Purpose This paper aims to analyse stakeholder sentiment about the corporate social responsibility (CSR) actions implemented by Italian companies between February 20, 2020 and April 20, 2020, which was the first peak in the outbreak of the COVID-19 health emergency in Italy. Design/methodology/approach Using sentiment analysis, the impact of COVID-19 on CSR actions is analysed through reactions to the news published on Twitter by a sample of Italian news agencies. Findings The analysis indicates that the actions most appreciated are those that are more radical, e.g. where the company has converted part of its production to make goods that are useful in dealing with the COVID-19 emergency. The study identifies a new category of actions definable as “crisis-shaped CSR.” Practical implications This is one of the first studies concerning the effects of the pandemic on both CSR actions and organizational legitimacy. Originality/value This work explains which strategic approach to CSR is the most effective in supporting corporate reputation in times of crisis, this study identified which of the CSR initiatives adopted by companies in Italy were more effective in stimulating positive interactions and sentiment among the general public.
This paper explores the effects on workers’ employability of workplace development opportunities during employment as perceived by the workers themselves. Data was collected through a survey conducted in 2012 in Italy using a sample of 558 workers. The aim was to test the effects of participation in training courses, workplace learning opportunities and career development support on career development in 2013. Results show that the main predictors of subjective career success are related to the career development support provided by supervisors, including mentoring and career counselling, and workplace learning opportunities provided through processes of job enrichment, job enlargement and job rotation. By contrast, participation in training courses does not bring any significant effects. The study also reveals that employees’ opportunities for increasing their employability in the workplace depend on a number of personal and occupational characteristics. The study reaches the conclusion that firms can play a significant role in enhancing the career success of an individual and that employability can been encouraged by a mix of on‐the‐job workplace development opportunities.
The literature on public value creation has grown significantly in recent years. However, how such generation of public value is linked to the interaction between individual and organizational capabilities, and the role played by leadership in such interaction, is still underexplored. This analysis of the congestion charge zone (Area C) implemented by the Municipality of Milan in Italy explores this issue and highlights the role played by the knowledge orchestrator who, by assuming different leadership roles at different times, strives to create value through knowledge mobilization. Leveraging from existing resources, the knowledge orchestrator captures knowledge from the external environment and promotes collaboration among individuals and institutions, so as to generate a new reconfigured stock of knowledge. These activities nurture the capacity of public organizations to collaborate, produce innovations, and more broadly contribute to public value creation.
PurposeThis paper explores the use of social media (SM) in Human Resource Management (HRM). Building on the configurational approach, the study investigates the existence of different configurations of social e-HRM, their consequences for the organizations and their predictors.Design/methodology/approachThis empirical study draws on a survey administered to HR directors of 176 companies operating in Italy. Two-step cluster analysis, test for variance and logistic regressions were employed for data analysis.FindingsThree social e-HRM configurations emerged – non-use, relational use and extended relational use – which distinguish different goals for using SM in HRM. The three configurations lead to similar outcomes for organizations, even if SM users, in general, enjoy greater success than non-users. Certain structural, strategic and HRM factors are systematically and variously associated with each configuration.Research limitations/implicationsThe study is based on cross-sectional research, and thus it is difficult to identify causal links between the variables. The study also relies on data collected in a specific national context, which limits the generalizability of the results.Practical implicationsThe study suggests that different and equally effective social e-HRM configurations exist and that their presence is predicted by specific structural, strategic and HRM factors.Originality/valueThe study contributes to an emerging and still scarce literature on types, drivers and outcomes of SM use in HRM.
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