This study is the first that theorises and empirically tests, at the organisational level, the role that ‘Green’ Human Resource Management (HRM) practices play in facilitating employees' collective engagement in environment protection by taking voluntary actions that ‘go the extra mile’. In this regard, we take an original perspective on Environmental Management (EM) as an organisational change that requires strong support from employees. This allows us to investigate the mediating role of collective commitment to change – and specifically to EM – with regard to the relationship between ‘Green’ HRM practices and collective voluntary behaviours towards the environment. Our results show that ‘Green’ HRM practices are conducive to voluntary behaviours towards the environment at the collective level. Moreover, employees' willingness to support their organisation in its EM endeavour partially mediates this relationship. Additionally, by conceptualising three different types of ‘Green’ HRM practices, our results disentangle their relative importance and their differing impact on collective behaviours towards the environment. This paper thus provides scholars of EM and managers with original evidence-based guidelines on how to leverage ‘Green’ HRM to enhance employees' collective attitudes and behaviours towards the environment

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This study presents a micro‐level investigation that provides new insights into how employees' knowledge sharing affects their own innovative work behaviours (IWBs). Our study posited three mechanisms linking an individual's knowledge sharing behaviours to his or her own IWBs: (i) a direct effect whereby the act of sharing elicits a recombination and translation of knowledge that facilitates innovation; (ii) an indirect effect whereby knowledge sharing creates social conditions (i.e., reciprocation with new knowledge) for innovation; (iii) a distal effect whereby the antecedents of knowledge sharing also promote innovation. We tested these hypotheses on 155 employees in four palliative care organizations. Our results provide original evidence that employees who share knowledge also engage more in creating, promoting and implementing innovations. This study reveals a direct, unmediated link between knowledge sharing behaviours and IWBs. Our evidence suggests that it is the act of knowledge recombination and translation embedded in knowledge sharing that exerts the most positive effect on IWBs. We discuss how this result indicates that sharing knowledge ignites transformation and exploitation capabilities that help sharers innovate their own work practices.

PurposeThe paper aims to discuss a systematic review of the literature about disaster management within the period 1980‐2006.Design/methodology/approachThe research protocol is based on the methodology that is commonly used in healthcare for analysing the literature and provides a state‐of‐art medical discipline. The paper presents both a descriptive analysis and a thematic analysis in order to provide a state‐of‐art of international literature. The research protocol is provided in order to make transparent the review process.FindingsThe descriptive analysis highlights the peculiarities of the literature in terms of attention paid during the years, country of provenience and clusters of content of the selected papers. The thematic analysis deepens the content of the papers formalising the state of art.Research limitations/implicationsThe review considered only academic journals and peer‐reviewed published papers, excluding working papers and books.Practical implicationsThrough both the analyses the authors argue for scholars in disaster management specific streams for further research and for providing practitioners with a state of art of disaster management discipline.Originality/valueThe paper is original and is aimed at translating to the disaster management discipline the methodology of the systematic review commonly used in healthcare disciplines.

The non-pro®t sector is at present involved in a deep renewal process. Non-pro®t organizations are required to deliver tailored and high-quality services in order to overcome environmental complexity and scarcity of resources. In this context, non-pro®t organizations are being called to reengineer their core processes and organizational paradigms. To achieve excellence, all available resources should be managed with increased effectiveness and ef®ciency, the most important of these being knowledge. This paper contributes to the literature about the role which knowledge management plays in achieving excellence in the non-pro®t sector. In particular, the main results from an explorative survey of Italian non-pro®t organizations are formalized and discussed.

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/ authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This study aims to offer new insights to further the understanding on the relevance of engaging employees in knowledge sharing behaviours in order to improve current operations.Design/methodology/approach -The authors' conceptual model proposes a direct relationship between knowledge sharing behaviours and employees' innovative behaviour, moderated by employees' perception of social capital. Six hypotheses were developed from the literature, grounded and tested among 198 employees of four hospices and palliative care organisations (H&PCOs) for dying cancer patients. All constructs were measured using multiple-item scales that were adapted from previous related studies. The authors' hypotheses were tested using seemingly unrelated regression (SUR).Findings -This study has three main results. First, the authors found a positive role of knowledge sharing behaviours in affecting sharers' innovativeness, in terms of propensity and capacity to promote and implement new ideas. Second, sharing best practices and sharing mistakes are two distinct drivers of individuals' innovativeness. Third, individuals' perceptions of social capital have a relevant moderation effect on the linkage between knowledge sharing and innovative behaviour.Originality/value -Past research posited that knowledge sharing is convenient for others, and possibly at the expense of sharers' best interest. The authors' research was grounded on a different notion of knowledge sharing as: a self-interested behaviour, which individuals deploy to generate a norm of reciprocity among knowledge recipients, which might create future benefits in the short term; and an improvement process, which individuals can use to translate new ideas into workable innovations.

Background In January 2010, the SICE (Italian Society of Endoscopic Surgery), under the auspices of the EAES, decided to revisit the clinical recommendations for the role of laparoscopy in abdominal emergencies in adults, with the primary intent being to update the 2006 EAES indications and supplement the existing guidelines on specific diseases. Methods Other Italian surgical societies were invited into the Consensus to form a panel of 12 expert surgeons. In order to get a multidisciplinary panel, other stakeholders involved in abdominal emergencies were invited along with a patient's association.