Farm households in developing countries are often involved in a variety of livelihood income-generating activities to achieve basic needs and enhance food security. However, little attention has been given to investigating the effect of livelihood diversification strategies on the adoption of agricultural land management practices. This study explored the nexus between livelihood diversification and Agricultural Land Management (ALM) practices in the Southern Ethiopian Highlands. Data for this study were gathered through a structured questionnaire, interviews, and focus group discussions. A total of 423 sample respondents were selected by using multistage random sampling techniques. The data were analyzed using the Inverse Herfindahl Hirschman Diversity Index (IHHDI), the multinomial logit model (MNL), and the probit regression model. The findings of the study revealed that on-farm income activities are the most dominant livelihood income strategies (69.1%), followed by non-farm (21%) and off-farm (9.64%). The multinomial logit model analysis demonstrated that variables such as sex, education, family size, distance to market, land size, extension contact, membership in cooperatives, and household income were the major drivers of farmers income diversification activities (p<0.05). The results of the probit analysis indicated that income from crop production, daily labor work, rents from farmland, and farm assets have a positive and significant effect on households' decisions to implement ALM practices. In contrast, incomes from remittance and migrant sources have a negative but statistically significant impact on the adoption of ALM measures. The farm household sources of income-generating strategies substantially affected the adoption intensity of ALM measures. Income generated from the on-farm sector alone cannot be considered a core income-generating activity for households or a means of achieving food security. Therefore, land management policies and program implementations should consider farmers’ livelihood diversification and income-generating strategies. In addition, such interventions need to promote sustainable farming practices, enhance innovation, and related measures for the adoption of ALM measures to ensure land sustainability.

Small and medium-sized enterprises (SMEs) play a critical role in achieving environmental sustainability, particularly in developing economies where regulatory enforcement and resource constraints remain significant challenges. Drawing on Institutional Theory, this study examines how green leadership influences environmental performance in Ghanaian SMEs, with digital innovation as a mediating variable and environmental culture as a moderating variable. Institutional Theory provides the conceptual foundation for explaining how normative pressures embedded in leadership values and organizational culture, alongside mimetic pressures associated with digital innovation adoption, shape firms’ environmental outcomes. Using survey data collected from SMEs in Ghana and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM), the results revealed that green leadership has a significant positive effect on both digital innovation and environmental performance. Digital innovation also significantly enhances environmental performance and partially mediates the relationship between green leadership and environmental performance. Notably, the findings demonstrated that environmental culture significantly moderates the relationship between digital innovation and environmental performance, with the effect stronger in organizations with a well-developed environmental culture. This indicates that internalized environmental values amplify the effectiveness of digital innovation initiatives. The study contributes to the sustainability and organizational literature by extending Institutional Theory to the SME context in a developing economy and by clarifying the conditional role of environmental culture in translating digital innovation into superior environmental performance. Practically, the findings suggest that SME leaders and policymakers should promote environmentally oriented leadership, invest in digital innovation, and cultivate strong environmental cultures to enhance sustainability outcomes.

On the morning of the 7th of October, the Hamas organization launched an attack on Israel, causing over 1200 casualties and kidnapping over 250 Israeli citizens. Israeli workers, their families, and the country’s economy were all directly impacted by the war. The effects of the war were vast and created many challenges for the HR departments in various organizations. The HR departments had to respond to these issues with promptness, determination, and thoroughness. I will discuss the functions of HR departments during times of war in this opinion piece. They include eliminating ambiguity and uncertainty; providing managers with the tools they need to handle such circumstances; maintaining resilience and high morale; overseeing volunteer programs; maintaining contact with the reserve forces; providing support to war-affected families; carrying out an effective workforce reduction without jeopardizing the company’s ability to continue operations; and managing workplace tensions.

This research aims to investigate the impact of knowledge-based human resource management (KBHRM) practices on organizational performance through the mediating role of quality and quantity of knowledge worker productivity (QQKWP). The data were collected from 325 employees working in different private universities of Pakistan by using convenience and purposive sampling techniques. The quantitative research technique was used to perform analysis on WarpPLS software. The result revealed that only knowledge-based recruiting practices have a positive and significant direct effect on organizational performance. While knowledge-based performance appraisal practices, training and development practices and compensation practices all were insignificant in this regard. However, through mediator QQKWP, the knowledge-based recruiting practices (KBRP), knowledge-based training and development (KBTD), and knowledge-based compensation practices (KBCP) all were positively and significantly influencing organizational performance but only knowledge-based performance appraisal (KBPA) was insignificant in this mediating relationship. Lastly, the current study provides useful insights into the knowledge management (KM) literature in the context of private higher educational institutes of developing countries like Pakistan. The future studies should consider the impact of KBHRM practices on knowledge workers’ productivity and firms’ performances in the context of public universities.