Information Sharing and Cognitive Involvement for Sustainable Workplaces

Abstract

In the last few years a vibrant multi- and trans-disciplinary debate has developed around the topic of sustainability in the management of human resources. The need to go beyond old approaches based on the “use” of human resources as “factor of production” has been outlined from different points of view. To contribute to the existing knowledge about the development of more efficient, effective and sustainable approaches in human resource management, this chapter aims to investigate possible pathways and key dimensions in defining more sustainable workplaces by acting on information sharing and cognitive involvement. A possible conceptual framework for clarifying different concepts of the workplace is proposed and some implications are outlined for managerial studies in the light of information sharing and cognitive involvement.

The Influence of Cognitive Dimensions on the Consumer-SME Relationship: A Sustainability-Oriented View

“…This result can be considered to be consistent with previous studies about the market perception of organized structures [91,92]. It is, therefore, possible to state that firms' participation in sustainability organizations is perceived by the market as a type of warranty about firms' engagement and attention in the management of sustainability issues [93]. From this perspective, it is possible to conjecture the existence of a positive "halo effect" which can influence consumer perspectives, building upon firms' participation in well-known structures in the field of sustainability.…”

Idiosyncratic job-design practices for cultivating personal knowledge management among knowledge workers in organizations

“…It is the identification, bundling and allocation of organizational tasks and activities among different employees (Foss et al, 2009;Hackman and Oldham, 1975;Morgeson and Humphrey, 2006). Management disciplines and practices have focused on this fundamental human resource management activity since Taylor's early work on scientific management (Caputo and Evangelista, 2019;Drucker, 1968;Drucker, 1999;Foss et al, 2009;Hackman and Oldham, 1975;Morgeson and Humphrey, 2006). Although knowledge management practices (Heisig, 2009) have been postulated and empirically proven (Inkinen, 2016) as effective managerial interventions for organizational knowledge management , job-design issues have not been incorporated into them and personal knowledge management has not been examined from this perspective.…”

The microlevel actions undertaken by owner‐managers in improving the sustainability practices of cultural and creative small and medium enterprises: A United Kingdom–Italy comparison

“…It is often argued that the achievement of economic, social, and environmental sustainability requires businesses to depart from traditional operations by substantially improving their business practices (Eccles & Serafeim, ). Small businesses could not introduce such changes as they are customarily resource constrained due to their liability of smallness and inexperience (Caputo & Evangelista, ; Love & Roper, ). By interviewing representatives of 40 SMEs in the United Kingdom's construction and restaurant sectors, Revell and Blackburn () found that these companies were too busy coping with daily business pressures and had little incentive to voluntarily contemplate sustainable activities.…”