Abstract Success of organizational initiatives for environmental sustainability hinges upon employees' proenvironmental behaviors. One of the contemporary important challenges faced by HR professionals is to ensure proper integration of environmental sustainability into human resource policies. The green human resource management (green HRM) has emerged from organizations engaging in practices related to protection of environment and maintaining ecological balance. The aim of this study is to examine the effects of green HRM practices (green recruitment and selection, green training and development, green performance management and appraisal, green reward and compensation, and green empowerment) on employee's proenvironmental behavior. Moreover, this study is going to test the mediating effect of proenvironmental psychological capital and the moderating effect of environmental knowledge on green HRM practices–proenvironmental behavior. Data from 347 employees working in coal generating, power industry, food, chemical, and pharmaceutical industries were collected. Results revealed that green HRM practices positively affected employee's proenvironmental behavior, and proenvironmental psychological capital mediated this link. Employee's environmental knowledge moderated the effect of green HRM practices on proenvironmental behavior.

Abstract Based on a survey and content analysis of 76 empirical research articles, this article reviews the factors driving Corporate Social Responsibility (CSR) disclosure in both developed and developing countries. We find that firm characteristics such as company size, industry sector, profitability, and corporate governance mechanisms predominantly appear to drive the CSR reporting agenda. Furthermore, political, social, and cultural factors influence the CSR disclosure agenda. We find crucial differences between the determinants of CSR disclosure in developed and developing countries. In developed countries, the concerns of specific stakeholders, for example, regulators, shareholders, creditors, investors, environmentalists and the media are considered very important in disclosing CSR information. In developing countries, CSR reporting is more heavily influenced by the external forces/powerful stakeholders such as international buyers, foreign investors, international media and international regulatory bodies (e.g. the World Bank). Furthermore, in contrast to developed countries, firms in developing countries perceive relatively little pressure from the public with regards to CSR disclosure. Copyright © 2017 John Wiley & Sons, Ltd and ERP Environment

Abstract In the context of sustainable development, countries around the world shed more light on green innovation in their environmental policies, and the digital economy may take a vital part in improving green innovation. Predicted on the panel data of 278 cities in China from 2011 to 2019, this research administrates the principal component analysis (PCA) to evaluate the advancement level of the urban digital economy and employs the number of urban green patent applications to represent green innovation level. Through the benchmark regression model, the mediating effect model, the spatial Durbin model, the dynamic threshold panel model, and the gradual difference‐in‐difference model, this paper explores the direct effect, indirect effect, spatial effect, nonlinear relationship, and policy effect of that digital economy has on green innovation. The development of the digital economy can improve green innovation levels in indirect ways, such as by boosting the degree of economic openness, optimizing the industrial structure, and expanding the market potential, and as economic openness, industrial structure, and market potential advance, the promotion intensity of digital economy on green innovation is becoming lower and lower. The development of green innovation has an obvious spatial spillover effect. Still, the enhancement of green innovation in more developed regions may inhibit green innovation in less developed regions due to talent flow and industrial transfer. Finally, the gradual difference‐in‐difference model founded on the ‘Broadband China’ pilot policy supplementarily verifies that digital economy enhancement can substantially advance urban green innovation.

Extant literature suggests that green intellectual capital (GIC), green human resource management (GHRM), and green innovation (GI) impacts the environmental performance of firms. In this paper, we argue that the relationship between GIC, GHRM, GI and environmental performance is more complex than previously suggested. We propose that neither GIC nor GHRM are directly related to environmental performance. We argue instead that GI mediates the relationships between GIC, GHRM, and environmental performance. Further, we suggest that environmental strategies are directly related to environmental performance, while also moderating the relationship between GI and environmental performance. We tested our proposed model on a sample of 244 large manufacturing firms. The results of a structural equation modeling analysis provide support for most of our hypotheses.

Purpose Enhancing green innovation for corporate sustainability is one of the recent issues globally. Knowledge management has been determined as a core factor that hamstrings green innovation. The existing literature was limited to expose the importance of the knowledge management process for corporate sustainable performance. Thus, this paper aims to examine the role of the knowledge management process for corporate sustainable performance with the integration of green innovation and organizational agility following the resource-based view theory. Design/methodology/approach Cross-sectional design was used in this study. Data were gathered through convenience sampling from 475 respondents of multinational manufacturing corporations of Pakistan, analyzed by using structural equation modeling. Findings This study revealed that the knowledge management process and its all constructs (acquisition, dissemination and application) lead toward green innovation; further, green innovation influences corporate sustainable performance and its all constructs (environment, economic and social). Green innovation partially mediates the association between the knowledge management process and corporate sustainable performance. Besides, organizational agility has a positive effect on green innovation and corporate sustainable performance but was not found moderating these relations. The study educates that organizations investing in innovative technologies and adopting greener strategies are not only adequate for achieving sustainable performance, soft issues such as knowledge management and organizational agility but also important factors in the current knowledge base economy. Originality/value This study is an attempt to examine the previously undiscovered multi-dimensional relationships among the knowledge management process, green innovation, organizational agility and corporate sustainable performance. The presence of a positive correlation among these constructs was observed, proving the conceptual framework for this study.

In this paper, we use a social identity theory perspective to study the mechanisms through which internal and external corporate social responsibility (CSR) influence employee identification and its subsequent outcomes, as well as the boundary conditions on these effects. We posit that CSR actions focusing on external stakeholders enhance perceived prestige whereas CSR actions focusing on employee welfare enhance perceived respect—both of which are argued to influence employee organizational identification but differentially impact different forms of employee citizenship. These relationships were predicted to vary in strength, however, due to individual differences in social (local vs. cosmopolitan) and cultural (individualist vs. collectivist) orientations. Data are presented from 408 employees of a fast-moving consumer goods conglomerate operating in South Asia (Study 1) and from 415 employees spanning nine companies in two culturally distinct regions (France and Pakistan, Study 2). The results, which largely support our theoretical framework, are discussed in terms of their implications for both our understanding of the psychology of CSR as well as social identity theory more generally.

Suddenly, COVID-19 has changed the world and the way people work. Companies had to accelerate something they knew was imminent in the future, but not immediate and extremely humongous. This situation poses a huge challenge for companies to survive and thrive in this complex business environment and for employees, who must adapt to this new way of working. An effective e-leadership, which promotes companies' adaptability, is needed. This study investigates the existing knowledge on teleworking and e-leadership; and analyzes the supposed challenges. The literature review shows that companies with effective e-leadership can view teleworking as an opportunity. It is advantageous for not only companies' productivity but also the environment and people who work remotely. However, a traditional or no leadership can result in some risks. Thriving in remote work environments implies that managers must adjust the companies' structure, making them less hierarchical, and developing new abilities to establish a strong and trustworthy relationship with their employees to maintain their competitiveness, while retaining a genuine concern for their employees' well-being. Similarly, successful e-leadership must be able to consolidate and lead effective virtual teams to accomplish organizational goals. This study contributes to the literature and leaders during the pandemic.

Integration of global markets has highlighted the issue of economic competitiveness, the base line to attract the foreign direct investment. In this increasingly globalized and interdependent world economy, knowledge and skills of workforce will be the key competitive weapons of nations and thus should be focused for enhancement of the economic competitiveness (Thurow, 1994). The current study focuses on the role of human resource management as a tool to improve the economic competitiveness of South Asian region in general and Pakistan in particular and hence attracting the foreign capital inflow to boost the economic growth.