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The purpose of this paper is to investigate the influence of entrepreneurs’ social competence (SC) on small and medium-sized enterprise (SME) performance.

Primary data of 250 manufacturing SMEs were collected through a survey method. The influence of SC on performance was tested using structural equation modelling (SEM).

Overall, the findings suggest that SC dimensions have a positive influence on SME performance in terms of nonfinancial perspective. More clearly, the findings show that out of five dimensions of SC, which include social adaptability, social perception, social expressiveness, persuasiveness and impression management; social perception, persuasiveness and impression management have direct effect on customer perspective; persuasiveness, social expressiveness and social adaptability have a direct influence on internal business processes and social adaptability, social perception, impression management and social expressiveness are directly related with learning and growth. Contrary to expectations though, social perception and social adaptability were significantly and negatively associated with internal business processes and customer perspective, respectively, while there was no significant correlation between social expressiveness, persuasiveness and impression management with customer perspective, business processes and learning and growth in that order.

The current study affirms that SMEs managed by entrepreneurs and managers who possess high levels of SC, may have a better performance compared to those operated by entrepreneurs with low levels of SC. This justifies a need for SME entrepreneurs and managers to work hard to improve their SC capabilities.

This study is pertinent and unique because, it extensively examines each of the five dimensions of SC in relation to nonfinancial indicators of SME performance. Besides, the study also provides additional evidence of the impact of SC on SME performance by suggesting that entrepreneurs who are socially competent are more likely to own highly successful ventures.

This paper investigates the impact of performance management (PM) practices on firms' financial performance and the mediating role of co-worker and supervisor support.

Data were collected through a two-wave survey. The authors tested the hypotheses using data from 439 employees.

The authors find that PM practices positively influence a firm financial performance. The results also show a positive indirect relationship between PM practices and firm financial performance through co-worker support. The mediated effect is about 0.2 times as large as the direct effect of PM practices on firm financial performance. The results also show that supervisor support partially mediates the relationship between PM practices and firm financial performance.

The authors extend our knowledge of PM practices–firm financial performance relationships. The study advances the existing knowledge on this relationship beyond the traditional input-output models by exploring the mediating role of employee involvement in the relationship between PM practices and firm financial performance. Specifically, the authors' findings reveal that co-worker and supervisory support can act as a mediator in this relationship, shedding new light on the importance of employee/supervisor involvement in PM practices.

The findings highlight the need for managers to take a crucial look at the importance of co-worker and supervisor support. This suggests that organisations can focus on providing adequate training to managers and supervisors to enhance their ability to provide social support to their employees. Organisations can also encourage a positive and supportive workplace culture to foster an environment that promotes employee engagement, motivation and performance.

The results of this study enrich the literature on PM practices–firm financial performance by conceptualising supervisor and co-worker support as mechanisms through which this relationship occurs. By so doing, the authors clarify how PM practices affect firm financial performance.

This conceptual paper aims to develop a theoretical framework for carbon trading in the built environment through theories to expand current knowledge on components of carbon trading systems.

This theoretical framework was developed and supported with existing theories and past empirical literature from built environment, economics and finance. Underlying theories used in the framework were selected due to their significance and applicability to carbon trading projects. Hypotheses set in the study summarise the propositions developed from the theories and past empirical literature.

The framework reveals four major components of carbon trading for the built environment. Six hypotheses were further proposed to unravel the resultant influence of their interactions on each component in the trading system.

This paper sought to undertake a theoretical review of classical theories and past studies on carbon trading. Even though a systematic review was undertaken, the constructs in the theoretical framework may not be exhaustive.

This study contributes and advances the body of knowledge on the components that comprise the mechanism of how carbon trading operates in the built environment. Theoretically, the framework developed serves as a multi-dimensional guide on the operations of carbon trading in the built environment.

The theoretical framework developed endeavours to consolidate multi-faceted theories from varying disciplines on the components that comprise carbon trading in the built environment.

This chapter introduces the new expanded strategic posture for entrepreneurship in the XXI century, defining the Humane Entrepreneurship (HumEnt). HumEnt is conceived as a framework to capture what is happening in the present-day landscape. In particular, HumEnt focal dimension is represented by a strategic posture called Humane Entrepreneurial Orientation that is able to capture the Entrepreneurial Orientation (EO), the Sustainability Orientation (SO), and the Humane Resource Orientation (HRO) of the firm. After a discussion on the theoretical basis of HumEnt, the chapter concludes with the identification of four different types of HumEnt firms.

Introduction: The global financial crisis has affected the financial markets and has had social consequences in addition to economic ones. The concept of ‘sustainability’ concerns firms reaching their main corporate goals. So, to maximise corporate financial performance (FINP), firms pay attention to non-financial data, such as elements of governance, social, and environmental concerns (henceforth referred to as ESG). Therefore, non-financial information provided by EGS factors measured by the ESG score has a crucial role in incorporating strategy and firm performance.

Purpose: This chapter looks at how ESG scores affect the performance of firms. The term ‘ESG’ describes how corporate operations include ESG principles. The ESG score is a novel way to gauge a company’s sustainability.

Methodology: ESG practices are a current phenomenon that has taken the attention of researchers in the last decades. Besides the amount of research conducted, researchers still need consensus regarding its impact. This chapter implements a systematic literature review to compile the research on ESG performance (ESGP) and how it affects business performance.

Findings: Businesses can incorporate sustainability practices into their operations with the help of ESG reports. ESG reports and scores provide non-financial information, which is crucial for businesses to achieve sustainability in their activities and attract more investors. The chapter contributes to the literature by creating value through a comprehensive and theoretical literature review.

Drawing from social exchange theory and a collectivist cultural framework, this study explores the relationship between ethical work climate and organizational citizenship behavior, considering power distance as a potential moderator.

The study used standard scales to obtain data from 244 employees working in various private companies in India. Structural equation modeling was adopted to test the hypotheses using Analysis of Moment Structures (AMOS).

The study results show a significant relationship between ethical climate and organizational citizenship behavior. Ethical work climate influences power distance negatively. However, the results also show that power distance does not serve as a moderator between ethical work climate and organizational citizenship behavior.

Corporate leaders often expect employees to demonstrate organizational citizenship behavior, which is aimed at advancing the organization’s interests and outcomes. This study underscores the necessity for expanding the organizational vision to enhance the ethical work climate. Such an initiative not only promotes improved organizational citizenship behavior but also helps to reduce employees' perceptions of power distance within the organization.

Amid extensive literature rooted in individualistic cultures, our study explores the relationship between ethical work climate and organizational citizenship behavior within a collectivist context. This research uniquely introduces the moderating role of power distance, offering new and distinct insights into this dynamic.

The purpose of this paper is to examine the life and work, both fiction and nonfiction, of the American author Upton Sinclair, for the purposes of better understanding his impact on management theory and practice.

Critical biography is a historiographical approach that analyzes aspects of an individual’s life events and the context that surrounds those events to better understand the contributions of an individual. In this case, this paper analyzes Sinclair’s biography, his work-related fiction and nonfiction and his interactions with business leaders and management thinkers of the day, including scientific management founder Frederick Winslow Taylor, auto industry leader Henry Ford and safety razor magnate King Gillette.

This paper identified four themes which are related to management and workplace history that pervade his fiction and nonfiction writing and link these events to the events of his life as well as the context of the times.

Although others have cited certain aspects of Sinclair’s work for specific purposes, this paper presents a systematic review of Sinclair’s broad oeuvre and its relevance to management and workplace history using a critical biography approach.

This study aims to propose a double-mediation effect of organizational justice and affective commitment (AC) through which responsible leadership (RL) influences to reduce turnover intention (TI).

The association between responsible leadership and TI, as well as the double-mediating effect of organizational justice and AC, was investigated using an integrated model. Structural equation modeling and Process Macro were used to validate the hypothesized correlations by analyzing the responses of 391 employees working in the Indian health-care sector.

The outcomes revealed a significant positive association between responsible leadership, organizational justice and AC, as well as a negative association between organizational justice, AC and TI. Moreover, the findings verified the association between responsible leadership and TI.

This study explored the double-mediating impact of organizational justice and AC on the association between responsible leadership and TI. It also supports the expert in guiding and performing the policy review as an outcome of this relationship.

The primary theoretical contribution of this study is to examine the relationship between RL and TI. This study examined the role of organizational justice (OJ) and AC as double mediators in the relationship between RL and TIs. Moreover, it has significant effects on the development of literature about RL, OJ, AC and TI.

The purpose of this paper is to challenge the older perspective on the nature of workplace politics and its disruptive role in organizations. In particular, this paper references the positive aspect of meaningful relationship building that is promoted by workplace politics and how the very politicking becomes a necessary tool for generating and maintaining social capital within the organizational boundaries.

The paper relies on presenting author’s viewpoint on positive workplace politics and its intertwined relationship with social capital.

In the process of politicking, the relationships built, the networks established and maintained and the social capital acquired are of immense value. To thwart the negative effects of organizational politics such as disengagement from work, intentions to quit, low job satisfaction, etc., we must look into the multidimensional nature of politics and the value that social capital adds to it.

The positive side of politics has long been in the shadows of its pronounced negative side. The paper presents the ground work for exploring the many colours of organizational politics and also delve into the factors that can thwart the negative effects of politics that may be experienced by the employees.

The paper contends that workplace politics is not just responsible for the disruptive and unwanted behaviours but is rather an important source of the positive and productive interpersonal relationships that are often useful in accomplishing individual and organizational goals.