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The purpose of this paper is to analyse the metaverse platform in a social context to better understand the future of this tool in tourism cities and how this can help to improve the well-being of residents in both digital and physical scenarios.

In this paper, the current and probable developments in the metaverse, and its use in tourism cities and companies have been investigated. Moreover, this study develops, collects and examines the main metaverse definitions by expert authors and organizations as a methodology to ensure the transparency and credibility of the metaverse analysis.

Findings suggest that the fusion of the metaverse and tourism cities must create residents’ services and experiences in the new MetaTourPolis to help interact and connect citizens with the city’s institutions and companies, as well as make tourism cities more attractive, innovative, environmentally friendly and healthier places to live. Metaverse will bring new changes for residents and tourists, in fact, this virtual platform is already changing and improving the residents’ quality of life and people with disabilities in tourism cities. For instance, the metaverse platform has been implemented in Seoul, Santa Monica and Dubai MetaTourPolis to interact with their residents, including people with disabilities, to resolve bureaucratic and administrative problems, avoiding this group and the rest of the residents travelling by bus or car to the city’s institutions. In addition, several metaverse applications based on softbot tutors or metaverse virtual social centres have been developed to improve blind and impaired people, and elderly people’ quality of life, respectively.

A new concept called “MetaTourPolis” has been included to stage the relationship between tourism cities and the metaverse platform, where the fusion of metaverse and the new tourism polis of the 21st century will be at the service of citizens, tourists and companies, to create more sustainable, efficient, quantitative and environmental tourism cities.

Researchers have tried analysing how the organizations’ practices of doing good can help improve their employees’ satisfaction over the past couple of decades. Employee satisfaction has a complicated relationship with a company’s corporate social responsibility (CSR) activities. Subsequently, the purpose of this paper is to conduct a bibliometric analysis and a literature review to trace the links between CSR and employee satisfaction, summarize and analyse the advances in this field, the knowledge gaps, publishing trends and further directions for future research.

The authors conducted a bibliometric analysis followed by a literature review of papers indexed in the Scopus database and published between 2000 and 2022. A total of 233 papers were identified, while 152 of them met the inclusion criteria for the analysis.

The subsequent analysis sheds light on the overlaps and connections between the two phenomena in human resource management (HRM). The authors outline potential avenues for future research and practical insight into how to leverage CSR activities for increasing work satisfaction.

By detailing the different ways CSR and employee satisfaction impact one another, analysing their relations and other supporting constructs, the authors contribute to the academic discourse by synthesizing prevailing literature and introducing practical guides for human resource (HR) professionals, managers and executives to manage turbulent surroundings more effectively, considering the major disruptions post-COVID-19 and the adoption of advanced technologies.

This study aims to provide a new vision for investigating the different human resources management (HRM) practices in hotels after the COVID-19 pandemic.

A quantitative research approach was adopted using confirmatory factor analysis and structural equation modeling to reveal updated priorities and relations as stated by 504 hospitality employees.

The research approach contributed to highlighting exciting findings, as training and development (T&D) had an insignificant effect on turnover intention (IT) or affective organizational commitment (AOC) following the COVID-19 pandemic; job security (JS) had the highest impact on AOC and compensation had the highest effect on TI.

Individual HRM practices have different strong impacts on employee outcomes. This paper provides human resource directors with realistic and practical implications to boost individuals' AOC and reduces their intention to quit their job in conditions of uncertainty and ambiguity.

This pioneering study reveals the influence of HRM practices in the hospitality HRM systems regarding employee attitudes and behaviors, especially after the COVID-19 pandemic. It provides novel theoretical and practical contributions.

Considering the importance of employees' voice behavior (VB) and psychological capital (PC) amidst the coronavirus disease 2019 (COVID-19), this study highlights the role of authentic leadership (AL) in building a psychologically strong workforce that can provide meaningful suggestions for the improvement of organization.

The study employed a questionnaire survey to collect the data and recruited 261 participants from the telecom sector Sindh, Pakistan. The data analysis was done using partial least squares structural equation modeling (PLS-SEM).

The findings of the study supported the hypotheses suggesting that AL can directly influence employees' VB and indirectly via PC.

The study was conducted during the COVID-19 in the telecom sector of Sindh, Pakistan. This study contributes by providing useful insights into that AL is an important form of leadership that encourages employees' voluntary behavior and psychological strength during the COVID-19 pandemic.

This study investigated what are the effective leadership styles and practices that boost employees’ work outcomes during the COVID-19 pandemic from the perspective of facilities management professionals (FMPs).

Three predominant leadership styles (transformational, transactional contingent reward and disaster management) were operationalized into 38 leadership practices (X variables) and 8 work outcomes (Y variables). The explanatory sequential research design was adopted. Online questionnaire survey was first conducted on FMPs who managed facilities during the critical periods of COVID-19 pandemic in Singapore. In-depth interviews were then carried out with subject matter experts to elaborate on the quantitative findings.

During the pandemic, FMPs were significantly stressed at work, but also experienced significant job satisfaction and satisfaction with their leaders/supervisors. Statistical results revealed a range of leadership practices that are significantly correlated with FMPs’ work outcomes. One leadership practice is critical as it affects 4 of the 8 FMPs’ work outcomes - frequently acknowledging employees’ good performance during the pandemic.

The study explored 3 leadership styles. There are other styles like laissez faire and servant leadership that might also affect work outcomes.

Based on the findings, suggestions were provided to organizations that employ FMPs on how to improve their work outcomes during a crisis such as a pandemic.

The novelty is the discovery that in the context of a global disaster such as the COVID-19 pandemic, the most relevant leadership styles to boost employees’ work outcomes are transactional contingent reward and disaster management leadership. The study adds to knowledge by showing that not one leadership style is superior – all 3 styles are complementary, but distinct, forms of leadership that need to work in tandem to boost FMPs’ work outcomes during a crisis such as a pandemic.

Customer transformation is currently overlooked in service research. This article aims to conceptualize customer transformation and develop a research agenda to encourage more exploration in this area.

This conceptual article builds on the literature on transformation and related topics in psychology, sociology, education and anthropology.

The presented definition of customer transformation distinguishes itself from other related concepts such as minor change. The research agenda, structured around five themes, reveals four distinctive attributes of customer transformation that warrant academic investigation. These include the inability of businesses to guarantee transformations, the potential tension between transformational aspirations and immediate needs and well-being, the imperative of cultivating long-term engagement and the likelihood of encountering customer resistance. This highlights the criticality of embracing a customer-centric approach in transformational services.

Given the vastness of the topic, the literature review is limited and the research agenda could be widened. Furthermore, the dynamic nature of the subject introduces the possibility that the conceptual framework and research agenda may become outdated. Lastly, the universal applicability of the findings and the proposed conceptual framework are uncertain, necessitating potential validation across diverse contexts. The practical implications may also fall short of addressing the specific challenges encountered by different industries or businesses.

The article provides insights on customer transformation and strategies for businesses to support ongoing transformations, emphasizing personalized engagement and co-creating value to meet evolving customer aspirations.

The need for development and growth is more pressing and decisive than ever. This need is often not well understood and, as a result, is not addressed by either scholars or companies. This paper helps address that social need.

The research enriches the service literature by paving the way for a crucial subfield in service research. Additionally, it establishes a shared understanding of customer transformation by highlighting its distinct characteristics and analyzing their implications for service management, proposing a conceptual framework and research agenda.

The purpose of this paper is to introduce the concept of socially responsible human resource management (SRHRM) and examine the reflection of SRHRM on sustainable development (SD) in Egyptian companies.

The study data was collected using a quantitative method to examine and test the relationship between the two variables. An empirical study was conducted between 2022 and 2023 on 150 samples of male and female employees from 18 companies located in Egypt working in castings and car batteries.

The study found that, in general, SRHRM has a significant impact on organizational sustainability. This contribution is also beneficial for general HRM and corporate social responsibility (CSR) literature as it stresses the importance of its relations to SD. By critically analyzing contemporary SRHRM literature, this study further demonstrates how studies with utilitarian approaches have dominated earlier research. By recognizing the necessity for process-oriented studies and the significance of critical scholarship within the field of SRHRM and its connections to the SD, the researcher thereby creates a research agenda for future studies.

The findings only apply to the sample that has participated in this study and to the Egyptian companies. A longitudinal quantitative evaluation of the SRHRM approaches and dimensions and their impact on the SD strategies of Egyptian companies would be recommended in terms of further research study, highlighting the role of SRHRM and its impact on achieving companies' CSR strategies.

The study's findings are helpful for firms looking to implement SR-HRM to enhance some employees' performance and promote organisational sustainability. In Egypt, there is a dire need for responsible leadership in the public and private sectors, which is crucial in the market and industry sectors. In addition to updating all policies, urge the younger generation to participate in them. For example, new hires to the company must demonstrate that they have engaged in volunteer work as part of their social obligation to the community, and this is required for recruitment.

Furthermore, refreshing all the policy encourage the young generation working or before working to take part in these policy, such as newcomers to the companies have to show that they have conducted some social responsibility towards their community as voluntary work. A study conducted by Cristina del-Castillo et al. (2022) confirmed that regarding the performance of different factors, the results show that the organizations under study are investing too much effort in improving CSR factors that are less relevant to achieving positive legitimacy assessments. On the one hand, resources destined to improve policies related to health, security and social benefits and those regarding the improvement of the relationship paths between managers and employees are excessive considering the relevance that they represent compared to the rest of the CSR policies. According to Hazzi and Maldaon (2023), stakeholders (including the general public and policymakers) might make an informed choice about how much organizations with CSR could safeguard their well-being if they had access to transparent CSR information. Talking about the sustainability behaviour of SRHRM as crucial for embedding sustainability in the business, a study by Abutaleb et al. (2021) evidence that subjective norms and attitudes, followed by perceived behavioural control and personal norms had the greatest influence on intentions towards behavioural HR. Attitudes towards sustainability practices were significantly influenced by economic advantages and sustainability. A good model fit was demonstrated by measurement and structural models (Abutaleb et al., 2021).

This paper is unique in that it participates in presenting the concept of the social responsibility of HRM as an intervention and approach for SD. It also participates in presenting unique findings related to Egyptian companies. There is a scarcity of literature related to research and studies on SRHRM in Egypt.

The paper aims to investigate the impact of socially-responsible human resource (SR-HR) practices on organizational sustainability performance (OSP) in Indian business organizations that are mandated to publish business sustainability and responsibility reporting.

Data were obtained from 620 working professionals employed in the organizations listed on National Stock Exchange in India. The proposed hypotheses were tested by deploying the statistical technique of multiple regression analysis using SPSS Version-21.

The results demonstrated that overall, SR-HR practices impact OSP. More precisely, all the dimensions of SR practices are positively associated with the organization’s financial performance, environmental performance and social performance (SP). There was a relatively higher significant impact of legal-oriented human resource management (HRM) on organizational economic and ecological performance. However, in the case of SP, a substantial effect of employee-oriented HRM was found.

Study findings encourage HR practitioners to invest in SR-HR practices to build and strengthen employees’ abilities and contributing to sustainability goals.

This study is one of the few studies conducted in the Indian context that highlights the relevance of the convergence of HRM, human resource development and corporate social responsibility to realize sustainability goals.