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Workplace romance presents both opportunities and challenges for organizations, requiring strategic HR leadership to navigate effectively. This study explores the dynamics of workplace romance, its impact on organizational culture and performance, and strategic HR approaches to manage this complex phenomenon.

Information and data from various research blogs and websites have been studied to understand the concept of workplace romance and insights drawn by proposing a few practices for HR leaders.

This practitioner paper indicates a positive relationship and develops insights into how HR leaders’ good strategic practices help manage and mitigate workplace romance challenges.

HR leaders can foster a positive work environment while minimizing the risks associated with workplace relationships by developing clear policies, providing training and education, promoting transparency and fairness, implementing conflict resolution mechanisms and monitoring enforcement.

This paper explores the dynamics of workplace romance and its impact on organizational culture and performance. It also provides fresh insights into strategic HR approaches to managing this complex phenomenon in the workplace.

This study aims more than just assess the direct relationship between corporate social responsibility (CSR) and sustained competitive advantage (SCA). It explores the subtleties of how these impacts might be amplified or altered by socially responsible leadership (SRL). The study emphasizes how important community service (CS) is mediating this complicated connection.

In this study, a survey instrument tailored for employees of Indian private multinational corporations (MNCs) and public sector undertakings/government organizations (PSU/Govt. Orgn.) was used. A total of 517 questionnaires were used for subsequent analysis. Confirmatory factor analysis (CFA) was then carried out on four self-reported scales to assess the discriminant validity of both samples. Subsequently, regression analysis was performed to check the effect of CSR on SCA, with CS acting as a mediator and SRL serving as a moderator.

The findings affirm that CS mediates the relationship between CSR and SCA. Simultaneously, SRL is identified as a moderator in the association between CS and SCA. The mediating role of CS in connecting CSR to SCA holds for both private and public sectors, highlighting the importance of community engagement. A notable observation is the limited prevalence of SRL among PSU/Govt. Orgn. respondents.

This study emphasizes the pivotal role of CSR in transforming companies into socially responsible entities, thereby augmenting corporate reputation and goodwill. Furthermore, the influence of SRL is highlighted as a moderator in the CSR−SCA relationship, impacting both private and public organizations. This research presents a conceptual framework of moderated mediation, shedding light on the complex relationship between CSR and SCA.

This study illuminates the importance of CS and SRL as critical elements in achieving SCA by recognizing a gap in current research. This distinctive perspective enhances the study's originality, providing novel insights into the intricate interplay between CSR, CS, SRL and SCA.

This paper aims to contribute to the literature on corporate and leadership responsibility by proposing a relational business model for shared responsibility.

First, a literature review on corporate and leadership responsibility is presented and discussed. This is followed by an overview of existing public and private regulations and future perspectives that enforce and/or foster corporate and leadership responsibility. Based on the concepts of relational economics, relational leadership and proactive regulation, the theoretical foundations of a relational business model are derived. In addition, a decision model for the empirical application of the relational business model in ethical dilemma situations is developed and presented.

Theoretical elaboration of a relational business model and an associated relational decision-making approach.

This study contributes to a new way of doing business in terms of shared responsibility. Furthermore, corporate responsibility and leadership responsibility are usually researched as two distinct fields, with the former referring to the meso level and the latter to the micro level. A relational approach, which views leadership as a relational phenomenon, contributes to bridging both concepts.

Manufacturing companies still struggle to integrate additive manufacturing (AM) technologies with existing traditional manufacturing technologies. This paper explores AM technology integration into a global manufacturing company from an operational capability perspective.

The research was conducted using a single case study in collaboration with a global heavy-duty vehicle manufacturer. Data were collected through a focus group and interviews representing management and engineering roles. Additional data were collected from meetings, company documents, field notes and observations. Subsequently, the collected data were analyzed thematically.

The findings reveal that, despite the company embarking on its AM technology integration journey, it encountered challenges, including cognitive fixation, manufacturing fixation, situational awareness, ambiguous ownership and the make-or-buy dilemma. Furthermore, the findings showed that the company developed operational capabilities – such as developing proficiency in AM know-how, continuous use of AM technology, operational practices for AM technology, cross-collaboration for AM initiatives and business cases for AM technology – to address these challenges. A facilitation model was developed, outlining essential actions prioritized for the short-term, mid-term and long-term. These actions leverage the operational capabilities to address challenges in AM technology integration.

This paper offers an in-depth exploration of AM technology integration in a global heavy-duty vehicle manufacturer. It introduces a novel application of operational capability theory and proposes a facilitation model for managers and academics in pursuit of achieving AM technology integration.

This study investigates the influences of socioeconomic, familial and personal, cultural, organizational and technological factors on succession planning within family businesses (FBs). It aims to untangle the complex web these factors weave together, shedding light on their collective impact on the seamless leadership transition from generation to generation.

The theory of planned behavior (TPB) and systems theory (ST) were utilized in this study. The proposed framework is supported by a purposive quantitative design from 388 FBs in Jordan. The collected data were rigorously assessed using partial least squares-structural equation modeling and importance-performance map analysis.

Our results have shown that successor characteristics, such as age, gender, education and attitude toward the takeover, strongly affect effective succession planning. Other major factors include strong family relationships, the size of the business and modern digital integration. However, the religious belief variable did not seem to influence succession planning. The results conclude that technological savvy and online community mediating factors support smooth transitions.

Offering a treasure trove of insights, this study equips FB stakeholders with strategic keys to unlock the potential of digital and communal resources in succession planning. It champions a dual approach that venerates age-old family values while embracing the digital age, paving the way for transitions that are not just smooth but also forward-thinking and resilient.

This study harmonizes the TPB with ST to forge an innovative lens through which succession planning in FBs can be viewed. It underscores the burgeoning role of digital integration, communal networks and the potential of AI and GPTs in enriching traditional succession planning paradigms. Given that FBs are significant to the Jordanian economy, this area is under-researched as for many emerging nations.

Due to dynamic work contexts, mid-level managers struggle to advance their careers in contemporary organisations. Literature has consistently showcased that leadership style and gender significantly impact subordinates’ career and work-related outcomes. This study investigates the relationship between authentic leadership, gender, perceived career barriers and occupational well-being.

Using self-report questionnaires, we collected data from 198 mid-level managers employed in the information technology (IT) sector in Delhi-NCR. We tested two mediation models simultaneously, investigating the mediation of perceived career barriers on occupational well-being. Authentic leadership and gender were the predictors of the first and second models, respectively.

Authentic leadership was positively associated with occupational well-being but negatively with perceived career barriers. Perceived career barriers partially mediated the link between authentic leadership and occupational well-being. Gender had a significant impact on perceived career barriers. Finally, perceived career barriers fully mediated the association between gender and occupational well-being.

The study showed that perceived career barriers were predicted by authentic leadership perception. In the face of career-related obstacles, managers with authentic leaders tend to have better well-being at the workplace. Further, perceived career barriers are essential in the relationship between gender and occupational well-being. However, the context of India’s IT sector is unique; therefore, caution must be practised when generalising.

Organisations must promote authentic leadership at the upper echelons. Such a leadership style helps reduce the hurdles for managers and improves their well-being. Furthermore, addressing gender-specific career barriers, such as lack of cultural fit, is the key to enhancing female managers’ well-being.

We turned towards positive psychology and utilised the construct of authentic leadership to address the issues of career barriers and diversity in IT organisations.

This study is designed to investigate a critical association between social media addiction and employee sleep while considering its implications for employee well-being and performance in the hospitality industry.

Based on adapted measures for the study variables, an electronic questionnaire was designed and used for the survey administered in the chain-restaurants of Pakistan. Through a non-probability convenient sampling survey, a total of 347 usable responses were obtained and analyzed for testing the hypothesized research model.

Results reveal negative associations between social media addiction, sleep quality, employee performance and well-being. The results have further shown sleep quality as an underlying mediating reason that explains the associations between social media addiction, employee performance and well-being.

The study addresses a gap in the literature by examining rarely explored factors such as social media addiction and sleep quality at the same time investigating its impact on performance and well-being of service employees. Significant implications for scholars and practitioners of the hospitality industry have been discussed while highlighting limitations and directions for future research.

This study quantitatively investigates the impacts of digital and learning orientations on supply chain resilience (SCR) and firm performance (FP), aiming to fill the gaps in understanding their specific impacts in the context of Industry 4.0 developments and supply chain disruptions.

This study utilized survey techniques and structural equation modelling (SEM) to gather and analyse data through a questionnaire based on a seven-point Likert scale. Hypotheses were formulated based on an extensive literature review and tested using Amos software.

The study confirms SCR’s significant impact on FP, aligning with existing research on resilience’s role in organizational competitiveness. This study uncovers the nuanced impacts of digital and learning orientations on SCR and FP. Internal digital orientation (DOI) positively impacts SCR, while external digital orientation (DOE) does not. Specific dimensions of learning orientation – shared vision (LOS), open-mindedness (LOO) and intraorganizational knowledge sharing (LOI) – enhance SCR, while commitment to learning (LOC) does not. SCR mediates the relationship between DOI and FP but not between DOE and FP.

This research focuses on digital and learning orientations, recommending that future studies investigate other strategic orientations and examine the specific contributions of various digital technologies to SCR across diverse contexts.

The empirical findings emphasize the significance of developing internal digital capabilities and specific learning orientations to enhance SCR and FP, aligning these initiatives with resilience strategies.

This study advances knowledge by distinguishing the impacts of internal and external digital orientations and specific learning dimensions on SCR and FP, offering nuanced insights and empirical validation.

This study aims to examine the association between globally responsible leadership (GRL) and pro-environmental behavior (PEB), specifically probing the mediating role of green management initiatives (GMI) in this relationship.

This study used a quantitative research design, using survey data from 390 participants working in manufacturing sector organizations in one of the emerging economies in the Asian region, namely, Pakistan. AMOS was used to test the hypothesized relationships.

The results reveal that GRL has a significant positive link with GMI and PEB. In addition, this study found that GMI mediates the association between GRL and PEB, suggesting that GRL indirectly promotes PEB through the implementation of GMI.

This study has several limitations, including its reliance on self-reported data, its cross-sectional design and its focus on participants from only one nation. Future research may benefit from using mixed-study designs and diverse samples from multiple industries and nations.

The results suggest that businesses can promote PEB among their staff by adopting GRL and implementing GMI. In doing so, businesses can demonstrate their commitment to sustainability, enhancing their credibility and competitive advantage.

This research contributes several new insights to the existing literature on sustainable leadership. First, it provides empirical evidence to support the hypothesis that GRL, GMI and PEB are interrelated. Second, it highlights the mediating role of GMI in this relationship.

This study investigates trends in environmental leadership research in the MENA region from 2003 to 2023, highlighting the region’s unique environmental challenges and the increasing importance of sustainability governance.

A systematic review of 140 articles was conducted using VOSviewer and Biblioshiny to identify key theoretical landscapes, research streams and contextual factors. The findings are analysed within the PEST framework to explore the influence of political, economic, social and technological dimensions on environmental leadership.

Research activity in environmental leadership within the MENA region has significantly increased post-2012, driven by global sustainability initiatives and regional policies such as Saudi Arabia’s Vision 2030. Key themes include sustainability governance, corporate social responsibility and the application of ISO 14001 standards, reflecting the region’s strategic priorities amidst socio-political and economic complexities.

By addressing gaps in the literature, this study integrates the PEST framework to offer a nuanced understanding of environmental leadership, contributing to theoretical advancements and practical applications in sustainability governance.