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Understanding behavior toward sustainable consumption remains among the most challenging contemporary topics and requires continual investigation. The aim of this paper is to explore young Bahraini women’s level of awareness of sustainable consumption while also considering their attitudes, motivations and behavior as key elements in the study.

A qualitative approach was used to collect the data. More specifically, 46 semi-structured interviews with young Bahraini women took place and the results were produced using thematic analysis.

Results reveal that consumers’ awareness levels toward sustainable consumption have been growing but awareness remains variable among consumers. In turn, motivation toward supporting sustainability is more associated with environmental reasons than cultural or economic ones. The attitude toward sustainable consumption is generally positive among young consumers. Moreover, sustainable consumption has been found to be present through various means in the purchase decisions of young Bahraini women.

This study exclusively explores the awareness levels of young Bahraini women regarding sustainable consumption with a focus on the elements of the behavioral process, namely, “awareness, attitude, motivation, and behavior”, as central research pillars.

The purpose of this paper is to propose a conceptual framework associating globalization, workforce diversity, and deviance and suggest micro-macro HRM strategies to overcome challenges associated with the workforce diversity and workplace deviance.

A systematic review of literature of past 25 years was carried out with the key word “globalization, workforce diversity, and deviance” from several electronic databases.

Findings propose micro-macro HRM strategies to be adopted by HR practitioners in Association of Southeast Asian Nations (ASEAN) organizations to manage workforce diversity and deviance in the age of globalization.

The challenges due to workforce diversity may get worse because ASEAN is more incongruent in terms of phases of economic, social, cultural, and political advancement. Therefore, proposed model can be tested and compared in different ASEAN organizations.

There is a dearth of literature associating globalization, workforce diversity, and deviance. This paper bridges this gap by proposing a conceptual framework in the ASEAN context and suggests micro-macro HRM strategies to be adopted by HRM practitioners to overcome associated challenges with workforce diversity and deviance.