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The study is an attempt to find the major risks faced by Micro, Small and Medium Enterprises (MSMEs) engaged in construction business in India. Further, the study attempts to find how MSMEs mitigate those risks.

Toward the objective of study, the authors used a case-based qualitative research design. Four firms were selected, and their owners and selected employees/partners were interviewed. Each firm is presented as an independent case to highlight the core risk management (RM) philosophy of each firm. This was followed by a thematic analysis to arrive at the major risks involved in MSME construction projects and their mitigation strategy.

MSME firms engaged in the construction business in India are not keen on following formal RM practices because they believe that it makes the bid unviable. MSMEs find it difficult to identify most of the problems in a construction project due to an uncontrolled environment and believe that it is best to resolve the issues as and when they occur. They have acquired tacit knowledge on hindrances and deal with them as and when they occur. Anything that can go wrong will go wrong is the basic philosophy.

A small sample size makes the generalization of its findings difficult.

MSMEs cannot afford to hire specialists in project RM due to financial constraints. Hence, it would be worthwhile sending experienced employees for a short duration of training on the same.

To the best of the authors knowledge, it is a first-of-its-kind study focusing on RM practices of MSME, particularly in the construction sector.

The purpose of this paper is to explore multiple perspectives on managerial coaching: why and how managers engage, employees and human resource development (HRD) professionals’ perspectives on the use and how HRD and managers can better support each other with it.

This study used secondary analysis of empirical data already collected through a transnational study from 20 different medium-size to large organisations in the Netherlands, the UK and the USA. For this study, 58 interviews referring to coaching were analysed from 18 of these organisations, from these 3 different countries and from 3 stakeholder groups: managers, employees and HRD professionals.

Findings show that managers perform a variety of “on the job” informal coaching roles and that HRD professionals lead the more formal aspects. Managers felt that HRD support was limited and hoped for more. A limited number of employees mentioned coaching, but those that did highlighted the different types of coaching they received in the workplace, referring to managers but with little recognition of HRD’s role. HRD professionals shared how they support managers through both informal and formal coaching approaches, but this was not fully acknowledged by neither managers nor employees.

The findings of this study contribute to the literature on devolved HRD practices, highlighting that managers are engaging more in managerial coaching with their teams, that potentially employees are not that aware of this and that managers and employees are not fully aware of HRD’s contribution to supporting coaching and feel they could do more. As a result, this study suggests that HRD professionals have a clear role to play in creating and leading the supportive organisational culture for coaching to thrive, not only in setting the “coaching scene” for managers to work within but also through offering support for long-term capacity building for all employees.

Through the diffusion of key HRD activities into managerial roles, and while internal coaching is gaining more momentum, managers now step up when coaching their teams. This study extends the limited prior research on managers’ and others’ (employees and HRD) beliefs about the coaching role in the workplace. This study highlights the changing role of the manager, the need for HRD to offer more support for the joint role that managers are taking (manager and coach) and the partnership potential for HRD professionals to include all stakeholders including employees.

This paper aims to explore the role of ownership structure on integrated reporting quality (IRQ) in an emerging market.

This study includes a sample consisting of 64 firms from Bursa Malaysia, with 173 firm-year observations from 2017 to 2020. Feasible Generalised Least Square model has been used to test the hypotheses.

The findings show that government ownership has a positive effect on IRQ and that the integrated reports and <IR> framework are well aligned. Foreign ownership influences IRQ positively. However, the results did not support the effect of family ownership on IRQ as hypothesised.

The findings of this research hold practical implications for companies and regulators in Malaysia. The results demonstrate to investors that both government and foreign ownership have a positive impact on IRQ. Therefore, investors can make well-informed investment decisions regarding companies with a high level of government or foreign ownership.

To the best of the authors’ knowledge, this is the first paper to explore the effect of ownership structure on IRQ in the Malaysian context.

The purpose of this paper is to identify how internal marketing can be used to increase the satisfaction and retention of Generation Z employees within the global banking sector, and the changes which organizations must make to their internal marketing strategies to achieve these outcomes.

The paper adopts a qualitative, cross-sectional and descriptive research methodology. Data are collected through individual and focus group interviews of 38 Generation Z banking employees and of 28 older colleagues engaged in internal marketing. Thematic coding is undertaken using template analysis.

The results indicate clearly that Generation Z employees have different expectations of internal marketing from previous generations. Specifically, they demand more inclusive tones and interactive methods of communication, validation of their choice of employer and industry, and greater levels of interaction and inclusivity within internal marketing initiatives.

This is the first study to analyse how internal marketing in the banking sector must evolve to meet the needs of its Generation Z employees. This is critical as Generation Z is the world’s largest generational population, will staff almost all entry-level roles by 2030, and already has half its population in the workplace.

This study aims to investigate the mediating role of different types of intellectual capital (human, structural and relational) in the relationship between artificial intelligence-driven supply chain analytics capability (AI-SCAC) and various supply chain decision-making processes, specifically rational, bounded and tacit decision-making.

The study used a quantitative survey strategy to collect the data. A total of 320 valid questionnaires were received from manufacturing companies. The data were analysed using structural equation modeling with partial least squares (PLS-SEM) approach through SmartPLS software.

The results indicate that human and structural capital significantly mediate the relationship between AI-SCAC and rational and bounded decision-making processes. However, structural capital does not mediate the relationship between AI-SCAC and the tacit decision-making process. Moreover, relational capital does not show a significant mediating effect on all of the decision-making processes. Notably, structural capital has the strongest impact on rational and bounded decision-making, while human capital plays a critical role across all three decision-making processes, including tacit decision-making.

This study contributes to the literature by providing a nuanced understanding of the differentiated impact of intellectual capital components on various decision-making processes within the context of AI-SCAC. While previous studies have broadly acknowledged the role of intellectual capital in decision-making, this research provides more understanding of how specific types of intellectual capital interact with AI to influence distinct decision-making processes. Notably, the differential impact of structural capital on rational and bounded decision-making versus tacit decision-making highlights the need for organisations to adopt a more tailored approach in leveraging their intellectual capital.

This paper aims to investigate whether gender-diverse boards and top management teams (TMTs) reduce undesirable environmental social governance (ESG) behavior and whether a critical mass of women in leadership is necessary to influence this outcome. In addition, the authors study whether differences in the levels of national commitment to gender-equality policies affect the effectiveness of gender-diverse boards and management in curbing ESG misconduct.

This study examines the role of women directors and women executives in ESG misconduct using a European sample of analysis of 2,994 firm-year observations from 2015 to 2020.

The authors find that gender diversity effectively prevents ESG misconduct only in countries with strong national policies supporting gender equality. Specifically, women directors and executives significantly reduce ESG misconduct in these countries, demonstrating the complementary role of gender diversity and national equality policies. In addition, female chief executive officers are more likely to curb negative ESG practices in firms operating within gender-equal corporate environments, noting that female chief executive officers are not effective in reducing irresponsible ESG behavior when they are not supported by a critical mass of women directors or executives.

This paper finds novel evidence that the influence of female representation on ESG misconduct is not linear but conditional on the level of female proportion; women in the minority (usually under 3) can scarcely influence group decisions because their specific female attributes are only evident when the visibility and legitimacy of the female group are high enough. Firms led by female chief executive officers seem to reduce ESG misconduct, especially when their chief suites are above a critical threshold. But queen bee female chief executive officers are not effective in reducing adverse ESG activity if their boards and TMTs are not gender diverse; the joint effect of women in different hierarchical positions contributes to decreasing ESG failures.

These findings are useful for policymakers because they show that although there is growing social concern about business gender equality and increasing regulatory efforts through soft/hard gender quotas, stakeholders will not completely benefit from firm gender diversity without national support for gender equality.

This study contributes to the sustainable development literature by examining the direct effects of gender diversity at multiple levels of a firm’s hierarchy (chief suite, board, TMTs), as well as addressing the gap between firm gender diversity and national gender equality policies as mechanisms to reduce ESG misconduct. It also explores the queen bee phenomenon, noting that female leaders in non-diverse organizations often adapt their leadership style to align with masculine corporate cultures.

The purpose of this paper is to demonstrate the erosion performance of coated and uncoated surfaces of glass fibre-reinforced polymers (GFRP) wind turbine blade material using Taguchi's approach. Taguchi's array (L25) optimized erosion wear by varying three parameters: impact velocity, impact angle and run time across five levels.

The studies were carried out using a whirling arm rig tester with an impact velocity range of 30–70 m/s (metre per second), an impact angle of 0–90 degree and a run time of 30–90 min. Salt water is used as an erosion agent to replicate the offshore environment. Taguchi's method was used to optimize the process parameters.

The results showed that erosion is less on the coated surface than on the uncoated surface. When compared to other factors, impact velocity was determined to be the most dominant, whereas run time was the least dominant. In addition, GFRP wind turbine blade material exhibits a ductile erosion process. Furthermore, in all experimental trials less erosion was observed on coated surfaces as compared to uncoated surfaces.

Few researches have been done using different design of experiment techniques to optimize the erosion wear response of uncoated GFRP materials and coatings based on polyurethane. Furthermore, mechanism of the erosion and morphology of both surface conditions was investigated using scanning electron microscopy, X-ray diffraction, energy dispersive X-ray spectroscopy testing and Minitab software.

This comprehensive study, grounded in social identity theory, aimed to explore the intricate dynamics between clan, adhocracy, hierarchy and market cultures within organizations, and their respective impacts on organizational citizenship behavior. Furthermore, the research investigated the mediating role of corporate social responsibility in this relationship.

The study gathered data from 477 bank employees in UT Jammu and Kashmir, utilizing a cluster sampling methodology. SPSS and AMOS were employed to assess the model and hypotheses, thereby strengthening the reliability of the results.

The findings significantly highlight the influential roles played by clan, adhocracy, hierarchy, and market cultures in shaping organizational citizenship behavior. Moreover, the study underscores the pivotal role of corporate social responsibility as a mediator in the relationship between these organizational culture dimensions and organizational citizenship behavior.

This research enhances the application of social identity theory in organizational settings. It offers valuable insights for managers and supervisors aiming to utilize organizational culture and corporate social responsibility initiatives to improve positive employee behaviors. The practical implications derived from this study provide actionable strategies to optimize workplace dynamics, fostering a culture that promotes organizational citizenship behavior. Ultimately, this contributes to improved organizational performance and employee satisfaction.