Search results

Pro-environmental behaviour (PEB) has always been one of the most critical topics in academia and industry. The primary goal of this study is to identify the current research progress and developmental trends of PEB by doing an exhaustive analysis of the existing literature. The study also aims to streamline the future research possibilities in PEB with the current research interests.

A total of 209 published articles from 1993 to 2021 were collected from the Scopus database and analysed using an integrated approach of bibliometric analysis, network analysis, and content analysis techniques. The bibliometric analysis was performed with the help of statistical program “R,” and further analysis was carried out using Gephi and VOS viewer software.

The systematic mapping of this field gives an exhaustive review of the available literature by identifying annual publication growth, most contributing authors, journals, emerging keywords, and themes. Sustainability was found to be the most contributing journal, and Paille was the topmost contributing author. The keywords such as corporate social responsibility, organizational citizenship behaviour towards the environment (OCBE), and green human resource management (HRM) were recently identified as the emerging niche in the literature. The content analysis findings give a robust roadmap for further research in this area.

This study enriches the literature on workplace pro-environmental behaviour by presenting a detailed, systematic, and exhaustive review of the existing publications using a combination of research methodology.

Dramatic changes are constantly shaping the business world. Business in such bizarre settings requires shooting on moving targets. The need to constantly rejuvenate organizations for enduring strategic advantage mandates an out‐and‐out adoption of the learn‐unlearn‐relearn (LUR) model. The purpose of this paper is to highlight the paradigm shifts in the extant literature on the three concepts and then attempts to club the three. It also introduces the concept of the FAST culture symbolized by flexibility, agility, steadfastness and tactfulness in the light of LUR model. Further it takes up a discussion of the strategic nuances, barriers and prerequisites involved in implementing the LUR model.

The paper bases itself on extensive review of literature and industry experience, citing several examples to drive home the central idea of the thesis.

It is concluded that adopting the LUR model requires a gradual and steady process of strategic transformation. It requires challenging old assumptions and creating newer layers of assumptions. The approach to LUR has to be seamlessly beaded with the firm's line of attack.

The paper will provide insights to strategic decision leaders vis‐à‐vis implementation of LUR model and its utility to the organization.

The paper proposes and introduces the LUR model as an important modern‐day imperative for organizations and has supplemented the idea with relevant examples and arguments. The paper also introduces the concept of the FAST culture.

Devolution of human resource management to the line managers is an area that has received ample research attention, yet it remains a relatively unexplored area in the Indian context. Some researchers have examined the nature of devolution in India, but there is still a dearth of studies that establish the devolution‐organizational performance link. Thus, this paper study is carried out to explore the above link in the Indian context.

The paper is based on primary data obtained through a structured research instrument from senior human resource executives of top ranking companies in India. Scale unidimensionality, reliability, and validity were assessed.

The structural equation modeling capabilities of LISREL 8.50 are employed to assess the relationship between devolution and organizational performance. It is found that the structural model fits the data well. The model shows that devolution has a significant direct and positive impact on organizational performance.

The research instrument developed for the above study has been tested in the Indian context only. It needs to be tested and cross‐validated on other samples indifferent settings, cultures, and countries to further test its unidimensionality, reliability, and validity.

The paper has implications for both academicians and practitioners because it explores a largely untouched upon area in the Indian context.

The paper is unique in the sense that it develops a reliable and valid instrument for measuring devolution and then explores the devolution‐performance link.