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Facilitated by social media, employee activism is on the rise, often in response to organizations' own socially irresponsible behavior. Given that digital employee activism is a vital yet underexplored research arena, the purpose of this study is to propose and test a theoretical model for understanding this phenomenon.

A survey was launched on Dynata, a US-based consumer panel company. A total of 657 representative full-time employees working at different levels of positions participated the survey to indicate their perceptual and behavioral responses to organizational social irresponsibility.

Moral obligation was a significant factor in mediating the relationship between organizational social irresponsibility and digital employee activism. Ideological psychological contract adds supplemental weights moderating the mediation effect on digital employee activism.

This study, based on social regulation theory, explores the rise of employee activism in response to organizations’ socially irresponsible behavior. The study identifies moral obligation and ideological psychological contract as the driving forces behind digital employee activism. This study advances digital employee activism scholarship by incorporating the normative lens of moral obligation and ideological psychological contract.

Using social and moral identity theory, this study aims to investigate the influence of perceived greenwashing on employee work attitudes by using social and moral identity theory. By examining the relationships between perceived greenwashing, employee cynicism, work alienation and turnover intention, this study unveils essential mechanisms that shed light on the complex relationship between these variables.

The study gathered data from a sample of 267 employees in the service industry and used variance-based structuring equation modeling to test the hypothesized associations. The results of the study indicated a positive relationship between perceived greenwashing and turnover intention.

Employee cynicism and work alienation emerged as crucial mediating factors, revealing the underlying psychological dynamics linking perceived greenwashing to turnover intention. Moreover, the study identified organizational pride as a powerful moderator that mitigates the adverse effects of greenwashing on employee attitudes.

Genuine and transparent environmental practices are crucial in the service industry to avoid misleading claims, safeguard reputation and establish trust. Leaders should exemplify genuine commitment to environmental practices, serving as role models. Regular and honest feedback mechanisms should be established to gauge employee perceptions of the organization’s environmental initiatives. Educating employees about the signs of deceptive practices can empower them to make informed judgments, reducing the likelihood of falling victim to misrepresentations and mitigating associated negative outcomes.

The current research seeks to shed light on the profound impact of greenwashing on employees, an area that has been surprisingly overlooked. The study responds to the call of the antecedents that influence employees’ intentions to leave their organizations. The study explored the vital relationship between perceived greenwashing and employee attitudes, thereby contributing valuable insights to the existing literature on the sustainable practices of organizations, particularly those in the service industry.

Based on imprinting theory and episodic future thinking, this paper aims to study how CEOs’ attributes and experiences inform innovation in tourism and hospitality businesses. It also explores ways to quantify innovation in this sector.

The authors quantitatively analysed innovation in tourism and hospitality using extensive data from companies’ annual reports. They further adopted multivariate regression to test how CEOs’ experience affects enterprise innovation.

Results demonstrate that CEOs’ academic education and rich work experience can promote corporate innovation. The authors also identified a mediating role of the tone of narrative disclosure in annual reports between CEOs’ academic education and corporate innovation. The imprinting effects of career experience and educational experience appear both independent and interactive.

CEOs are more inclined to engage in corporate innovation when influenced by the combined imprinting effects of strategic management training and work experience. Additionally, leaders should consider how communication styles indirectly influence innovation activities.

This paper introduces an integrated perspective that blends imprinting theory and episodic future thinking to bridge knowledge gaps regarding the interaction of CEOs’ past experiences. This work enhances understanding of how CEOs’ imprinted experiences, together with their capacity for envisioning future scenarios, can drive corporate innovation.

This paper examines how different configurations of societal impact are pursued by purpose-driven organizations (PDOs) and how these configurations align with the application of varying supply chain design (SCD) practices.

This multi-method study uses quantitative data from 1588 B Corps and qualitative data from 316 B Corps to examine how PDOs align SCD with the pursuit of diverse types of societal impact. The authors first conduct a cluster analysis to group organizations based on the impact they create. Second, qualitative content analysis connects impact with enabling SCD elements.

The analysis of the five identified clusters provides detailed empirical insights on influencers, design decisions and building blocks adopted by PDOs to drive a range of societal impacts. Specifically, the nature of the impact pursued affects (1) whether a PDO will be more influenced by a need in the political environment or an opportunity in the industry environment, (2) the relative importance of the design of social flows versus material flows and (3) the need to develop new relational resources with beneficiaries versus leveraging existing capabilities to manage inter-firm processes.

This study responds to calls to disaggregate different dimensions of societal impact and examines the relationship between SCD and a breadth of sustainability impacts for different stakeholders. In doing so, the authors identify four SCD pathways organizations can follow to achieve specific societal impacts. This study is also the first to employ a supply chain perspective in the study of certified B Corps.