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Considering the significance of the human resource management (HRM) and corporate social responsibility (CSR) relationship, the aim of this research is twofold: first is to measure the cultural differences between HRM, CSR and sustainable performance relationship (study 1) and second is to identify the how HRM instigates CSR and sustainable performance (study 2) in the hospitality industry of UK and Pakistan.

A mixed-method approach was used to collect the qualitative and quantitative data from upscale hotels. In Study 1, a multi-respondent and time-lagged strategy was employed to collect the data from 162 Pakistani and 290 UK upscale hotels. In Study 2, in-depth semi-structured interviews were conducted to understand the HRM–CSR–performance nexus.

The results of Study 1 highlight the significant cultural differences in the relationships of HRM–CSR–performance, while Study 2 explains that ethical culture, shared objectives, transparency, training and development, and economic incentives are the factors that push the employees to take part in CSR-related activities and attaining higher sustainable performance.

This study addresses the debate on the difference between cross-cultural studies related to implementing Western theories in shaping, developing and implementing business strategies, including CSR, HRM and sustainable performance in an Asian context.

This study aims to propose the application of relational leadership theory (RLT) for magnifying the dynamics involving the individual who participates in the implementation of corporate social responsibility (CSR) practices in the hospitality sector. Dominant theories in this field fail to show what drivers affect such dynamics. The key preoccupation of those frameworks is the extent to which CSR can attract, motivate and retain employees.

This study uses both qualitative and quantitative methods. Through a quantitative survey involving circa 1,300 hotels, and qualitative semi-structured interviews, this study seeks to unpick what actors identify as sustainable practice driving motives, which, in turn, influence the implementation of CSR initiatives. In this perspective, actors drift away from being mere receivers, or executors of sustainable practices, acquiring a more active role. The qualitative data of this study are collected through semi-structured interviews in hotels in Italy, the UK and Pakistan and run the quantitative survey across the same three countries.

The quantitative data showed a significant positive correlation between economic incentive and teamwork in CSR practices. This aligned with the qualitative data that showed two main drivers – responsibility and convenience – displaying characteristics of collectivity and collaboration, which tie to the principles of RLT.

This study posits the relevance of relatedness at multiple levels to spot how CSR initiatives can produce varying “hospitality work” outcomes.

By focusing on actors and identifying the driving motives of sustainable initiatives, this paper suggests that leaderful practice stands at the core of CSR implementation.

Taking into account the need to make a clearer distinction between traditional and new organizational controls, the purpose of this paper is to investigate similarities and differences between those two forms and explore the extent to which new forms of control can be operationalized from a quantitative point of view.

Suggesting that new organizational controls can be understood also in light of quantitative paradigms, the paper develops and tests a scale to measure the existence of this type of controls, examine its construct validity and evaluate its convergent validity.

The theoretical dimensions of new controls have empirical correspondence. Input and behaviour controls are strongly associated with the promotion of values and beliefs in organizations. New controls become responsible for employees’ acceptance of companies’ management, an aspect measured by perceived organizational support (POS).

The study presents two challenges linked to the lack of evaluation of the possible process mediators that measure the subjectification of the individual, and to the lack of data coming from the organizational level. Limitations can be addressed by multi-level studies using measures that would avoid single variance biases. The need for companies to pay more attention to organizational discourses and to the promotion of specific values (that can enrich traditional controls), and the impact this might generate on POS and future reciprocity, are the practical implications of the study.

– The impact of new organizational controls can be measured by scales rather than investigated only with qualitative approaches. Furthermore, it can be observed that the promotion of values and beliefs strongly increases POS. Such dimension can reduce employees’ resistance when compared to output controls or controls based on changes in surveillance technologies and structural change processes.

The purpose of this paper is to explore the implications of new public management and modernization reform policies on control in the probation service.

The paper takes interpretivist, qualitative approach. It is based on ethnographic data, collected over a one‐year period in an English regional probation service. In the course of the fieldwork, 45 employees were interviewed. Data were also collected through participant observation and analysis of formal documents.

The paper suggests that new public management and modernization reform policies are interpreted by organizational actors as control mechanisms per se.

Findings can be relevant for understanding the “control” side of the reform policies in the public sector. To date those policies have been mainly considered as driven by change rather than by control.