Empirical evidence suggests that generational cohorts display behavioral differences due to rapid advancements in science and technology and enhanced living standards. However, systematic studies examining the behaviours of different generations and their impact on creativity and its various antecedents are scant. This study was undertaken to bridge this gap in the literature by focusing on how generational differences could impact a few behavioural antecedents and employee creativity. The antecedent behaviours examined include self-efficacy, organizational commitment, employee empowerment, and work engagement. Data for the study was collected online using structured, standardized questionnaires. Data were collected from 432 samples and analyzed using Smart-PLS. The results show that most of the proposed antecedents impacted creativity. However, generational differences did not moderate the relationship between the antecedents and creativity. The study will interest scholars and social scientists, as it is the first to be conducted in Saudi Arabia. The study also discusses the implications and limitations. It is expected that the findings of this study will trigger more studies.

In the rapidly expanding Chinese high-tech industry, high employee turnover poses a significant challenge. This study employs a mixed-methods approach to explore the association between transformational leadership and turnover intentions, utilizing both survey responses and detailed interviews. Findings from this investigation demonstrate a strong negative correlation between transformational leadership and turnover intentions. Increased job satisfaction and organizational commitment, crucial factors for employee retention, mediate this relationship. The study underscores the strategic significance for high-tech enterprises in China to nurture transformational leadership as a means to mitigate turnover, thereby fostering a more engaged and dedicated workforce, and sustaining a competitive advantage in this dynamic industry.

Social and environmental issues gain more importance for society that stimulates companies to adopt and integrate more sustainability practices into their business activities. This study is embedded in almost uncovered in the literature context of Russian business that undergoes its ESG transformation in conditions of unprecedented sanctions and hostile institutional environment. The study aims to reveal the role of internal stakeholders (top managers, line managers, and employees) in successful implementation of a company’s ESG practices along various dimensions. Using the primary data from 29 large Russian companies the fsQCA method is applied to identify various configurations of contingencies that stimulate their ESG performance. The analysis results in identification of two alternative core conditions for high ESG performance in Russian companies: high top management commitment to sustainability and low employees’ commitment to sustainability or the employees’ awareness about sustainability. At the end, the study results in two generic profiles composed of top management commitment, line management support, and employees’ awareness, behavior, and commitment towards ESG performance. The results show two different approaches towards ESG transformation that may bring a company to the comparably similar desired outcome. The study has a potential for generalization on a wider scope of emerging market contexts.

Despite many investigations concerning antecedents of organizational commitment in the workplace, very few studies so far have analyzed the direct or indirect impact of HR change leadership role on organizational commitment via HR attribution. Therefore, given the reciprocal principle of social exchange theory, attribution theory and signal theory, this study formulated hypotheses and a model to test the relationships between included variables by employing the mixed-method approach. In-depth interviews were initially conducted to develop questionnaires to collect quantitative data. Employing PLS-SEM to analyze the data collected from 1058 employees working in 24 sustainable enterprises in Vietnam, the findings show that the degree of adopting HR change leadership role was positive, directly affecting organizational commitment. Also, both well-being and performance HR attribution play partially mediated roles in the relationship. The findings suggest that the organizational commitment depends on not only how the degree of adopting HR change leadership role is executed, but also how employees perceive and interpret the underlying management intent of these practices. In a sustainable context, adopting HR change leadership role plays a critical role in shaping employees’ interpretations of sustainable HR practices and their subsequent attributions. Besides, employees’ belief on why are sustainable HRM practices implemented has an influence on the organizational commitment that in turn contributes to the overall sustainable performance.

Institutional thinking, a concept that underscores the importance of internal perspectives and the enduring purposes of institutions, plays a critical role in maintaining societal stability and ethical governance. This paper explores the dual nature of institutional thinking, highlighting its positive aspects and inherent dangers. Through an examination of economic, political, and philosophical forces, the paper identifies modern challenges that undermine long-term commitments and ethical values within institutions. By drawing on historical and contemporary examples, including slavery, Nazism, and discriminatory practices, the discussion provides a comprehensive understanding of how institutional thinking can both promote human well-being and perpetuate systemic issues. The paper concludes by emphasizing the need to reaffirm institutional values, promote long-term thinking, and balance individual rights with collective responsibilities to harness the positive aspects of institutional thinking while mitigating its risks.