This study develops a research model that elaborates the mechanism through which responsible leadership influences employee's proenvironmental behavior. Little is known, however, about the mechanisms through which this type of leadership affects proenvironmental behavior, and the conditions under which any such effects are enhanced or attenuated. The present research sought to fill this gap by examining a dual process model in which organizational commitment and green shared vision served as two explanatory mechanisms in the impact of responsible leadership on employee's proenvironmental behavior. Furthermore, we differentiated these two mechanisms by proposing employee's internal environmental locus of control as a moderator. Based on multilevel data collected from 329 employees and 88 supervisors in Pakistan, green shared vision mediated the effect of responsible leadership on proenvironmental behavior, and this indirect effect was stronger for employees with high internal environmental locus of control. However, the indirect relation between responsible leadership and proenvironmental behavior via organizational commitment did not occur. Results also supported that internal environmental locus of control moderated the indirect effect of responsible leadership on employee's proenvironmental behavior through organizational commitment, such that the indirect effect was significantly positive when internal environmental locus of control was high but nonsignificant when internal environmental locus of control was low.These findings provided valuable contribution to responsible leadership and employee's proenvironmental behavior, by exploring the relationships between them.Practical implications and directions for future research are also discussed. KEYWORDS environmental locus of control, green behavior, green shared vision, organizational commitment, proenvironmental behavior, responsible leadership 1 | INTRODUCTION Environmental challenges create significant pressure on organizations to become more environmentally sustainable (Park, Choi, & Kim, 2012). A growing number of organizations have begun to adopt the green policies and practices to enhance economic benefits and better environmental performance (Ardito & Dangelico, 2018). Yet the environmental performance of organizations not only depends upon rigid

Purpose The purpose of this study is to investigate the mediating effect of job embeddedness on the relationships between high-performance work practices, trust in supervisor and turnover intentions of frontline employees in the hospitality industry. Design/methodology/approach Data were collected from 343 frontline employees working in four- and five-star hotels of Thailand. Partial least squares was used for analysis because it is considered as the best method to analyze the data containing both reflective and formative indicators. Findings Results suggest that job embeddedness fully mediates the effects of high-performance work practices and trust in supervisor on turnover intentions and turnover intention positively affects the actual voluntary turnover. Practical implications The study confirms that high-performance work practices (empowerment, training and rewards) and trust in supervisor affect turnover intentions through on-the-job embeddedness. Hence, high-performance work practices embed hotel employees in their jobs, and they are unlikely to display turnover intentions. Furthermore, low level of trust in supervisor must be addressed to maintain a healthy environment where employees are able to develop their job embeddedness. Originality/value This study contributes to the body of research on the theoretical explanation of the consequences of trust in supervisor in hospitality industry, as well as to the growing body of research on turnover intentions in frontline employees.

This study investigates the impact and effect of personality (Big Five Personality Traits) on buying behavior (impulsive and compulsive buying). The participants (N=640) are students from a public sector university. Moreover, the influence of individual personality traits, that is, extraversion, agreeableness, conscientiousness, openness and neuroticism on impulsive and compulsive buying has been analyzed. Moreover, the effect of age and educational level has also been analyzed. The analysis presents interesting insight on the aforementioned relationship.

This study examines how transformational leadership relates to employee's innovative work behavior through intrinsic motivation, psychological empowerment, and creative process engagement. On the basis of an interactional approach, this study hypothesized that (a) there is an interaction between transformational leadership, intrinsic motivation, and psychological empowerment, such that transformational leadership has the strongest positive relationship with innovative work behavior when employees have high levels of intrinsic motivation and psychological empowerment; and (b) creative process engagement mediates the effect that this three-way interaction between transformational leadership, intrinsic motivation, and psychological empowerment has on innovative work behavior. In Study 1, we used a time-lagged research design, collecting multi-source data from 347 software engineers and their respective supervisors, working in IT companies in China. The results of Study 1 supported our hypotheses. In Study 2, we used a more temporally rigorous research design in which data were collected in three stages, with a six-month time interval separating Stages 1 and 2, and Stages 2 and 3. On the basis of the timelagged and multi-source data from 393 software engineers and their respective supervisors, from IT companies in Pakistan, we found that Study 2 produced the same results as Study 1.

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