This study examines the direct impact of three dimensions of the institutional environment on managerial attitudes toward the natural environment and the direct influence of the latter on the environmental sustainability orientation (ESO) of small firms. We contend that when the institutional environment is perceived by owner-managers as supportive of sound natural environment management practices, they are more likely to develop a positive attitude toward natural environment issues and concerns. Such owner-manager attitudes are likely to lead to a positive and proactive orientation of their firms toward environmental sustainability. The study uses survey data from 166 small manufacturing firms located in three Philippine cities. First, the study develops and tests the measurement models to examine the validity of the constructs representing the firm\u27s institutional environment, managerial attitudes toward the natural environment and the ESO of firms. Second, the study develops and tests the structural models examining the institutional environment-managerial attitudes-ESO linkages. Multi-sample invariance structural model analysis shows the mediating role of managerial attitudes in the institutional environment-ESO nexus. The findings show that ESO is a construct comprising three dimensions: knowledge of environmental issues, sustainable practices and commitment toward environmental sustainability. The cognitive, regulatory and normative elements of the institutional environment are strongly linked to positive managerial attitudes toward environmental sustainability, which in turn, positively influences the firm\u27s overall ESO. Managerial attitudes play a mediating role in the institutional environment-ESO linkages. The managerial, practical, research and policy implications of the research findings are discussed

PurposeThe purpose of this article is to contribute to an understanding of how diverse groups of employees perceive their workplaces as learning environments, and to cast light on the learning processes of these diverse groups of employees.Design/methodology/approachThis study was designed to examine employee perceptions of: the extent to which their managers create conditions in the work environments favourable to learning and enact behaviours in one‐on‐one settings that are likely to foster learning; and their sources and methods of learning. Data were gathered from 464 employees in 31 small manufacturing firms through self‐completion questionnaires and analysed using descriptive statistics and t‐tests.FindingsResults for six demographic groups are presented to provide a comparative view of employee perceptions. The research found that the two comparison groups within three demographic variables (tenure, age, education) differed markedly in how they perceived their workplaces as learning environments. However, the various comparison groups seemed to agree that workmates and observational processes were central to learning.Research limitations/implicationsThe research reveals demographic variables that appear to be important in studies of employee learning in small firms. These variables are: tenure, education, and age. Future research should examine owner‐managers' perceptions of the workplace learning environments and employee learning processes.Practical implicationsManagers may need practical help in managing the learning of diverse groups of employees, and in understanding the potential differences in employee learning processes.Originality/valueDeparts from small business research practice by providing an employee perspective and examining informal learning processes, as opposed to training practices.

This study explores direct and indirect relationships between involvement in formal training and development events, employee attitudes and withdrawal responses including turnover intentions and neglectful behavior for those employed in small and medium-sized enterprises (SMEs). Questionnaire data were obtained from 185 staff employed in a diverse range of SMEs. Our results suggest that employees that participate in more training and development events are less likely to be considering leaving their employer and less likely to engage in neglectful behavior. However, the analysis revealed that the effects of participation in formal training and development are fully mediated by perceptions of organizational support and job satisfaction. In contrast to results from studies in large organizations, affective commitment was not found to be an influential determinant of employee exit intentions or neglect.

Purpose The purpose of this paper is to explore relationships between organisation embeddedness and life satisfaction, and community embeddedness and life satisfaction. The study also examined relationships between each sub-dimension of organisation embeddedness and community embeddedness and life satisfaction. These sub-dimensions are “links”, “fit” and “sacrifice”. Design/methodology/approach Data were collected from 549 employees in organisations located in four major business centres in South Africa. The data were analysed using structural equation modelling. Findings Both organisation embeddedness and community embeddedness were positively related to life satisfaction. Regarding the sub-dimensions of organisation embeddedness, only organisation fit and sacrifice were positively related to life satisfaction. As regards the sub-dimensions of community embeddedness, only community fit was positively related to life satisfaction. Practical implications Adopting practices which embed employees in the organisation and communities where they live is potentially beneficial for both organisations and employee well-being. Originality/value The bulk of research on job embeddedness (JE) and work-related outcomes has focussed on benefits for the organisation. The effects of embeddedness on employee well-being have been largely overlooked. The current study is an attempt to redress this imbalance in JE research.

Purpose In a highly competitive globalised environment, the innovation behaviour of employees plays a key role in the economic viability and competitive advantage of organisations. In this context, developing the understanding of innovation work behaviour is important for the field of individual innovation and this is the focus of the study. The paper aims to discuss this issue. Design/methodology/approach Data were collected using a survey from 549 employees in organisations operating in four major business centres in South Africa. Findings On-the-job embeddedness was positively and significantly related to innovation behaviours by employees in organisations operating in diverse industries. Consistent with the view that small organisations have a “behavioural” innovation advantage over larger organisations, the size of the organisation moderated the positive relationship between on-the-job embeddedness and innovation behaviours. On-the-job embeddedness was more positively related to innovation behaviours in small organisations than in larger organisations. Practical implications Employees who are highly embedded in their jobs (but not necessarily their communities) are more likely to enact innovation behaviours than employees who are not similarly embedded. Human resource management professionals and line managers can potentially foster employee innovation behaviours through adopting strategies aimed at positively influencing the fit, links and sacrifice dimensions of on-the-job embeddedness. Originality/value The study contributes to theoretical and empirical expansion of job embeddedness (JE) by examining: how work and non-work forces that attach employees to their organisations influence their propensity to enact innovation behaviours; and how organisation size moderates the relationship between JE and innovation behaviours. The results will help managers who wish to foster innovation.