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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.

This paper aims to how ethical leadership influences innovative behavior and employee motivation, focusing on the mediating role of corporate social responsibility within the framework of social exchange theory (SET).

Data were collected from 341 bank employees using convenience sampling, and hypotheses were rigorously tested with SPSS 22.

The results highlight the significant impact of ethical leadership on enhancing both employee innovation and motivation, with corporate social responsibility initiatives playing a crucial mediating role.

Drawing on SET, the research illustrates how ethical leadership fosters a reciprocal exchange environment, leading to deeper employee engagement and innovation driven by positive corporate social responsibility practices. By advancing theoretical understanding and providing practical insights, this study offers valuable guidance for organizations aiming to leverage ethical leadership and corporate social responsibility to cultivate a workforce that is both innovative and motivated.

This study examines the impact of workplace bullying on workers’ innovative behavior, organizational citizenship behavior (OCB) and affective commitment while taking burnout into account as a potential mediator.

We hypothesize that workplace bullying will have a detrimental effect on employees’ capacity for innovative behavior and OCB, as well as impair their affective commitment to the company, based on the Conservation of Resource theory. We used cluster sampling to gather data from 249 bank employees, using structural equation modeling to evaluate our assumptions.

According to our research, there is a strong negative correlation between workplace bullying and innovative behavior, OCB and a reduction in affective commitment. Additionally, burnout was found to be a key mediator between these outcomes and workplace bullying, indicating a critical role for burnout in spreading the negative impacts of bullying on employees’ attitudes and behaviors.

The results of this study show how bullying at work harms employees’ innovative behavior, OCB and affective commitment, which might eventually lower organizational productivity and performance. It is important to develop a culture of creativity, increase employee engagement and strengthen organizational commitment by building a friendly and courteous work environment. Collectively addressing burnout and workplace bullying will increase employee well-being, job happiness and overall organizational success.

The primary objective of this study was to understand the impact of Corporate Social Responsibility on Employee Green Behavior, examining the mediating role played by Green Human Resource Management Practices and the moderating influence of Employee Green Culture.

To accomplish this, a careful research approach was taken, using a thoughtfully designed random sampling method to encompass 300 banking employees, ensuring a robust representation of the diverse workforce in the banking sector.

The empirical findings identified green human resource management practices as a pivotal mediator and employee green culture as a significant moderator. It elucidated how the strategic implementation of green human resource management practices can act as an amplifier, strengthening the positive effects of corporate social responsibility on employee green behavior. This insight underscores the strategic importance of aligning human resource practices with sustainability goals to further enhance the environmental consciousness of employees. It was revealed that the presence of a nurturing organizational culture, one that encourages and supports environmentally responsible behaviors can significantly bolster the association between corporate social responsibility and green behavior among employees.

These findings underscore the essential role of organizational culture as a catalyst for the successful implementation of corporate social responsibility initiatives and the cultivation of a sustainable corporate ethos. This comprehensive research underscores the profound significance of corporate social responsibility, green human resource management practices and employee green culture in fostering and promoting environmentally responsible behaviors within the banking industry. These findings hold substantial implications not only for businesses but also for policymakers.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

This paper identified that different organizational culture dimensions can influence organization citizenship behavior.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The purpose of this paper is to analyze the impact of the halal value chains (HVCs) in the Islamic boarding schools (IBSs) for the food and fashion industry on socio-economic transformation, focusing on changes in entrepreneurial attitudes, quality of life and social inclusion. The study also incorporates HVCs as a mediating variable to assess the indirect influence of Sharia financial inclusion and economic digitalization on socio-economic transformation.

This research uses a quantitative approach using primary data collected through surveys. The population consists of IBSs registered in the Independence Program of the Ministry of Religious Affairs of the Republic of Indonesia. The research sample was selected using purposive sampling, and the research model was tested using partial least squares structural equation modeling with WarpPLS 8.0 software.

The results of the direct analysis indicate that halal value chain (HVC) has a positive and significant effect on socio-economic transformation. The indirect analysis reveals that HVC plays a strategic role in facilitating the impact of Sharia financial inclusion and digital economy adoption on changes in entrepreneurial attitudes, quality of life and social inclusion. The findings are further validated through multigroup analysis, demonstrating the robustness of the result.

The results highlight two key points. First, the positive characteristics of the IBS-HVCs, enabled by Sharia financial inclusion, will drive the continuous development of new services, products, networks, collaborations and capital support, leading to the expansion of a financially inclusive and equitable HVC system from the IBSs to the broader community, with significant social and economic impacts nationally and internationally. Second, the adoption of economic digitalization within IBSs will enhance productivity and efficiency for business management, fostering expanded business models and facilitating upward social mobility.

To the best of the authors’ knowledge, this study is the first to explore the role of HVC in socio-economic transformation. Additionally, it uses HVC as a mediating variable to explain the relationship between Sharia financial inclusion, digital economy and socio-economic transformation. A robustness test through multigroup analysis further strengthens the study’s contributions.