The adoption of green practices within and outside organizational boundaries is imperative to ascertain environmental and economic performance goals. This article examined whether internal and external green supply chain management (GSCM) practices have the same or different kinds of regulatory, market, or competitive pressures. We employed institutional theory to identify different kinds of pressures, and resource dependence theory to explore the impact of internal and external GSCM practices on performance. An empirical study was conducted by collecting data through a structured questionnaire administered in Pakistan to the executives in the manufacturing industry. A total of 207 responses were used for data analysis by employing the partial least squares structural equation modeling (PLS-SEM) method. Normative pressures were found to be the most significant in both internal and external GSCM practices, while coercive and mimetic pressures positively affected internal and external GSCM practices, respectively. Internal GSCM practices proved to be more significant in improving environmental performance, and also had a substantial impact on external GSCM practices. In contrast, External GSCM practices had a significant positive effect on economic performance, while environmental performance also contributed to improving economic performance. The theoretical and managerial implications are discussed for academics, policymakers, and industry practitioners.

Abstract:Organizational citizenship behaviour for environment of employees is indispensable in realizing environmental sustainability goals of organizations. However, in the growing literature of employee green behaviour at work, scant attention has been paid on the impact of leader's specific support for environment, and the mechanisms through which it impacts organizational citizenship behaviour for environment. Drawing upon social exchange theory, self-determination theory and theory of normative conduct, we tested the impact of leader's support for environment, autonomous motivation for environment and perceived group's green climate on organizational citizenship behaviour for environment in an integrated model. The sample included 313 executive level employees of green implemented textile and apparel manufacturing factories in Sri Lanka. The results of structural equation modelling showed a direct positive impact of leader's support for environment on organizational citizenship behaviour for environment. Further, autonomous motivation for environment and perceived group's green climate were found to be partial mediators between leader's support for environment and organizational citizenship behaviour for environment. We discussed the theoretical implications for sustainability literature and the managerial implications for organizational practitioners in promoting organizational citizenship behaviour for environment.

PurposeThis paper aims to present an empirically driven crisis management framework of complementary human resource management (HRM) bundles that can be utilized in simultaneously managing the health crisis, financial crisis and disruptions to business operations through lockdown and other government restrictions propelled by the COVID-19 pandemic.Design/methodology/approachThe framework is developed employing qualitative methodology, drawing from the successful HRM practices adopted by 26 Sri Lankan companies in battling the many crises of COVID-19 and using the soft HRM approach as the theoretical basis.FindingsThe findings report a framework that consists of three key HRM bundles (health and safety bundle, cost-saving bundle and employee motivation and engagement bundle) entailing an array of inter-related, internally consistent, complementary and mutually reinforcing HRM practices and HRM activities. These HRM bundles and the HRM practices as well as the HRM activities therein, indicate how a softer approach to managing employees can be used during a crisis.Practical implicationsThe framework will inform the HRPs of the HRM bundles, HRM practices and HRM activities that can be used to manage the multiple crises created by COVID-19 and other similar pandemics.Originality/valueThe study contributes to and expands the knowledge of HRM in crisis management generally and HRM in a global pandemic more specifically.

Purpose The purpose of this paper is to investigate the influence of an employee’s personal creative identity on their innovation behaviour in knowledge-intensive information technology (IT) service provider firms. It further investigates the mediating role of an employee’s creative process engagement (CPE) and the moderating effects of the organizational creative climate on creative identity-innovative behaviour (IB) relationships. Design/methodology/approach This study follows a quantitative method. Using a multi-item survey instrument, a total of 316 questionnaires were collected from the employees of IT service provider firms in Chittagong, Bangladesh. The collected data were analysed using structural equation modelling, factor analysis and path analysis to test the hypotheses and to assess the moderating and mediating effects of the variables. Findings The results revealed the significant influence of an employee’s creative personal identity (CPI) on their IB. The mediation analysis revealed that CPE mediates the association between a CPI and IB. The study also found a significant moderating effect of a creative organizational climate between a CPI and CPE. Research limitations/implications Based on the premise of the interactionist approach of creativity and role identity theory, this study contributes to the creativity and innovation literature by providing empirical support for the relationship between a personal creative identity, organizational creative culture, CPE and IB in IT service organizations. Originality/value This study adopts a distinct model comprising four different variables to investigate an employee’s IB from a multi-level perspective, i.e., a creative identity and CPE at the individual level and a creative climate and IB at the organizational level. This integrated model using predictors from multiple levels supports the theoretical assumption that IB results from the interaction of individual and organizational level factors.

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This article aims to examine the experiences of human resource professionals (HRPs) in managing crises posed by the COVID-19 pandemic. Employing qualitative research methodology, in-depth interviews with 24 HRPs of different industries were carried out. The findings indicate how the HRPs have navigated through five phases of the crisis as (a) anticipatory; (b) crisis; (c) adjustment; (d) rebounding; (e) continuance or reverting to old ways, struggling with many decisions and actions. The periods that companies took to navigate these different stages and the success of how they faced the crises posed by the pandemic mainly depend on factors such as the level of preparedness, nature of the industry, availability of resources, and role of the HRPs. The learning from the experiences of the HRPs and the phases they have navigated through will help to successfully manage similar crises in the future.

Businesses around the globe are facing tremendous pressures to improve their manufacturing practices to minimize their harmful effects on the environment. These pressures are being exerted from different stakeholders but in developing countries mostly there are powerful suppliers and customers, which can change the choices of decision makers in the local industry. According to institutional theory these pressures combined are called normative pressures. By using path modeling this study attempted to find out the role of normative pressures to adopt green supply chain management (GSCM) practices and the impact of those adopted practices on environmental and economic performance of those companies through partial least square (PLS) structural equation modeling (SEM). Data was collected from 134 manufacturing companies in Pakistan through a questionnaire. Path analysis results confirmed that normative pressures have positive and significant impact on adopting the GSCM practices and subsequently these practices improve the environmental performance of the companies in Pakistan. Results also confirmed many existing studies that GSCM practices directly do not improve economic performance but environmental performance does have a significant positive effect on the economic performance Key words:Normative pressures; Green supply chain management practices; Environmental performance; Economic performance; Pakistan Resumo: Empresas em todo o mundo estão enfrentando enormes pressões para melhorar suas práticas de fabricação para minimizar seus efeitos nocivos sobre o meio ambiente. Essas pressões estão sendo exercidas por diferentes partes interessadas, mas nos países em desenvolvimento existem principalmente fornecedores e clientes poderosos, que podem mudar as escolhas dos tomadores de decisão na indústria local. Segundo a teoria institucional, essas pressões combinadas são chamadas de pressões normativas. Com a modelagem de caminhos, este estudo buscou descobrir o papel das pressões normativas na adoção de práticas de gestão da cadeia de suprimentos verdes (GSCM) e o impacto dessas práticas adotadas no desempenho ambiental e econômico dessas empresas através da modelagem de equações estruturais(SEM) utilizando minimos quadradas (PLS). Os dados foram coletados de 134 empresas de manufatura no Paquistão por meio de um questionário. Os resultados do Path Analysis confirmaram que as pressões normativas têm impacto positivo e significativo na adoção das práticas de GSCM e, posteriormente, essas práticas melhoram o desempenho ambiental das empresas no Paquistão. Os resultados também confirmaram muitos estudos existentes de que as práticas de GSCM não melhoram diretamente o desempenho econômico, mas sim o desempenho ambiental que tem um efeito positivo significativo sobre o desempenho econômico.

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