture and errors. Further, it contributes to the existing literature by demonstrating both the importance of cultural orientation in protecting the organisation from error occurrence and the key role of authentic leaders in creating an environment for EMC development, thus permitting the organisation to learn from errors and reduce their negative consequences.