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The purpose of this study is to develop and empirically test a model that can predict factors affecting student recycling behavior. The theoretical model was based on motivation, place attachment, environmental concern and interpersonal altruism.

A cross-sectional study was conducted with college students in Taiwan using self-report questionnaires. Of the 800 distributed questionnaires, 523 were completed (response rate of 65.4%) and were analyzed using structural equation modeling. Partial least squares (PLS) were used to test the models and hypotheses.

The results showed that environmental concern, motivation, interpersonal altruism and place attachment have significant positive effects on recycling behavior and motivation and place attachment have significant positive effects on interpersonal altruism. This research contributes to the existing literature by discriminating between two sorts of motivation: intrinsic and extrinsic. Based on these findings, suggestions for future research and practical implications are presented.

Few studies have linked motivation, interpersonal altruism, environmental concern and place attachment to recycling behavior. Therefore, this study aimed to explore these relationships, specifically as they affect college students’ behavior. This paper anticipates that increased knowledge about recycling behavior could be used to support the wider adoption of recycling practices.

This paper aims to, prompted by a recent paradigm shift in the organizational sciences, to explore some antecedents of organizational learning capability, focusing on altruism and relationship conflict.

To test the hypotheses, the structural equation technique was applied to data from a survey of Spanish firms with recognized excellence in human resource management.

The results of this research show that, in these firms, altruism facilitates learning capacity both directly and indirectly (through relationship conflict). Relationship conflict is posited as a mediating variable that explains how altruism improves organizational learning.

The limitations of this study include excessive heterogeneity of the sample size and industrial sector and the type of firm included in the sample. Due to the potential benefits that altruism seems to have for organizations, future research could continue to investigate the consequences of altruism in organizations.

Altruism provides organizations with a value that can facilitate organizational learning capability not only directly, but also by reducing relationship conflict. Altruism may offer organizations a tool they can use to improve their success in dealing with the challenges of today’s uncertain and constantly changing economic environment.

This study proposes a common altruistic approach that is far removed from traditional self-interested models in organizational literature. This study identifies altruism and relationship conflict as antecedents of organizational learning capability.

The authors draw on this approach to explore the consequences of compassion and altruism in the workplace for firm performance, using organizational resilience as a mediating variable.

In recent years, a paradigm shift has been proposed in the organizational sciences that includes a change from self-centeredness to interconnectedness. This emergent management paradigm considers that employees are not only motivated by self-interest but also by other-centered values, such as altruism and compassion for others. This alternative proposal suggests the need for a more humanistic perspective for management. To carry out the research, the authors applied a structural equation model to a sample of highly innovative companies from different sectors.

The results confirm that compassion at work leads to a climate based on altruism, which indirectly increases firm performance by means of organizational resilience. This study contributes to the organizational literature by revealing some benefits of promoting altruism and compassion in organizations.

This study therefore provides a detailed analysis of the consequences of altruism and compassion in organizations and reveals some organizational conditions that can drive firm performance. Moreover, this study is the first to suggest and empirically validate that a work climate based on altruism enhances organizational resilience. In turn, organizational resilience enables the firm to take appropriate actions to convert unexpected and adverse situations that potentially threaten its survival into sources of opportunity and growth.

The authors study the role of collectivistic norms and beliefs on organizational citizenship behaviors (OCBs) in Mexico, including differences across gender and generations.

The authors researched the relationship between Mexican employees' collectivistic norms and beliefs and their OCBs, which the authors grouped into etic (universal), emic (regional) and unique (indigenous) categories, the latter referred to as Mexican OCBs (MOCBs). The authors also studied the role of gender and generations as moderators.

Collective norms had a positive relationship only on the etic OCBs of sportsmanship, while collective beliefs impacted altruism and civic virtue; the etic OCBs of personal development, protecting company resources, interpersonal harmony; and the MOCBs of dedication and camaraderie. Collective beliefs on the etic OCB of altruism, the emic OCB of protecting company resources and the unique MOCB of camaraderie were stronger for workers from Xers than for Millennials. Moderation tests also showed that collective belief had stronger effects on the emic OCB of protecting company resources and the unique MOCBs of dedication and camaraderie for men than for women.

Gender roles in emerging economies where society is characterized by collectivistic attributes, especially in a sample drawn from professional employees, may have changed. This could explain the reason why most of the interactions were stronger for men. Future studies involving gender roles should look beyond a demographic variable and design an instrument measuring self-perceptions of role identity, such as the Bem Sex Role Inventory (Bem, 1974). This study's findings could be generalized, particularly, to other Latin American nations, but scholars should acknowledge differences in economic development and gender roles, as well as unique cultural elements (Arriagada, 2014; Hofstede, 1980).

The results of this study yield three practical implications for international managers, including (1) distinguishing between the impact of changing cultural norms or beliefs on OCBs, (2) understanding how demographic factors such as gender or generation may influence the degree of OCBs exhibited in the workplace by specific employee groups, and (3) identifying cultural contexts which promote OCBs. First, workers from a younger generation in a collectivistic society, such as Millennials, respond less positively than workers from older generations to cultural beliefs concerning OCBs, such that they are less willing to engage in a particular category of OCBs including protecting company resources.

Global managers should be aware that employees engage in distinct OCBs for different reasons. Emphasizing cultural rules and norms behind helping one another may backfire in Mexico, particularly among men and younger generations of workers. This is understandable for these OCBs. For example, engaging in personal development for the organization's sake due to collective norms may be less effective that pursuing personal development opportunities that employees are passionate about or recognize as beneficial for their careers. Dedication and sportsmanship behaviors that stem from rules are likely less strong or effective as OCBs employees engage in due to strong beliefs or altruistic spontaneity.

The authors filled a gap in scholar's understanding of cultural norms and beliefs on behavior. Specifically, the authors found that cultural beliefs shape etic, emic and unique MOCBs, particularly for men and older generations, and that cultural norms have a negligible and sometimes negative role, being positively related only to the etic OCB of sportsmanship.

This study aims to determine the solutions to address the Indian attitude-behaviour inconsistency in the green purchasing context and provide the possible combinations of antecedents that aid Indian marketers in designing promotional and advertising strategies.

A non-probability criterion-based sampling technique was used in collecting the data across Hyderabad city of Telangana region through online survey technique. The respondents were the customers who were attracted towards green and eco-friendly products. A total of 129 responses were received. SPSS v26 software was used to conduct the descriptive analysis, and the two-step analysis approach of the measurement and structural model was conducted in SmartPLS.

Results indicate that interpersonal influence has a greater direct influence on green purchase behaviour (GPB); altruism’s influence on green purchase intention (GPI) and GPB is through environmental attitude (EA) and green awareness (GA). EA has a significant influence on GA and green behaviour (GB). The GA and GB individually act as potential mediators between EA and green consumption behaviour (GCB) variables. Perceived environmental knowledge (PEK) does not influence GPB directly or indirectly. Altruism still ranks at the fifth position among the six antecedents, indicating reciprocal determinism and not an altruistic purchase approach in the Telangana region.

The results of this study may be used by government agencies and policymakers to launch awareness campaigns aimed at educating the public and encouraging green buying practices among broader societal segments. These kinds of programmes could lessen the harm that inconsiderate consumption habits do to the environment and to society, increase the green behaviour practices like planting trees, and recycling, and also increase the consumer’s PEK.

To the best of the authors’ knowledge, the present study is the first to apply reciprocal deterministic theory along with theory of planned behaviour to predict Indian GCB and address the attitude-behaviour gap. Moreover, to the best of the authors’ knowledge, this is the first study to investigate together the direct and indirect influence of altruism, interpersonal influence and perceived environmental knowledge on green purchase behaviour. Given the growing trend of consumers adopting an eco-friendly mind-set, a novel approach to empirically discuss the behavioural and personal factors will give research the much-needed boost it needs.

The ability to reflect upon and manage their internal functioning may very much help teams contribute to their organizations. This study suggests that managing conflict cooperatively and productively provides a foundation for effective team task reflexivity. 200 employees in 100 work teams in China completed measures of their team's cooperative, competitive, and avoiding approach conflict management and task reflexivity and 100 managers indicated the team's in‐role and extra‐role (organizational citizenship behavior) performance. Results support the theorizing that conflict management can contribute to team task reflexivity. Structural equation analyses were interpreted as suggesting that cooperative conflict management promotes task reflexivity that in turn results in team performance. These results, coupled with previous research, were interpreted as suggesting that cooperative approaches to conflict and task reflexivity are complementary foundations for effective teamwork.

Addresses the characteristics of an ideal society. In particular a fair decision is defined as the indexed subset of liberty, justice and rights: if a decision is right, then it is fair, and, if it is fair, the decision is just. This line of reasoning is arrived at by introducing the new concepts of ethical asymmetry, altruism, dual disadvantage, preference criteria, moral complements and pairwise rights. Respect for individual rights is an important characteristic of the reasoning presented. The Samaritan regards the individual′s right as a claim right, justified by reference to a moral theory or to law. The Samaritan′s dilemma arises when, in resolving an individual right issue, cognizance must be taken of the public preference on the issue. The resolution of the issue can be attained with the presence of altruistic individuals.

The aim of this study is to reveal how workplace fun promotes team performance in the hotel business context.

The conceptual model of this study was tested based on responses from 271 frontline hotel employees (including managers) in the USA, who had full-time work tenure of more than three months in a three-star or above-rated hotel.

This study revealed that workplace fun activities enhance team performance by promoting employees’ workplace fun experience and by facilitating interpersonal trust and group cohesion, which, in turn, reduce intra-group conflict and stimulates interpersonal citizenship behaviors, respectively.

First, this study adopted subjective team performance measures. Although it can be exaggerated unconsciously, the literature suggests that how team members perceive their team’ performance is also an important indicator of team effectiveness. Second, the conceptual model of this study was tested in the US context. So, in a more collectivistic culture, the model might generate somewhat different results from those of this study.

The findings of this study indicate that workplace fun initiatives by the management are an effective means to promote the performance of frontline work teams at a hotel. Discussions are extended to incorporating fun elements into existing organizational cultures.

By adopting the input–process–outcome framework, this study shows how workplace fun, as a critical input, creates positive group processes and, thereby, promotes positive group outcomes in the hotel business context.

The purpose of this paper is to investigate the relationship between altruistic leader behaviors, organizational learning capability and organizational performance.

The sampling frame consists of several databases or listings of business that consider people as a key element of the organization and are considered by their employees to be good firms to work for or organizational environments where human resources management has high priority (n=251). The authors use structural equation modeling to test if the relationship between altruistic leader behaviors and organizational performance is mediated by organizational learning capability.

Results suggest that organizational learning capability fully mediates between altruistic leader behaviors and organizational performance. Thus, organizational learning capability plays a key role in explaining how altruistic leader behaviors affect organizational performance, essentially because it facilitates the creation of a creative, participatory and dialogue-based environment that promotes organizational learning.

The database used in the study is very heterogeneous. Future research might delimit the database by organization size or sector. Qualitative studies may also improve our understanding of the relationships studied and enable other concepts to be included.

This study provides evidence of the positive relationship between altruistic leaders and performance. However, recruiting and fomenting altruistic leaders is not sufficient on its own to improve performance, and should be accompanied by implementing other facilitating factors of organizational learning such as dialogue or experimentation.

In recent years some studies have linked leadership with organizational learning. However, this is one of the first studies to concentrate on altruistic leader behaviors as such, a concept that has received scant mention in the literature despite its importance in a number of leadership styles, and its relevance today as an alternative to the egotistic leader. The authors offer empirical evidence of the role of altruistic leader behavior as an antecedent of organizational learning capability and subjective measures of performance.

The paper aims to explicate the systematic creation of social and ecological scarcities within an absolutely monetised economy and derives the necessity to change the “rules of the game” for doing business towards sustainability. Therefore, a model of human behaviour is developed to explain, on the one hand, sustainability‐hostile behaviour and to contribute to sustainability‐supporting behaviour and “rules of the game” in dynamic interactions, on the other hand.

A model of human behaviour is developed, integrating socio‐scientific insights as well as socio‐biological and evolutionary‐psychological findings. The emergence of human behaviour is conceptualised as an interactive process using the theory of nested control loops including constructivist impulses.

Human behaviour is regarded as the result of three constituting components: cultural shaping (cultural artefacts, education, socialization, enculturation), genetic predisposition (pattern recognition based on instincts, needs, drives, etc.), and situational correctives. These components are connected and interlinked in an “inner model” with the help of four feedback loops (constructivist feedback loop, emergency and reflex feedback loop, interaction feedback loop, and adaptation feedback loop) in the unity of eco‐ and psychosphere.

The developed model of behaviour offers a relatively high degree of abstraction. Further research should consider in detail the constituting components of the model and scrutinise the underlying presumptions and conclusions.

Conclusions arise for designing institutional arrangements, on the one hand, and management approaches and dialogue forms for shaping work processes in the dynamic interaction of individuals and institutions (companies and their units, NGOs, financial institutions, insurance companies, public authorities, etc.), on the other hand.

Because of the cybernetic interlock of the three constituting impulses for human behaviour cultural factors, genetic predispositions, and situational influences, the presented model provides possibilities to explain sustainability‐hostile as well as sustainability‐supporting behaviour within the dynamic interaction of individuals and institutions. The target group includes social scientists and economists as well as managers and persons with practical experience in business and politics.