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.

In recent years, awareness of sustainability has increased significantly in the hospitality industry, particularly within the hotel sector, which is recognized as a major contributor to environmental degradation. In response to this challenge, hotel managers are increasingly implementing green human resource management (GHRM) practices to increase Organizational Citizenship Behavior. Considering job satisfaction, and organizational commitment as mediator. A survey was conducted with 383 employees from three- and four-star Egyptian hotels and the obtained data were analyzed using SPSS version 22 and Amos version 24. Structural equation modelling was used to analyze the data. The study revealed that GHRM practices positively impacts Organizational Citizenship Behaviors (OCB), job satisfaction and organizational commitment in addition, the study found that job satisfaction and organizational mediates the relationship between Green Human Resource Management and Organizational Citizenship Behavior. The study found a positive link between GHRM and OCB, partially mediated by job satisfaction and organizational commitment. The recommend that implementation of GHRM practices in the hotel industry can have significant positive implications.

Project success requires team commitment, which is a product of an encouraging culture of cooperation and teamwork among project team members. The research work aims to ascertain which components of team commitment affect the performance of construction projects in Nigeria. The research adopted a quantitative design where questionnaires were used for data collection. Out of 1233 questionnaires distributed, 975 were received with valid responses and used for data analysis. Data were analysed descriptively using percentage, mean score, and relative agreement index. The study showed the factors of team commitment having an effect on project performance, as rated by the respondents, to be: Normative component: “Project team members owe a great deal to this organisation”; “Members of the project team do not feel it is right to quit the project before completion”; “This organisation has a great deal of personal meaning for project team members”. Affective component: “This organisation deserves the loyalty of project team members”; “The project team considers the team’s problems as their own. Then, “One of the few negative consequences of leaving this organisation will be the scarcity of available alternatives” is for continuance. In conclusion, the emotional attachment of the team members and sense of obligation to the project team and construction organisation are the driving forces behind pushing for the successful outcome of projects within the Nigerian construction industry.

Using company size as a moderator, this article examines the MENA region’s gender balance on boards and how it influences capital structure. The study uses the Generalized Method of Moments (GMM) estimate technique to analyze data from a sample of 556 non-financial organizations across 10 MENA countries from 2010 to 2023. The results show that a lower debt ratio is connected with a higher percentage of female board members. Further steps towards debt reduction include increasing the number of independent female board members and decreasing the board’s overall size. The opposite is true for larger enterprises, more profitability, more expansion opportunities, and macroeconomic variables like inflation and GDP growth, which tend to raise the debt ratio. Capital structure decisions in the MENA area are influenced by gender diversity on boards and business characteristics. Therefore, Companies in the MENA area would do well to support initiatives that increase the representation of women on corporate boards. One way to achieve this goal is to establish gender diversity targets or launch programs to increase the number of women serving on boards of directors, particularly in positions of power.

This paper focuses on examining the relationship among organizational factor, work-related factor, psychological factor, personal factor and the commitment of oil palm smallholders toward Malaysian Sustainable Palm Oil (MSPO) certification. The study employed a descriptive research methodology and a structured survey instrument to gather data from oil palm smallholders (n = 441) through simple random sampling technique. Data analysis was conducted using SPSS and partial least square structural equation modeling (PLS-SEM) to test the proposed relationship. The findings reveal that organizational factors significantly impact the affective (β = 0.345, p < 0.05), normative (β = 0.424, p < 0.05), and continuance commitment (β = 0.339, p < 0.05) of oil palm smallholders. Additionally, work-related factors show a substantial effect on these same dimensions of commitment; affective (β = 0.277, p < 0.05), normative (β = 0.263, p < 0.05), and continuance (β = 0.413, p < 0.05). Psychological factors significantly impact the affective (β = 0.216, p < 0.05) and normative commitment (β = 0.146, p < 0.05), with no statistically significant influence on continuance commitment. Conversely, personal factors exhibit limited influence, affecting only continuance commitment (β = 0.104, p < 0.05) to a minor degree, with no statistically significant impact on affective and normative commitment. The present research is among the few empirical findings that have examined the oil palm smallholders' commitment towards MSPO certification. By emphasizing the role of organizational and work-related factors, the study offers valuable insights for stakeholders within the oil palm sector, highlighting areas to enhance smallholder commitment toward sustainability standards. Consequently, this study contributes a unique perspective to the existing body of literature on sustainable practices in the oil palm industry.

Purpose: The study examines the mediating effect of self-emotion appraisal and other-emotion appraisal on psychological safety, individual resilience, and organizational commitment at the workplace. Design/methodology/approach: This study generated 140 survey responses from workers in diverse occupations and industries during the COVID-19 pandemic. A mixed-methods data analysis was conducted. Hierarchical regression analysis was employed to test the hypotheses, and process macroanalysis was used to generate the mediation analysis. Qualitative data analysis through thematic coding was adopted to interpret the respondents’ written opinions and narratives. Findings: The results revealed that self-emotion appraisal strongly correlates to resilience, but evaluation of self-emotion has no effect on organizational commitment. Other-emotion appraisal and psychological safety are not significant predictors of resilience at the workplace. Rather, psychological safety is a significant predictor of organizational commitment. The qualitative analysis generated from the respondents’ narratives provides deeper insight into the quantitative results. Additional data that emerged from the qualitative interpretation revealed other factors that are related to emotional appraisal, psychological safety, resilience, and organizational commitment. Practical implications: The findings shed light on the need to understand an individual’s emotional appraisal when instilling workplace resilience. Further, promoting psychological safety, such as by involving employees in the change process, managing fairness perception, and eliciting trust, enhances organizational commitment in the workplace. Integrating open communication, management intervention, and coaching programmes should form part of the employee engagement and development functions to help build organizational resilience and commitment. Originality/value: This research is an original contribution conducted during the global health crisis that led to abrupt changes in the workers’ lives and the workplaces in Singapore. Research implications: This present study demonstrated constructive findings on emotion regulations and perceived psychological safety associated with resilience and commitment amid the disruptive changes in work practices at the workplace. Further, the outcome of the study shows the mediating effect of self-emotional appraisal on psychological safety and resilience. The result draws parallels with past literature that showed that individuals who appraised their emotions tended to recalibrate and recognize their subjective behaviour and take actions to modify it. Social implications: Emotion regulation connotes employees’ emotion coping strategies, and research showed that emotion reappraisal produces a positive effect on workplace relationship quality.