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This paper analyzes employees’ perceptions of data collection processes for human resource analytics (HRA). More specifically, we study the effect that information sharing practices have on employees’ attributions (i.e. benevolent vs malevolent) through the perceived legitimacy of data collection and monitoring processes. Moreover, we investigate whether employees’ emotional reaction (i.e. fear of datafication) depends on their perceived legitimacy and attributions.

The research is based on a sample of 259 employees operating for an Italian consulting firm that developed and implemented HRA processes in the last 3 years. The hypothesized model has been tested using structural equation modeling (SEM) on Stata 14.

This paper demonstrates the mediating role of perceived legitimacy in the relationship between information sharing practices and employees’ benevolent and malevolent attributions about data collection and monitoring processes for HRA practices. Results also reveal that perceived legitimacy predicts employees’ fear of datafication, with benevolent attributions that partially mediate this relationship.

This research indicates that employees perceive, try to make sense of and emotionally react to HRA processes. Moreover, we reveal the crucial role of information sharing practices and perceived legitimacy in determining employees’ attributions and emotional reactions to data collection and monitoring processes.

Combining human resource (HR) attributions, HR system strength, information processing and signaling theories, this work explores employees’ perception, attributive processes and emotional reactions to data collection processes for HRA practices.

Implementing green innovation is crucial for firms to build or sustain competitive advantages within the context of the sustainable development goals. Academic research has broadly explored how firms can induce green innovation behavior (GIB), examining external factors, but few studies in the current literature have deeply investigated unabsorbed slack as an internal antecedent of GIB. Drawing upon the behavioral theory of the firm and integrating it with dynamic capabilities theory, this study aims to address this deficiency by investigating the impact of unabsorbed slack on GIB and the mediating roles of two dimensions of capability reconfiguration: capability evolution and capability substitution in the relationship between unabsorbed slack and GIB. Furthermore, this study also discusses the moderating effects of consumer green pressure on the relationship between unabsorbed slack and capability evolution/substitution.

Survey data were collected from 286 Chinese technology-intensive manufacturing firms to empirically test the relationships among the variables.

The results reveal that unabsorbed slack has a positive influence on GIB. Furthermore, capability evolution and substitution both play mediating roles in the relationship between unabsorbed slack and GIB. Comparative analysis showed that the mediating effect of capability substitution is stronger than that of capability evolution. Moreover, consumer green pressure strengthens the positive relationship between unabsorbed slack and capability evolution/substitution.

This study enriches the research on the driving forces of GIB and contributes to providing managerial implications for firms to launch green innovation activities.