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PurposeThe purpose of this paper was to examine how community engagement can be influenced by responsible leadership during crises. It looks at the phenomenon of community engagement and responsible leadership in India during the Covid-19 pandemic, using the collective responses of community.Design/methodology/approachThis paper uses netnography, which studies community interpretations through their online social communication. The perceptions on how engaged the Indian community felt during the pandemic were studied by collecting and analysing their postings on social media.FindingsThe findings suggest that responsible leadership – through the building of trust, open communication, collective consciousness and mindful action – is an effective way to positively engage stakeholders and influence community response during a pandemic.Originality/valueThis paper contributes to the literature of responsible leadership and community engagement during crises. It is an attempt to link public leadership with responsible leadership and its impact on community engagement in a novel way, filling a void in the literature.

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This paper examines the interface between corporate social responsibility (CSR) and human resource management (HRM) within organisational settings. It draws on 29 interviews with senior CSR and HR professionals in 16 New Zealand organisations to explore the implications of CSR for HRM. Findings indicate that the pursuit of CSR can support HR strategy and practice because of functional complementarities and a common discourse around employee engagement and wellbeing. However, the relationship can also involve territorial silos and tensions that vary according to contextual factors such as the scope and stage of CSR development; its structural location within the organisation; and situational features such as size and sector which help shape the resourcing and priorities of the two functions. This study contributes to knowledge and practice by adopting a contingency approach to advance the argument that integrating CSR principles into HR strategy and practices can, under favourable circumstances, promote 'socially responsible' HRM.

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The land-based private sector is a critical player in reducing emissions in Indonesia. While the Indonesian Government has undertaken various national efforts to reduce the rate of deforestation and land degradation, the involvement of land-based private sectors are still minimal. Using content and thematic analysis, this study explores why land-based private sector is not leading to low carbon development in Indonesia. More specifically, this study aims to: (1) analyse two key policies critically shaping the land-based private sector’s involvement in low emission development in Indonesia; (2) identify the land-based sector’s practices to engage in the development of low carbon policies in the East Kalimantan Province in Indonesia; and (3) conduct a participants’ perceptions analysis to identify the critical factors influencing their involvement in low emissions development. The results show that even though the Government has adopted several mandatory regulations to support the land-based private sector’s participation in emission reduction activities, to date, only a handful of businesses are actively involved in emission reduction efforts. The key barrier identified is the lack of incentives for the businesses to implement low emission programs/activities. This study offers four specific policy recommendations that could support land-based private sector involvement in low emission development in Indonesia. These include (1) establishment of an independent monitoring agency; (2) incentives for ecologically sustainable companies that meet predetermined standard criteria; (3) strict and fair sanctions as disincentives for companies that ignore regulations, and (4) building capacity of the land-based private sector to adopt and develop innovative low emission practices.