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Islamic boarding schools are education institutions that have been developing in Indonesia as places for the Indonesian people to learn and gain knowledge in the perspectives of the Islamic religion and Indonesian nationalism. This study aims to explore the potential of Islamic boarding schools as places to support and to empower the economy and to increase the participation of students in entrepreneurial activities by applying the Humane Entrepreneurship approach. This study identifies the humane entrepreneurship approach by analyzing the humane cycle and the enterprise cycle in the entrepreneurship activities occurring in a single case study of an Islamic boarding school.

This article used a qualitative method with a case study approach through deep exploration and observation. In-depth semi-structured interviews were conducted with the key people in one of the Islamic boarding schools in Indonesia using a purposive sampling technique. Miles and Huberman (1984) technique was used for data analysis by grouping similar text segments into codes and categorizing them for further analysis.

The findings of this study indicate that the Islamic boarding school has implemented humane entrepreneurship through entrepreneurial-oriented activities as the main aspects of the humane cycle and the enterprise cycle. The implementation of humane entrepreneurship aims to achieve entrepreneurial growth, innovation and independence of the Islamic boarding school, as well as the development of the stakeholder's capabilities, knowledge and commitment. In addition, applying the spiritual approach, which is one of the important components of Islamic boarding schools, has proven to be effective in implementing humane entrepreneurship.

This study has several limitations. First, this study only focused on one Islamic boarding school in Indonesia. Second, there is still very little research in the field of humane entrepreneurship, so the concept itself is still considered to be relatively new. Therefore, further direction is needed for future research regarding the exploration and identification of any other factors that might influence humane entrepreneurship.

This study provides new insights on the implementation of humane entrepreneurship in Islamic boarding schools. This research covers the gap where the humane entrepreneurial approach can be applied not only in large organizations, but also in religious educational institutions. The spiritual approach and religious values as the principles of Islamic boarding schools have been proven to be effective in implementing humane entrepreneurship.

The purpose of this paper is to explore strategic differences in marketing communication tactics for vegan and humane meat brands.

Content analysis was used to categorize the types of persuasive appeals used on the packaging of vegan and humane meat brands.

Humane meat brands use animal welfare and environmental appeals more often whereas vegan brands use taste appeals more frequently.

Marketers’ communication strategies for alternatives to traditional meat consumption are different from those of activists and non-profit organizations. By targeting middle of the road consumers, both vegan and humane brands can support widespread efficient and curtailment behaviors and in the process benefit consumers, the brands and society.

Anti-consumption and/or reduction of meat and animal by-products are arguably the most impactful ways in which consumers can alter their diets to positively impact individual and societal well-being. Consumers seeking alternatives to traditional meat consumption may either chose more sustainable meat products (efficient behaviors) or reduce/eliminate meat consumption (curtailment behaviors). Existing research suggests that such consumers can be divided into two segments – those driven by personal motives (health and/or taste) and those motivated by prosocial concern (environmental sustainability and/or animal welfare) and brands should match persuasive appeals to consumer motives, i.e. curtailment-focused vegan brands should use environmental or animal justice appeals and efficiency-focused humane meat brands should use taste or health appeals. However, the present research assumes marketers’ perspective and demonstrates that both vegan and humane brands target middle of the road consumers striving to balance multiple personal and prosocial goals, being socially responsible without compromising taste.

Drawing from job characteristic theory and person-environment fit theory, the authors examine the relationship between job characteristics needs-supplies fit/misfit and affective organizational commitment across countries and how humane orientation moderates this relationship.

To test the authors’ hypotheses, the authors conducted a number of multilevel polynomial regressions with three-dimensional surface analyses on a sample of 19,049 employees from 24 countries drawn from the International Social Survey Program (ISSP) 2005.

Results indicate that job characteristics needs-supplies fit is positively related to affective organizational commitment, while job characteristics needs-supplies misfit is negatively related to affective organizational commitment. In addition, results reveal that humane orientation is relevant to increasing affective organizational commitment when external rewards job characteristics needs are higher than external rewards job characteristics supplies.

These results weaken the universality of job characteristics and call for a departure from a one-size-fits-all approach to human resources.

The purpose of this paper is to explore the way leadership influences an organization to become humane through its features and behaviors; as well as the organizational circumstances in which humane leadership can be nurtured. The first empirical case study, in the fields of Human Resource Development (HRD) and hospitality management, to explore the way employees from different national cultures (as measured by their individualistic/collectivistic values), in a US-based hotel, perceive their workplace to be a humane organization (HO), as defined by Chalofsky (2008), was the one made by Dimitrov (2009, 2010). More specifically, the example set by leadership in the studied hospitality organization is the focus of the present descriptive manuscript. The importance of HRD concepts such as the HO for the academic study and practical development of leadership in organizations is significant, through the effects leadership has on employee satisfaction and engagement at the workplace.

The exploratory research mentioned above used a single embedded case study with 17 participants, selected via purposeful convenience sampling, who represented management, supervisory and professional line-level employees from a culturally diverse full-service hotel in a major metropolitan area. The instrument of Singelis et al. (1995) for horizontal and vertical individualism (I) and collectivism (C), as well as the instrument of Triandis and Singelis (1998) for I and C, was applied to every respondent to determine their cultural belonging. One-on-one interviews, written reflections and documentary analysis, as well as observations of the social and physical aspects of the participants’ workplace, were conducted.

Five leadership sub-themes were observed to the general theme “Setting the Example” of the study’s findings: company values for leadership styles and employee treatment; the legacy of one charismatic leader (the previous general manager); leader–follower communication; how the workplace feels intrinsically; and how the work environment becomes negative. The study led to the formation of two new characteristics of the HO (Dimitrov, 2009), of which one could be recommended as the main focus of leadership in an HO: being cognizant and understanding of individuals as human beings, not just as employees. The traits and behaviors of some modern leadership theories such as authentic leadership, transformational leadership and charismatic leadership were combined under the concept – humane leadership.

The research of more culturally diverse organizations in different counties, brand cultures and economic sectors, under various research methodologies, and in the context of classical and recent leadership theories, was recommended to establish further weather I and C employees’ expectations of their leadership would make a difference for the sustenance of an HO.

Furthermore, organizations and HRD practitioners are encouraged to invest more time, efforts and resources into leadership development programs that create such humane leadership skills and prepare quality leaders who are well-perceived and trusted by their culturally diverse workforce.

The importance of HRD concepts such as the HO for the academic study and practical development of leadership in organizations is significant, through the effects leadership has on employee satisfaction and engagement at the workplace. Humane leaders can be nurtured in a humane organizational culture.

The purpose of this paper is to explore the sources of meaningfulness at the workplace, according to the perceptions of hospitality employees from different national cultures in one US‐based hotel, based on Dimitrov's empirical study about the features of the humane organization.

This was an exploratory research that employed a single embedded case study. There were 17 employees, selected via purposeful convenience sampling. The process of data gathering involved: personal statements, interviews, complete observations, and document analysis. Data were coded using open and theoretical codes. Content and constant comparative analysis was used to link the emerging themes.

The respondents felt that sources of meaningfulness in the workplace are: work itself and pride in the product; the social environment; the self and spirituality at work; and becoming a humane organization.

The main recommendations for future research are to: explore the meaning of work and meaningful workplace human resource development concepts in more culturally diverse organizations in different counties and economic sectors (government and non‐profit); study the national cultural differences more specifically per cultural type, utilizing systematic methodologies for cultural differentiation; and explore other study designs.

Organizations are advised to: create flexible schedules and WFB policies; exhibit social responsibility; and broaden the cultural horizons of their workforce.

The discussion in this paper will further enhance the understanding of international human resource development as it provides a focused review of the sources of meaningfulness in the workplace found in the study of one US‐based organization, populated by the international influences of a global industry in a global world.

Adopting more sustainable and social-oriented perspectives is crucial for the emergence of the so-called humane entrepreneurial ecosystems (HEEs), the last ones supporting the improvement of both economic, environmental and social wealth. Entrepreneurs act as keystone players in each entrepreneurial ecosystem, thus the emergence of Humane Entrepreneurship (HumEnt) is crucial in shaping HEEs. Given the role of culture in affecting HumEnt, the relationships between Humane Orientation (HO) – as defined in the GLOBE project – and the basic components of Humane Entrepreneurship (HumEnt) were, particularly, explored in a selected sample of countries. Both Intellectual Capital (IC) and knowledge management (KM) perspectives were adopted in pursuing the research goal.

The study approaches this by the mean of the Ward method with Euclidean squared distance and the k-means method. The GLOBE project, the Global Entrepreneurship Monitor (GEM), the Environmental Performance Index (EPI) and the International Social Survey Program (ISSP) were used as data sources. Correlations between HO “as is” scores and each components of HumEnt were checked for the world sample (N = 36), as well as for the groups of innovation-driven countries (N = 17) and European countries (N = 14).

Research results show a conditional confirmation of the developed hypotheses, depending on countries cultural levels of HO, with a moderating role exercised by the economic development on the relationship between culture and HumEnt.

Given the increasing pressure of fundamental societal challenges, such as climate change, poverty and increasing inequality within and between countries intensified by pandemic (UN report, 2021), integrating the more traditional approaches to profit seeking with the more sustainable and human-centric perspective is a priority for both scholars and society at large. Previous researches do not provide explanation about the contextual factors responsible for the emergence of more humane-oriented entrepreneurial ecosystems, especially when referring to culture. This article broadens our understanding about the reason why both HumEntr and HEEs differently arise and develop in different cultural contexts.

Based on the humane entrepreneurship perspective, this study examines the mediating relationship of organizational trust (OT) between corporate entrepreneurship (CE) and turnover intention (TI). In addition, it tests the moderating role of top talent management (TTM) between corporate entrepreneurship and OT.

This study uses a multi-level research method to provide a conceptually comprehensive understanding of how CE works in an organization by testing the relationship between organizational practices and employees' outcomes.

This study found the mediating role of OT between cooperate entrepreneurship and employee TI. The authors also found the moderating role of TTM between CE and OT.

In this study, it is meaningful that OT is set as a mediating variable to identify the relationship between CE and workers' attitudes (TI). Although previous studies have shown a positive correlation between CE and TI, there was a lack of specific research on the indirect process by which CE affects workers' attitudes. This study looked more closely at the impact of CE on workers' attitudes using a multiple quasi-analysis.

The purpose of this paper is to describe the cultural values – how things should be – and the cultural practices – how things are – of Angolan society. The authors expected to find: a gap between practices and values; high levels of power distance, institutional and in-group collectivism, uncertainty avoidance, future and humane orientation; and low to medium levels of performance orientation, gender equality and assertiveness.

In all, 235 employees in Angola responded to a questionnaire using GLOBE’s cultural scales.

There is a gap between cultural practices and values. Within Angola, humane and performance orientations are the most valued cultural dimensions. Power distance and in-group collectivism are the most prevailing cultural practices. Compared to other countries, Angola has high levels of humane orientation, institutional collectivism and uncertainty avoidance values and high levels of assertiveness and performance orientation practices.

Higher than desired levels of assertiveness and power distance, on the one hand, and lower than desired levels of humane orientation and uncertainty avoidance on the other, are key aspects that should be taken into account by HRM in this context.

These results may have important implications for HRM in Angola. To the best of our knowledge, this is the first analysis of Angola’s culture from a business research perspective.

This paper suggests that motives for engaging in affiliative‐promotive “helping” extra‐role behavior is related to cross‐cultural differences. The cultural dimensions of in‐group collectivism, uncertainty avoidance, performance orientation, and humane orientation, and their differential effect on helping extra‐role behavior in a diverse workforce are examined. Theoretical implications provide guidance for future empirical research in this area, and provide managers with more realistic expectations of employee performance in the workplace.

Explores, from an insider's perspective, the operation of so‐called “humane” resource practices at Guangxi Bank of Industry and Commerce.

Concentrates on the operation of three aspects of humane‐resource management at the bank: care for disadvantaged employees; care for the employee's family; and the reduction of status distinctions at work.

Reports that these policies help to empower and motivate employees at the bank.

Advances the view that managers in China who want to have commitment in the workplace should be prepared to put in the time and effort to provide their employees with humane resource management practices.

Reveals that this type of “caring” HR is part of the prevailing ethos in the People's Republic of China.

Provides interesting detail on how HRM operates in the world's largest bank.