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The importance of story‐telling in organizational life has often been overlooked in contemporary organizational and leadership literature. Throughout history, leaders ‐ political and religious ‐ have used story‐telling as a powerful motivational tool, particularly during times of uncertainty, change and upheaval or in response to crises. This article looks at the role of story‐telling as an integral part of the human experience and at its applications in modern organizational life. The article concludes by suggesting that the art of story‐telling is still, despite recent advances in communication technologies, an essential managerial skill ‐ particularly for leaders of organizations.

The purpose of this paper is to examine the impacts of key human resource (HR) practices on permanent employees' organizational commitment and intention to stay. These practices include facilitating of person‐organization fit (P‐O fit), designing effective remuneration and recognition, creating sufficiently challenging assignments, and implementing training and career development.

The study was carried out in three phases. First, 13 experts (e.g. academics, HR managers and organizational psychologists) were interviewed using the Delphi technique. Second, in‐depth interviews with 12 HR managers were conducted. Third, 457 employees from nine Australian organizations responded to a survey. Structural equation modeling was used to test the hypotheses.

Organizational commitment was positively affected by P‐O fit, remuneration, recognition, and an opportunity to undertake challenging employment assignments. Intention to stay was significantly related to P‐O fit, remuneration, recognition, training and career development. Surprisingly, training and career development was not significantly related to organizational commitment and challenging assignment was not significantly related to intention to stay.

This paper contributes to existing knowledge by testing HR practices in large public and private Australian organizations, which are impacted by demographic changes, increasing dependence on outsourcing, and industrial relations reforms. Thus, the results of this study will provide practitioners with better insights into some practices that could elevate organizational commitment and retention of employees.

The concepts of critical theory and complexity merit criticism. Growth of knowledge merits paradigmatic sacrifices. The erosion of orthodox establishments and an on‐going re‐structuring of research communities make the sciences of management susceptible to the influences of critical social scientists. A change of paradigms ceased to be a threatening emergency so vividly evoked by Kuhn. The new complex world of overlapping research networks is less hierarchic, more mobile, and not easily centralized. In boundary‐less correlations all critical research paradigms are subjected to a networking and re‐networking at all times. Postmodernist anarchism (“anything goes”) is presently giving rise to the theories of organisational learning. The latter express a methodological compromise with respect to the paradigms and a political compromise with respect to the governance structures. The underlying tensions motivate an ongoing search for a sustainable compromise between a critical thrust of research and a managerial need for governance, accountability and control.

The influence of sustainability practices, especially those related to the environment and society in driving business growth is evident from the annual sustainability reports of big corporations. Also, there has been a plethora of research relating sustainability performance to the financial performance of these companies. However, in the case of small and medium-sized enterprises, a very limited research study has been done so far considering the societal and environmental aspects of their business operations. Small and medium enterprises (SMEs), especially those in the emerging economy have grossly neglected their responsibilities and obligations towards the environment and society. SMEs are considered as growth engines for any nation. However, literature has shown that a large percentage of SMEs across the world fail within a few years of their incorporation. This paper aims to verify the relationship between sustainability performance and business growth for SMEs in the developing economy.

In the paper, the authors have tried to develop a model taking a sample of 200 SMEs from Indian leather and chemical sectors and find out how the factors like collaborative synergy and government policy initiatives impact the sustainability performance of small and medium firms and how in turn, their improved sustainability performance helps them to drive sustainable business growth. Data were mainly collected through primary survey and also from the company websites.

Empirical results of the study reveal that both policy initiatives and collaborative synergy positively influence the firm’s sustainability performance and, in turn, the company’s business growth is positively impacted by their enhanced sustainability performance. Company size was found to have a moderating effect on this relationship.

There are theoretical and conceptual papers elaborating on the importance of adoption of sustainability practices in SME business operations but no empirical study has been conducted to mathematically relate the factors of sustainability and business growth. The authors have tried to build a model relating the factors of sustainability improvement with those of the business growth of the firm and also verified the influence of control variables like company size on the proposed relationship.