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.

Background: In an increasingly globalized world, public health is a challenge in the future of health systems. Nursing is a fundamental profession in health systems and the purpose of the study is to quantify the scientific production in global public health carried out by nursing to demonstrate its competence, capacity and specialization in this subject. Methods: A bibliometric study was carried out to understand the scientific production of public health nursing in WoS. A total of 17,545 documents were analyzed using Bibliometrix software in version 4.0.5. Results: A notable increase in production is observed over time, a sign of specialization and capacity. The theme focuses on three stages: hygiene and sanitation, infectious diseases and quality, prevention and non-communicable diseases coinciding with the real social needs of each moment. Most of the production is in English and produced by countries with developed economies. Nursing is aligned with current public health needs. Conclusions: Bibliometrics is a good method to quantify scientific production. The results show extensive scientific production in public health nursing, which translates into extensive knowledge of public health by nursing. There is a growth in production in accordance with time as well as an adaptation to the most current themes in accordance with population needs. Public health is an area of concern to countries and nursing can actively participate in studies, planning and leadership of health systems. Public health nursing should not be considered relegated to medicine but independent and of crucial importance to the “Onehealth” concept. Public, private and educational administrations must promote and support nursing research in public health, and it is not advisable to reduce the teaching load of global public health in nursing studies, in favor of the family and community environment.

Major principles of organizational management like unity of command and unity of direction are quite important to foster co-ordination and efficiency in organizations. Since Islamic management is an offshoot of the modern Western management theories these principles have considerable relevance to Islamic management as well. This paper aims to discover how Islamic principles can solve modern problems of organizational management in order to demonstrate an interdependent system that teaches ethics and management. This paper attempts to offer an analytical discussion regarding Islamic views on the challenges that emerge regarding the need for cohesion in managing any organization. On the basis of a conceptual review, it highlights how unity of command and unity of direction can influence inspiring better management at all levels positively. Such clarification tries to elicit the Islamic interpretation that may lead to increased workforce commitment due to their motivation emanating from religion, contribute principles that will benefit the value addition process of labor and management’s decision-making process towards wider organizational goals, and enrich literature on management from Islamic principles and thoughts. This text succinctly examines the principles of unity of command and unity of direction that promote the development of management work ethics and the implications of Islamic management. The paper reviews the principles of unity of command and unity of direction as derived from The Holy Qur’an and Hadith, and examines various empirical studies conducted in different countries. These discussions subsequently bring out that the Islamic approach is comprehensive and practically relevant in the interest of present-day organizations. The paper concludes that intention and purity of hearts, regardless of the leadership styles of management, will direct the leaders and workforce to continually strive hard and give their best in their organizational management functions.

The purpose of this research is to investigate the relationship between transformational leadership variables and organizational citizenship behavior (OCB) variables, investigate the relationship between job satisfaction variables and organizational citizenship behavior (OCB), and investigate the relationship between organizational commitment variables and organizational citizenship behavior (OCB). This research method uses quantitative methods. In this study, the researchers used a simple random sampling technique with a sample size of 368 SMEs employee. The data collection method for this research is by distributing an online questionnaire designed using a Likert scale of 1 to 7. The data analysis technique uses Partial Least Square—Structural Equation Modeling (PLS-SEM) and data analysis tools use SmartPLS software version 3.0. The stages of data analysis are validity testing, reliability testing and hypothesis testing. The independent variables in this research are transformational leadership, job satisfaction and organizational commitment, while the dependent variable is organizational citizenship behavior (OCB). The results of this research are that transformational leadership has a positive influence on organizational citizenship behavior (OCB), Job Satisfaction has a positive influence on organizational citizenship behavior (OCB) and organizational commitment has a positive influence on organizational citizenship behavior (OCB). The theoretical implications of this research support the results of previous research that transformational leadership, job satisfaction, and organizational commitment make a positive contribution to increasing organizational citizenship behavior in SME employees. The practical implication of this research is that SME owners apply transformational leadership, create work breadth and create organizational commitment within the SME organization to support increasing employee organizational citizenship behavior so that it can encourage increased performance and competitiveness of SMEs.

This research aimed to investigate the role of humanizing leadership in enhancing the effectiveness of change management strategies within organizations. Specifically, it focused on how humanizing leadership influences change outcomes and the extent to which organizational culture moderates this relationship. The study addressed critical questions regarding the impact of leadership behaviors, such as model vulnerability, emotional intelligence, open communication, and psychological safety on effective change management and employee performance. A quantitative approach was employed to provide a comprehensive analysis of the phenomena. Quantitative data were collected from a sample of 325 employees through surveys that measured perceptions of Humanizing leadership behaviors, organizational culture, and change outcomes. Data was analyzed by IBM SPSS 26.0. The findings revealed that humanizing leadership behaviors significantly enhances the success of change initiatives, primarily through improved employee engagement and reduced resistance. Organizational culture was found to play a moderating role, amplifying the positive effects of empathetic and inclusive leadership practices. The study provides actionable recommendations for organizational leaders and managers to foster a culture that supports humanizing leadership. By adopting leadership strategies that emphasize vulnerability, empathy, and inclusivity, organizations can enhance their adaptability and resilience against the backdrop of continuous change. These findings are particularly valuable for enhancing managerial practices and informing policy within corporate settings.

This paper contributes to a long-standing debate in development practice: under what conditions can externally established participatory groups engage in the collective management of services beyond the life of a project? Using 10 years of panel data on water point functionality from Indonesia’s rural water program, the Program for Community-Based Water Supply and Sanitation, the paper explored the determinants of subnational variation in infrastructure sustainability. It then investigated positive and negative deviance cases to answer why some communities successfully engaged in system management despite being located in difficult conditions as per quantitative findings and vice versa. The findings show that differences in the implementation of community participation, driven by local social relations between frontline service providers, that is, village authorities and water user groups, explain sustainable management. This initial condition of state-society relations influences how the project is initiated, kicking off negative or positive reinforcing pathways, leading to community collective action or exit. The paper concludes that the relationships between frontline government representatives and community actors are important and are an underexamined aspect of the ability of external projects to generate successful community-led management of public goods.