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Anti‐social behaviour remains high on local and national policy agendas, and is a major area of concern for policy makers, local authorities, housing providers and communities. The Shelter Inclusion Project was set up in Rochdale in 2002 to develop an innovative model of floating support for households that are having difficulty complying with their tenancy agreements because of reported anti‐social behaviour, or who are homeless as a result. The three‐year pilot project (October 2002 to October 2005) is being evaluated by the Centre for Housing Policy, University of York. Interim findings (at September 2004) suggest that the project has made a positive impact on addressing anti‐social behaviour for its service users; most people are still in their same tenancy and anti‐social behaviour actions have ceased for those leaving the service.

The primary objective of this study was to understand the impact of Corporate Social Responsibility on Employee Green Behavior, examining the mediating role played by Green Human Resource Management Practices and the moderating influence of Employee Green Culture.

To accomplish this, a careful research approach was taken, using a thoughtfully designed random sampling method to encompass 300 banking employees, ensuring a robust representation of the diverse workforce in the banking sector.

The empirical findings identified green human resource management practices as a pivotal mediator and employee green culture as a significant moderator. It elucidated how the strategic implementation of green human resource management practices can act as an amplifier, strengthening the positive effects of corporate social responsibility on employee green behavior. This insight underscores the strategic importance of aligning human resource practices with sustainability goals to further enhance the environmental consciousness of employees. It was revealed that the presence of a nurturing organizational culture, one that encourages and supports environmentally responsible behaviors can significantly bolster the association between corporate social responsibility and green behavior among employees.

These findings underscore the essential role of organizational culture as a catalyst for the successful implementation of corporate social responsibility initiatives and the cultivation of a sustainable corporate ethos. This comprehensive research underscores the profound significance of corporate social responsibility, green human resource management practices and employee green culture in fostering and promoting environmentally responsible behaviors within the banking industry. These findings hold substantial implications not only for businesses but also for policymakers.

Smart card-based E-payment systems are receiving increasing attention as the number of implementations is witnessed on the rise globally. Understanding of user adoption behavior of E-payment systems that employ smart card technology becomes a research area that is of particular value and interest to both IS researchers and professionals. However, research interest focuses mostly on why a smart card-based E-payment system results in a failure or how the system could have grown into a success. This signals the fact that researchers have not had much opportunity to critically review a smart card-based E-payment system that has gained wide support and overcome the hurdle of critical mass adoption. The Octopus in Hong Kong has provided a rare opportunity for investigating smart card-based E-payment system because of its unprecedented success. This research seeks to thoroughly analyze the Octopus from technology adoption behavior perspectives.

Cultural impacts on adoption behavior are one of the key areas that this research posits to investigate. Since the present research is conducted in Hong Kong where a majority of population is Chinese ethnicity and yet is westernized in a number of aspects, assuming that users in Hong Kong are characterized by eastern or western culture is less useful. Explicit cultural characteristics at individual level are tapped into here instead of applying generalization of cultural beliefs to users to more accurately reflect cultural bias. In this vein, the technology acceptance model (TAM) is adapted, extended, and tested for its applicability cross-culturally in Hong Kong on the Octopus. Four cultural dimensions developed by Hofstede are included in this study, namely uncertainty avoidance, masculinity, individualism, and Confucian Dynamism (long-term orientation), to explore their influence on usage behavior through the mediation of perceived usefulness.

TAM is also integrated with the innovation diffusion theory (IDT) to borrow two constructs in relation to innovative characteristics, namely relative advantage and compatibility, in order to enhance the explanatory power of the proposed research model. Besides, the normative accountability of the research model is strengthened by embracing two social influences, namely subjective norm and image. As the last antecedent to perceived usefulness, prior experience serves to bring in the time variation factor to allow level of prior experience to exert both direct and moderating effects on perceived usefulness.

The resulting research model is analyzed by partial least squares (PLS)-based Structural Equation Modeling (SEM) approach. The research findings reveal that all cultural dimensions demonstrate direct effect on perceived usefulness though the influence of uncertainty avoidance is found marginally significant. Other constructs on innovative characteristics and social influences are validated to be significant as hypothesized. Prior experience does indeed significantly moderate the two influences that perceived usefulness receives from relative advantage and compatibility, respectively. The research model has demonstrated convincing explanatory power and so may be employed for further studies in other contexts. In particular, cultural effects play a key role in contributing to the uniqueness of the model, enabling it to be an effective tool to help critically understand increasingly internationalized IS system development and implementation efforts. This research also suggests several practical implications in view of the findings that could better inform managerial decisions for designing, implementing, or promoting smart card-based E-payment system.

In this essay, two purposes are of importance. One is to frame anti consumption as a social marketing issue on micro and macro levels. The second is to set forth dance as a persuasive element in anti consumption social marketing strategy, which heretofore has been under utilized and under theorized.

This essay draws from relevant existing literature in social marketing and builds and extends dance theory in television ads to conceptualize dance as a viable consumer culture aesthetic in anti consumption social marketing campaigns.

Effectively employing dance images in anti consumption social marketing campaigns may contribute to redesigning of the self-image and identity of consumers. Moreover, through linkages of positive behaviors to dance celebrations and rituals, aligned with an overall social marketing campaign, dance may facilitate reduction of negative consumption behaviors.

Social marketers’ strategic success in high involvement behavior change depends in part on the target audience’s favorable response to message processing. The social marketing field encompasses a variety of such behaviors that if changed, improves both society as a whole, and the lives of individuals.

There are three aspects of value and originality in this contribution. They include forwarding anti consumption as a social marketing issue in consumer culture; theorizing dance as a somato-visceral and kinesthetic approach to anti consumption social marketing behavior change; and demonstrating dance as a positive persuasive element that can reside within the boundaries of social marketing ethics.

In this chapter, we develop a model of envy and unethical decision making. We postulate that unfavorable comparisons will induce envy in outperformed coworkers, who are subsequently motivated to engage in unethical acts to harm the envied target. In particular, we consider the differential effects of unfavorable individual-level and unfavorable group-level social comparisons on attitudes and norms for engaging in social undermining behaviors. Envy is a self-sanctioned emotion and often difficult to detect. Even so, envy is likely to be both prevalent in and harmful to organizations. Organizational culture may play an important role in moderating the prevalence and consequences of envy within organizations. For example, managerial actions designed to boost organizational identity may significantly curtail envy within their organization.

Many believe we are suffering from an ethics crisis (Perry & Nixon, 2005). The increased incidence of irresponsible behaviour by business, recent examples being the global financial crisis and the BP oil spill, and the devastating consequences on society have focused attention on the role business schools play in educating future business (and other) leaders. There have also been criticisms of business schools failing to take into account the ‘factually impossible notion of unlimited growth in a world of limited resources’ (Giacalone & Thompson, 2006), and continuing to encourage business strategies which are at odds with the growing challenge of sustainable development, which include issues of climate change, inequity and resource depletion (Giacalone & Thompson, 2006; Shrivastava, 1995; Waddock, 2007). Indeed, business schools have been criticised for encouraging a self-interested, profit-oriented focus that ignores the wider responsibilities of business to society (Gioia, 1992; Kochan, 2002; Mitroff, 2004). Starkey, Hatchuel, and Tempest (2004), for example, claim that the business school has become “ethically compromised because the values it espouses have been implicated in recent corporate scandals.” McPhail (2001) suggests the inclusion of business ethics into accounting and business education as a possible remedy. Cant and Kulik went further and claimed that “business schools would be remiss, if not unethical themselves, if their ethics education efforts were not increased in light of recent events.” (2009).