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This paper aims to present a summary of the green consumer behaviour (GCB) research conducted during the 2001–2021 period using the bibliometric analysis and to carry out a thematic and content analysis on the three clusters which comprise 57 articles resulting from the co-citation analysis and identify the significant green purchasing factors.

The three-pronged methodology applied to this research analysis includes performance analysis of the literature using biblioshiny and R Studio; network mapping analysis using VOSviewer and Gephi; thematic analysis using word clouds generated with R Software and content analysis of each paper with the aid of within and between-study analyses.

Cluster one acted as a base for the theoretical foundations of GCB which aids in understanding the basic concepts of green marketing, its evolution and the methodologies, whereas cluster two determined the predictors of everyday green behaviour, which helps in gaining knowledge about the everyday sustainable activities the consumers indulge and the factors motivating to do so. Cluster three mainly focused on the psycho-socio demographic determinants of GCB, which assists in segmentation and predicting the purchase behaviour of the various consumer segments.

The significant variables and major gaps in each of the clusters were identified and authors have drawn the implications for future researchers and marketing managers.

The purpose of this empirical investigation was to explore the interrelationship between psychological capital (PsyCaP) and impostor phenomenon (IP) experienced by entrepreneurs.

The researchers performed exploratory data analysis, using a correlation matrix that included the composite score of all PsyCap dimensions (psychological capital questionnaire [PCQ-24]) and the factor scores of hope, self-efficacy, resilience and optimism. The data analysis was conducted in relation to participants’ IP scores.

The study results demonstrated that a negative relationship was present between entrepreneurs’ Clance impostor phenomenon scale (CIPS) factor scores (consisting of hope, self-efficacy, resilience and optimism) and PsyCap dimensions (PCQ-24) composite subscales. This indicated that higher levels of PsyCaP were associated with lower levels of IP experience by entrepreneurs.

Theoretically, it must be noted that, based upon these study results, both “impostor phenomenon” and entrepreneurial identity formation occurred among entrepreneurs. It was known to be associated with external environmental, situational and societal factors. The researchers established the relationship between entrepreneurs’ “impostor phenomenon” and “psychological capital (PsyCap)”.

Entrepreneurs and executives associated with business accelerators and incubators should comprehend the link between IP and PsyCap in entrepreneurs. This would enhance the well-being of entrepreneurs in their challenging context. Entrepreneurs and executives associated with business accelerators and incubators might explore the effectiveness of PsyCap-based interventions, along with IP-related considerations.

This was one of the first empirical studies investigating and establishing the relationship between entrepreneurs’ “impostor phenomenon” and “psychological capital (PsyCap)”.

Shared leadership has received significant empirical and theoretical attention in the project management literature. However, a dearth of studies reveals how shared leadership promotes project performance. Drawing on the theory of conservation of resources, this research proposes a serial mediation model that investigates the relationship between shared leadership and project performance through team failure learning and team resilience.

A field study was conducted that surveyed 79 project teams in various industries (comprising 380 project team members and 79 project managers) using a multisource, time-lagged survey design.

Our findings show that shared leadership has a positive impact on project performance. More importantly, team failure learning and team resilience play sequential mediating roles in the relationship between shared leadership and project performance.

This research offers new ways for project managers to manage project performance effectively. Project managers are encouraged to recognize the benefits of shared leadership. To do this, they should facilitate team failure learning and improve team resilience, which serves to boost project performance.

This research provides a novel perspective on how shared leadership influences project performance. To the best of our knowledge, we are among the first to explore the serial mediating effects of team failure learning and team resilience on the relationship between shared leadership and project performance.