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Employee training and learning have transformed over the years. The movement from classroom training to the blended format represents the magnitude of this evolution. This has placed much attention on self-regulated learning. This study aimed to understand the individual and organizational mechanisms that sustain the formal learning process in organizations. It explored the goals the organizations and employees strive to achieve by investing in learning. Through this, the authors investigated how technology assistance makes learning more goal-oriented, despite the possibility of different goals for different stakeholders. They also examined how person-job fit can be achieved in employee training.

The study adopted a grounded theory-based inductive approach using a qualitative inquiry that used in-depth interviews of employees working in the Indian IT/ITES sector. This sector is knowledge-intensive and engages in constant skill development. A content analysis of the interview transcripts unraveled the most relevant themes from the participants' discussion.

Individual learners use dimensions of self-regulated learning to set and achieve goals such as better performance and career development. On the other hand, organizations use learning support mechanisms such as better access and flexibility to direct employee learning behavior to achieve organizational goals. Focusing on goal congruence leads to better achievement of results. Goal congruence also implies good person-organization fit.

This research established how aligning individual and organizational mechanisms can help achieve training goals that ultimately contribute to organizational performance. The study differentiated itself by investigating training goal setting and goal achievement at two levels – organizational and individual – using a qualitative approach. It also showed how goal congruence is vital in improving organizational performance and how technology-enabled training practices rely on self-regulated learning and help achieve goal congruence.

As competitive pressures persist and global economic influences continue to present new challenges, businesses need to be able to respond to emerging circumstances. Goal-setting and planning are key mechanisms contributing to organizational competitive success, yet organizations underappreciate the role of competency and capacity building factors that contribute to successful planning. This paper integrates three theoretical models enabling an investigation into the positive relationships between managerial activities generating information feedback, training in planning and skills and organizational performance outcomes, while exploring the positive mediating roles of goal-setting and planning.

A unique organizational sample of agribusiness producers (n = 499) in Canada is examined. A structural equation path analysis model is used to evaluate the main relationships.

The results suggest that organizations are finding that managerial and training activities should not be considered in isolation, but rather as supports for goal-setting, planning and performance outcomes. Thus, the implications are that managers can find organizational value enhanced through the building of human resource competency (e.g. management activities and training) with these emerging capacities aiding goal setting and planning activities.

This study makes three main contributions: first, by adopting a rational-design perspective and integrating theoretical frameworks focusing on (a) planning-performance and (b) goal-setting-planning. This extended model goes beyond previous studies by including managerial activities, training, goals, planning and performance outcomes. Second, this study uniquely accounts for a more comprehensive set of key confounding factors such as operational activities, organizational strategy and organizational size in the integrated framework. Finally, as far as the authors are aware, there has not been a survey study at the organizational level that has explored the role of managerial activities and training in planning within a similarly comprehensive model.

This study aims to examine the relationship between cultural intelligence and organisational commitment and its effect on learning goal orientation and turnover intention within the expatriate society of the United Arab Emirates (UAE).

A survey instrument was developed to collect data from 173 non-management expatriates employed by multinational corporations located in Dubai, UAE. SmartPLS bootstrap software was used to analyse the path coefficients and test the research hypotheses.

The results demonstrate that cultural intelligence enhances both learning goal orientation and turnover intention of expatriates. Moreover, organisational commitment partially mediates the relationship between cultural intelligence and turnover intention/learning goal orientation.

This study contributes by advancing extant knowledge with regard to cultural intelligence and organisational commitment effects on turnover intention and learning goal orientation of expatriates within a context of high cultural heterogeneity.

The article explores which configurations of organizational and individual conditions support the purposeful use of performance information in the public sector. Prior research has predominantly focused on the effects of individual factors without paying as much attention to how these factors interact to influence public managers’ attitudes to integrating performance information into their decision-making.

The study employs a fuzzy-set qualitative comparative analysis (fs-QCA) to examine the different combinations of organizational and individual drivers that facilitate purposeful performance information use.

Goal clarity is a necessary but insufficient condition for purposeful information use. It needs to be complemented by a mature performance management system, public managers with prosocial motivation who engage in extra-role behaviours within a non-innovative organizational culture, or a developmental culture that motivates managers who are unaware of the social impact generated by their work.

The case selection does not allow for direct generalizations. Future studies could replicate the configurational analysis in different countries and sectors and introduce additional environmental, organizational, and individual conditions.

The study suggests the need to integrate actions that support the purposeful use of performance information and define clear departmental goals. Although the latter is a necessary condition, it needs to be supported by other organizational and individual factors.

The study deepens the theory of the drivers of purposeful performance information use in the public sector by adopting a configurational approach and exploring how organizational and individual conditions interact to foster information use.

This paper aims to examine how different contextual contingency factors and organizational goals influence construction clients’ decision-making when procuring contractors in the housing sector. More specifically, it investigates how clients’ choice of procurement strategies and organizational control systems is contingent upon various contextual factors and organizational goals.

It is based on an explorative interview study of clients and contractors in the Swedish housing sector underpinned by a review of organizational control literature.

The client's knowledge and resources, as well as project complexity and uncertainty, are the most important contextual contingency factors, while property management and sustainable development are the most important organizational goals that housing clients consider when designing procurement strategies.

The paper contributes to the understanding of how construction clients choose procurement strategies, by providing new insights into effects of the mentioned contextual contingency factors and organizational goals on clients’ choice of control systems through their procurement strategies.

Property owners who continuously procure housing projects with sustainability requirements and high degrees of complexity and uncertainty should develop knowledge and resources related to their client role, to enable the design and implementation of appropriate procurement strategies.

Novel aspects of the paper are the demonstration of the value of a holistic approach, considering both contextual contingency factors and organizational goals, when selecting control systems and explicit discussion of how the client's knowledge and resources influence possibilities to implement different control systems.

This article proposes that survival can be a legitimate organizational goal, challenging a common view that dismisses it as unambitious or contrary to innovation. Drawing parallels from nature and survival strategies across various systems, it advocates that organizations, much like living organisms, should prioritize survivability (i.e. ability to survive) to ensure long-term success. Contrary to being seen as limiting, survival, when understood in its broad sense, can encompass and enhance performance goals such as growth. The article outlines the ERP factors —efficiency, resilience and prominence—as key to achieving survivability, offering a framework for organizations to manage resources, adapt to external forces and balance visibility to thrive amidst challenges.

Conceptual framework.

This model introduces the significance of survivability as an organizational goal.

This article argues for the consideration of survival as an overarching organizational goal, challenging the prevalent view that dismisses it as unambitious or contrary to innovation.

This paper aims to emphasize integrating training for organizational sustainability with the United Nation’s (UN’s) Sustainable Development Goals (SDGs). It shows how SDGs can be included in the training, development programs and incentives to promote sustainable practices. It guides organizations to set long-term sustainability objectives to stay competitive and adapt to changing conditions.

The paper conducts a review of the literature on the topic of integrating training for organizational sustainability with the SDGs. The research includes investigating the 17 SDGs and their specific areas of improvement, the benefits and challenges of integrating training for organizational sustainability with the SDGs and the best practices of organizations that have successfully integrated training for organizational sustainability with the SDGs.

The findings of this study were obtained through a systematic review of literature on the topics of human resource development, corporate social responsibility, organizational sustainability and the integration of training to promote sustainable and ethical behavior. A total of 36 articles were selected from a pool of 120 articles identified through a comprehensive search of electronic databases such as Scopus, Web of Science and Google Scholar. The selected articles were analyzed in detail, and information from the UN was also incorporated into the analysis. The review focused on examining the impact of integrating sustainability training with the SDGs on organizational sustainability. The results of this analysis suggest that integrating sustainability training with SDGs has a positive impact on organizations. This impact includes promoting sustainable practices, improving employee satisfaction and productivity, reducing environmental impact and enhancing the organization’s reputation. The study found that regular progress reviews and long-term objectives are essential for organizations to remain competitive and adapt to changes.

This paper offers a comprehensive analysis of the 17 SDGs and how they can be integrated with training for organizational sustainability. It provides practical guidance for organizations on effectively incorporating the SDGs into their training and development programs, performance evaluations and incentives. The paper also includes case studies and best practices of organizations that have successfully integrated training for organizational sustainability with the SDGs, making it an original and valuable resource for organizations looking to promote sustainable practices within their operations.

This study addresses an important yet underdeveloped topic in routine dynamics research: how do routines form? Given the salience of routine formation in new ventures, this study is based on a single, longitudinal case study, following MatchMe, a technology-enabled startup. Building on findings from MatchMe, this study posits routine formation as a layered process. Rather than replacing established routines, routine formation was sequential. New routines were formed in addition to routines that continued to run in parallel. Routine formation was guided by organizational goals and monitoring their attainment. Multiple routines are formed to explore and create possibilities by shifting espoused ideals to attain organizational goals. This study advances routine dynamics in three distinct ways. First, it elaborates on a predominantly binary view of routine formation. Second, it extends work focused on the active creation of patterns. Third, it extends the response and outcomes of routine change, providing avenues for future research to explore strategic consequences of routines for outcomes typically associated with firm performance.

Employee green behavior (EGB) is a type of pro-environment behavior at the workplace strategized by organizations to attain sustainable development goals. While organizations have prioritized eco-friendly practices to attain sustainability objectives, EGB has emerged as an essential area of research. Considering the need for sustained employee green behavior, it is important to understand what stimulates such behaviors in an organization. Therefore, we propose a theoretical model grounded in social exchange theory to assess the effect of organizational commitment on employee green behavior, work-related use of social media, social well-being and psychological well-being.

A questionnaire-based survey approach was used to collect data from 203 employees of Indian manufacturing and service industries. Partial least square structural equation modeling (PLS-SEM) analysis was applied to examine the proposed hypothesis.

The results revealed positive and significant effects of organizational commitment on psychological well-being, social well-being, work-related social media use and employee green behavior. Further, psychological well-being mediates the association between work-related social media use and employee green behavior.

This is one of the first studies to examine the effect of organizational commitment on employee green behavior to the best of our knowledge. Additionally, the findings empirically establish organizational commitment, work-related social media use and psychological well-being as antecedents to employee green behavior, thus offering novel insights and theoretically contributing to the employee green behavior, well-being and organizational literature.

This study aims to understand the association between employee emotional capital, organizational commitment and implementation of the targeted sustainable development goals (SDGs) by businesses. It explores how the various emotional competencies possessed by employees of an organization and accumulated in the form of a capital, can be utilized to ensure effective pursuit of SDG implementation by businesses.

This study is based on extensive literature exploration to identify competencies crucial for SDG attainment by a business. The conceptual model built on the same is then tested by conducting a survey on working professionals. Subsequent statistical analysis is conducted to establish the relationship as defined in the theoretical model.

The results of our analysis indicate a relationship between organizational commitment and emotional capital of the employees. In line with our conceptual framework, the statistical analysis also corroborates to the idea that emotional capital can improve the SDG attainment by an organization by influencing the organizational commitment. This study also identifies the specific emotional competencies which can play an important role in this direction.

This study connects the dots to establish a micro-meso-macro framework which can facilitate active participation of individuals and the businesses in achieving the SDGs. This study presents strong managerial and academic implications by identifying specific intervention areas which can and be focused upon by managers and academicians to focus on SDG implementation.