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While corporate social responsibility (CSR) has been gaining support for the role it plays in employee outcomes, such as organizational identification (OID), the view of CSR from a social identity perspective is underdeveloped. This conceptual chapter explores the role of social identity processes grounded in organizational justice to develop a model of CSR attributions and the moderating role these attributions play in organizational member outcomes. CSR is understood as the relational processes happening with stakeholders, and these relationships engage specific organizational identity orientations. The social identity process flows from there, resulting in CSR attributions including strategic, relational, and virtuous. Using social identity, organizational identity, and organizational justice, this chapter makes two specific contributions: a CSR attribution typology grounded in organizational justice and the moderating impact of these attributions between activated justice dimensions and resulting organizational member outcomes.

Patriotism is often described as the “love of country” that individuals display in the acclamation of their national community. Despite the prominence of this sentiment in various societies around the world, organizational research on patriotism is largely absent. This omission is surprising because entrepreneurs, human resource (HR) divisions, and firms frequently embrace both patriotism and patriotic organizational practices. These procedures include (among other interventions) national symbol embracing, HR practices targeted toward military members and first responders, the adulation of patriots and celebration of patriotic events, and patriotic-oriented corporate social responsibility (CSR). Here, the authors argue that research on HR management and organization studies will likely be further enhanced with a deeper understanding of the national obligation that can spur employee productivity and loyalty. In an attempt to jumpstart the collective understanding of this phenomenon, the authors explore the antecedents of patriotic organizational practices, namely, the effects of founder orientation, employee dispersion, and firm strategy. It is suggested that HR practices such as these lead to a patriotic organizational image, which in turn impacts investor, customer, and employee responses. Notably, the effect of a patriotic organizational image on firm-related outcomes is largely contingent on how it fits with the patriotic views of other stakeholders, such as investors, customers, and employees. After outlining this model, the authors then present a thought experiment of how this model may appear in action. The authors then discuss ways the field can move forward in studying patriotism in HR management and organizational contexts by outlining several future directions that span multiple levels (i.e., micro and macro). Taken together, in this chapter, the authors introduce a conversation of something quite prevalent and largely unheeded – the patriotic organization.

In this chapter, the authors critically examine the application of unmeasured latent method factors (ULMFs) in human resource and organizational behavior (HROB) research, focusing on addressing common method variance (CMV). The authors explore the development and usage of ULMF to mitigate CMV and highlight key debates concerning measurement error in the HROB literature. The authors also discuss the implications of biased effect sizes and how such bias can lead HR professionals to oversell interventions. The authors provide evidence supporting the effectiveness of ULMF when a specific assumption is held: a single latent method factor contributes to the data. However, the authors dispute this assumption, noting that CMV is likely multidimensional; that is, it is complex and difficult to fix with statistical methods alone. Importantly, the authors highlight the significance of maintaining a multidimensional view of CMV, challenging the simplification of a CMV as a single source. The authors close by offering recommendations for using ULMFs in practice as well as more research into more complex forms of CMV.

While research on sustainability reporting in the construction industry has already provided comprehensive findings, the purpose of this paper is to answer the question of how construction companies anchor the topic of sustainability in their strategic and operative management control practices. The implementation of sustainable business models and sustainability strategies requires proper management control instruments or mechanisms that support the transformation process or make it possible in the first place.

A qualitative content analysis based on deductive and inductive procedures was conducted. 39 sustainability reports published by the largest construction companies in the EU were examined.

Valuable insights are provided by showing which control instruments and mechanisms are used to improve corporate sustainability performance as well as how these are linked systematically. The results show that the focus is on strategic planning, cultural and administrative controls, while short-term targets, which could set out the path to achieving the long-term sustainability goals set, are often not reported. Strategic stakeholder theory and legitimacy theory provide explanations for the use of management control practices identified.

Previous studies often focus on selected single control practices and miss holistic approaches for investigating corporate sustainability in construction companies. Furthermore, theoretical perspectives with instrumental and socio/political views on corporate sustainability help us explain the control practices applied. Moreover, practitioners, standard setters and legislators can use the findings for sustainability management or for developing standards and legislation.

Because brand addiction is one of the most intense forms of consumer–brand relationships, this type of behavior has recently attracted the attention of researchers in the field of consumer behavior management. The purpose of this paper is to investigate the antecedents and consequences of brand addiction among Iranian consumers.

This research used a cross-sectional study based on a questionnaire to collect data from a sample of 401 people in Iran. Structural equation modeling was used to test the hypotheses.

This study found that brand love and brand involvement significantly influence brand addiction. Brand addiction was also positively associated with contingent self-esteem (CSE), compulsive shopping and resilience to negative information. Additionally, the results revealed a positive and significant effect of brand involvement on brand love and a similar positive and significant effect of CSE on compulsive shopping.

By examining the antecedents and consequences of brand addiction in an Islamic country, this research offers valuable insights that can enrich the literature on brand addiction in consumer behavior and brand management.

This study aims to explore the relationship between personal innovativeness, perceived symbolic value and green purchase intentions within the context of sustainable consumption. Specifically, it investigates how personal innovativeness influences both green purchase intentions and perceived symbolic value and examines whether perceived symbolic value mediates the relationship between personal innovativeness and green purchase intentions.

Using a survey-based quantitative approach, data were collected from a sample of Indonesian consumers using online panels via SurveyMonkey®. The study used Rogers’ diffusion theory to conceptualize personal innovativeness and drew on theories of symbolic consumption to frame perceived symbolic value. Partial least square structural equation modeling was used to test the proposed hypotheses and explore the relationships among the constructs.

The results indicate that personal innovativeness positively affects green purchase intentions and enhances the perceived symbolic value of green products. Moreover, perceived symbolic value influences green purchase intentions and partially mediates the relationship between personal innovativeness and green purchase intentions. These findings underscore the critical role of symbolic value in the adoption of green products and highlight personal innovativeness as a key driver in sustainable consumer behavior.

This research contributes to the sustainable consumption literature by integrating personal innovativeness with symbolic value considerations in green purchasing decisions, offering a novel insight into how individual traits and product symbolism interact to influence consumer behavior in the context of environmental sustainability.

The purpose of this paper is to improve the understanding of the social contexts of sustainable Lean culture in healthcare by examining self-efficacy (SE) as a fundamental construct related to the value of perceived readiness, prior education of Lean and the importance of leadership’s system-level support.

A descriptive correlational study was conducted to identify the relationships between SE and Lean readiness factors, SE and prior Lean training, SE and clinical vs administrative roles and SE and perceived system-level support in a large health system.

There was a statistically significant difference in self-reported readiness to use Lean tools between individuals who had received Lean training during their academic education and those who had not; however, their level of education did not impact SE. Lastly, and perhaps most important, the learner who embodies SE also has system-level support.

Future directions of this research, in addition to assessing team readiness as other studies suggest, would be to evaluate individual team member readiness by gauging SE and addressing deficits prior to the deployment of process improvement (PI) projects to promote success and sustainability.

This contributes to the ongoing scholarship of Lean management systems, providing clinical and non-clinical leaders with a contextual understanding of their supportive role in the SE of teams.

This study demonstrates the value of understanding SE of individual team members and how it can contribute to overall improved team outcomes, directly impacting the sustainability of Lean change culture and its promotion of improved patient safety, cost efficiencies and access to care.

Talent management is conducted to maximize an organization's overall performance and efficiency which helps to serve as a competitive advantage. Human resource management is a concept which includes human-related activities, but talent management is a strategy which helps to get new talent, develop their skill sets and provide better employee engagement and experience to retain the top potential employees in an organization. Improvement in recruiting and retention of a workforce results from a well-executed talent acquisition approach. In the 21st century, employee retention has become a primary concern for the organizations specially with work from home and hybrid models.

The workforce for tomorrow is going to be very different from what it has been. Technology is transforming the way people work within organizations. The workplace is rapidly evolving in terms of people and processes and is going through a lot of technological changes. The terminologies such as automation, artificial intelligence, augmented reality and block chain technologies are slowly becoming part of the workplace and everyday activities of the organization.

The challenges are many and especially post-pandemic organizations are going through some major changes such as a mindset shift of employees to take up more remote working opportunities, building virtual teams, increase in the gig economy workers (contractual workers) and a diverse workforce which makes it even more challenging for the organization to manage and retain talent.

This paper aims to analyse the determinants of the intention to share a post about an environmental issue posted by a tourism destination on Facebook. The authors use the stimulus-organism-response (SOR) model as a theoretical framework and consider cognitive variables (destination social responsibility, tourist social responsibility and three types of congruence) as antecedents of emotions and of the tourists’ response (intention to share). Specific factors related to the social platform (attachment and active use of social media) are also included.

The model was tested for two destinations with different positioning (green tourism versus sun and beach). For the sampling strategy, the authors conducted an online poll targeting Facebook users who had undertaken at least one trip in the previous year. The sample consisted of 1,001 individuals.

The empirical evidence obtained indicates that consumer–cause congruence is the most important variable for explaining the intention to share the post for both destinations, with the destination–cause congruence being non-significant. The authors also observed that active participation on the social network stimulated the intention to share this specific content.

Unlike prior research, this paper examined consumer motivators for engaging with online corporate social responsibility content for tourism destinations, specifically focusing on destination social responsibility in sustainable tourism. The model also incorporates three types of congruence, revealing variations in their impact on explaining the intention to share sustainability-related posts.