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The purpose of this study was to investigate the implications of green knowledge sharing, green empowerment and participation and green values toward hotel employees’ green creativity.

Data was gathered from operational level employees of hospitality facilities Ghana. Through the partial least square structural equation modeling, bias-corrected and accelerated (BCa) confidence intervals obtained from 10,000 bootstrap subsamples were used to determine the significance of the hypothesized paths. This was preceded by examining the quality of the measurement and structural models.

It was established that green knowledge sharing is a positive predictor of green empowerment and participation. Green empowerment and participation also positively predicted employee green behavior and also partially mediated the link between green knowledge sharing and employee green behavior. Green values also positively moderated the connection green knowledge sharing has with employee green behavior.

To enhance the green creativity of their employees so that the sustainability objectives are attained, general managers in hotels should institute strategies that promote green knowledge sharing among their employees, ensure the green empowerment and participation of their employees and inculcate green values in their employees.

This study expands the hotel greening literature by establishing the mediating and moderating processes for employee green creativity which is underrepresented in the literature. Besides, it extends the social learning theory in a green context.

The purpose of this study was to investigate the implications of green knowledge sharing (GKS), organizational green culture (OGC) and green training and development (GTD) for organizational environmental citizenship behavior (OECB) in the hotel sector in Ghana.

Using self-administered survey procedures, 415 operational-level employees in hotel facilities provided the data and was analyzed through partial least square structural equation modeling. Bootstrapping was conducted using 10,000 subsamples and Importance-Performance Map Analysis (IPMA) performed.

It was established that GKS influences both OECB and OGC. OGC also influenced OECB and played a mediating role in the influence of GKS on OECB. Similarly, GTD played a positive moderating role in the link GKS has on OECB. Finally, it was revealed via IPMA that OECB’s most important antecedent is GKS.

Due to the roles of GKS and GTD in promoting OGC and OECB, organizations should motivate their employees to share green knowledge and also invest more in GTD. Gamification and sponsoring employees to attend GTD programs are examples of actions to be taken in this regard.

This study explores antecedents of OECB which is overlooked in the literature in general and specifically, hospitality industry-focused green studies. Using IPMA, it also determines the most important antecedent of OECB which most studies focused on the hospitality industry do not go further to do.

We sought to examine the effect of responsible leadership on employee safety in the workplace both directly and indirectly through mediation effects of safety motivation and safety culture in the oil and gas industry in Ghana.

We employed a quantitative approach (survey) to collect data from 226 pump attendants of the fuel stations in the Accra Metropolis. This study used PLS-SEM to test the research hypotheses in the study.

Our findings show that leaders’ responsible behaviours had a positive and significant impact on both their employees’ wellbeing and safety as well as their motivation to adhere to safety standards and also imbibe a sense of safety culture in the workplace. Furthermore, the inclusion of safety motivation and safety culture as mediating variables reveal that leaders’ ability to achieve a robust workplace safety through responsible leadership was partially contingent on these organisational factors.

We highlight that leaders should continuously improve their responsible leadership behaviours and also the management of oil and gas companies should encourage managers to focus on day-to-day interactions with employees on safety-related matters (e.g. effectively inspiring and motivating employees to adhere to safety standards and procedures and applying sanctions when necessary).

This study answers the recent calls for a contingency perspective on the relationship between leadership styles and organisational/employee level outcomes by providing empirical support for our conceptual model which identifies safety motivation and safety culture as important organisational factors by which responsible leaders can positively influence workplace safety.

For a public servant (PS) to be innovative, he or she needs to gather and process enough vital information from budget setting processes. However, research addressing how budgetary participation (BP) can trigger innovative behaviour (IB) in PSs and eventually foster task performance (TP) is rare, which is why the authors conduct this research. The purpose of this study is to understand how BP shapes TP through the IB of PSs.

The authors develop and test a mediation model with 860 responses from public sector workers across 25 government agencies using the PLS-SEM technique of Smart PLS 4. Possible control factors were addressed for both the mediator and target-independent construct. In particular, the authors use sex, age and tenure as control factors for IB. Also, the authors use job satisfaction, job engagement and perceived fairness in the budgetary system as control factors for TP.

The authors find a favourable and significant relationship between BP and TP; BP and IB; and IB and TP. The authors also find that IB partially mediates the relationship between BP and TP, such that BP fosters TP through the innovativeness of PSs. This finding suggests that PSs who participate in budget preparation are able to innovate, which, in turn enable them to perform tasks effectively.

The authors call on forthcoming researchers to test the mediation model in other public sector settings worldwide. They may also consider other variables that can possibly mediate the positive impacts of BP on TP.

Lessons are discussed for governments, human resources directors and managers, management accountants, budget officers, procurement officers and other public sector workers and consultants.

The authors show how BP fosters TP through the innovativeness of PSs, since there is much more to know in this regard. The authors also help to resolve the paradox of inconsistency in the BP–TP literature by using IB as a mediator.