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The association between ethical leadership and employees’ ethical behaviors is well-established. But can ethical leadership go beyond this and drive employees’ corporate social responsibility (CSR) engagement? The purpose of this study is to examine the association between ethical leadership and employees’ perception of their engagement in CSR activities while exploring the mediating role of person–organization fit.

Using a quantitative research design, data were collected via self-administered questionnaires from 142 employees of multi-national companies in Malaysia. This study used partial-least squares structural equation modeling to test and validate the research model and hypotheses posited.

The results reveal that ethical leadership has a positive impact on employees’ CSR engagement, mediated through person–organization fit. Moreover, analyses were carried out to assess the predictive performance of the proposed model. Our results confirmed the predictive capability of the proposed model.

This study has provided a better understanding of employees’ CSR engagement, which is a crucial factor for effectiveness of CSR implementation in any organization. Finding evidence on the positive role of ethical leadership in driving employees’ CSR engagement extends both the leadership and CSR literature and offers new avenues for future research studies.

This study has shown that ethical leadership can stimulate employees’ CSR engagement through creating a better person–organization fit. This understanding can help managers in finding ways for more effective involvement of employees in a company’s CSR activities and creating a better working environment.

Organizations can find better ways to involve employees in CSR activities through having ethical leaders who lead by example and champion social causes. Although ethical leadership will benefit society, it will also help employees experience a better fit between their values and those of the organization.

Despite extensive research on CSR, its drivers and outcomes, there is still limited knowledge on the role of leaders in driving employees’ CSR engagement. Findings from an emerging economy (i.e. Malaysia) will offer fresh insights into the growing CSR and leadership literature.

This paper aims to explore social responsibility reporting of full-fledged Islamic banks in two developing countries, namely, Indonesia and Malaysia. Corporate social responsibility (CSR) has become an important aspect of business society. As such, companies have shown a growing interest in reporting their social and environmental initiatives.

Content analysis of the annual reports for three full-fledged local Islamic banks in Indonesia and three Islamic banks in Malaysia was carried out for the period of 2007-2011.

Results of the study revealed that CSR disclosure of Islamic banks has generally grown both in Malaysia and Indonesia. More specifically, it was found that workplace and community dimensions were the most highly disclosed areas by the Islamic banks in both countries.

The current study provides a cross-cultural perspective on social responsibility disclosure in Islamic banks across two countries. The study is limited by investigating a five-year time frame.

By discussing the findings according to the stages of growth model for CSR, the authors suggest that Islamic banks can enhance their responsiveness, and transform their role from being CSR reporters of social responsibility to responders.

While the tenets of CSR have a lot in common with Islamic moral law (Shariah), little is known about CSR disclosure of Islamic banks.

The purpose of this study is to investigate the simultaneous effect of ethical leadership (EL) and corporate social responsibility (CSR) on employees’ turnover intention and examine the mediating mechanism in these relationships.

The authors conducted a field study of 851 employees across a variety of industries. This study applied partial least squares structural equation modelling for hypothesis testing.

The results show that employees’ perceptions of CSR as well as EL are both uniquely and negatively related to turnover intention. The authors also found that employees’ job satisfaction but not commitment, mediates these relationships.

This study answers the recent call (Schminke and Sheridan, 2017) for ethics researchers to put competing explanations to the test to determine their relative importance. Research limitations have been discussed in the paper.

Through providing empirical support for the positive impact of CSR and EL on employee-related outcomes and creating a decent and empowering work environment, this study provides further support for CSR and EL. As CSR and EL require accountability, responsible management and addressing societal well-being of stakeholders, this study can contribute to the United Nations sustainable development goals.

Previous research has found that both employees’ perceptions of supervisory EL and CSR are negatively related to employees’ turnover intentions. Yet, researchers know little about their relative importance because these relationships have not been adequately examined simultaneously.

This study aims to investigate whether organizations can leverage on their sustainable business practices to attract valuable talents to gain competitive advantage over their competitors.

Using factorial design, the authors conducted an experiment to assess the attractiveness of an organization in line with the social identity theory, based on the Bursa Malaysia corporate social responsibility (CSR) framework attributes (including environmental performance, community relation, workplace and marketplace performance).

The findings of the current study supported the notion of social identity theory, as study subjects were attracted more to organizations with high corporate sustainable business (CSB) practices than organizations with low CSB practices. Specifically, findings of the current study revealed that job applicants have a higher intention to join and willingness to accept a job offer from organizations with more sustainable business practices.

This study is limited by its sample size and selection, self-reported measures and its cross-sectional nature.

Understanding the most preferred attribute of CSB practices will enable organizations to focus their valuable resources rightfully to market their CSR efforts for obtaining higher organizational attractiveness and competitive advantage.

As many organizations perceive sustainable outcomes to be costly, demonstrating the positive link between CSB practices and organizational attractiveness for talents warrants a win-win paradigm.

Talented workforce is essential for differentiating an organization from its competitors. As human resources are mostly unique and non-imitable, it has been recommended as a newly minted strategy to enable organization to achieve sustainable competitive advantages.

The study aimed to provide insights on antecedent and outcome of green HRM at the organisational level and the outcome of green HRM at the individual level. It also sought to examine the mechanism through which green HRM would lead to employees’ positive outcome.

A quantitative study design using a two-study approach was employed to collect and analyse the data. For study 1, 206 hotels from Malaysia were included in analysis at the organisational level, while in study 2 at the individual level, 508 employees from different sectors provided insights through an online questionnaire. For both studies, partial least squares (PLS–SEM) was used to assess the research model.

All the proposed hypotheses were supported. Specifically, at the organisational level, organisational environmental culture is positively related to green HRM, and green HRM management positively associates with organisation's environmental performance. At the individual level, green HRM positively influences employees' job satisfaction, and meaningfulness through work is a strong mediator in this relationship.

This study is significant as it contributes to both theory and practice by providing fresh insights on green HRM and its antecedent and outcomes at two levels (organisational and individual) and across two economies (emerging and developed). It also sheds some light on the outcome of green HRM at the employee level which is an area that is still under-researched. By focusing on meaningfulness through work as an important factor, the study contributes to better understanding of green HRM and employees’ positive outcomes.

Building upon the attribution and brand resonance theories, this paper aims to investigate the effects of perceived corporate social responsibility (CSR) in higher education institutions on brand reputation, trust, equity and loyalty.

The data for this study were collected from international students of one public and one private university in Malaysia. Partial least squares-structural equation modelling was applied to analyse the data.

The findings revealed very strong effects of perceived CSR on brand reputation and trust. Moreover, the results determined the positive effects of brand reputation and trust on brand equity and loyalty. Additionally, findings support the positive indirect effects of perceived CSR on brand equity and loyalty through brand reputation and trust.

This study provides unique theoretical and practical contributions which can inform countries how to attract international students, particularly in post COVID-19 era.

This study aims to investigate whether and how business schools in Australia and Canada advocate for education for sustainable development.

This exploratory study used a sequential mixed methods design, using a combination of qualitative content analysis and thematic analysis. During phase 1, sustainability reports developed by Australian and Canadian business schools (SIP reports), which are signatories to the Principles for Responsible Management Education (PRME), were reviewed using qualitative content analysis methods. Following that, a thematic analysis of semi-structured interviews with nine representatives from selected business schools from Australia and Canada were conducted to triangulate and interpret the findings from phase 1.

Australian and Canadian business schools incorporate sustainability into their teaching practices through mandatory courses designed around sustainability and its relationship with business and linking sustainability with other business-related courses by including relevant aspects of sustainability with course contents. Sustainability education in Australia and Canada is being addressed through a variety of degree and non-degree programs showing an increasing relevance for sustainability across business schools. However, results also show differences between the two countries, dependence on leadership, at times lack of support and infrastructure and not always clear strategies to place sustainability at the core of business education.

Despite previous attempts at examining sustainability practices across business schools, there is a dearth of research looking into a cross-country comparison of integrating sustainability in learning and teaching for business education.

This research focuses on the extent sharing economy transforms employability for women impacted by domestic and reproductive work. The authors explore the experience of mothers, of how digital peer-to-peer (P2P) platforms can affect their self-perceived employability and skills deterioration by unlocking human capital through technology acceptance.

This study adopted a pragmatism-based approach incorporating using a single-case study research design with the Gioia methodology. It utilised a semi-structured telephone survey to collect data to explore the decisions around usage of a newly developed mobile P2P app, aiming to support employability among mothers. Analysis was conducted inductively using thematic analysis and partial least squares structural equation modelling (PLS-SEM).

The study finds that mothers experience high rates of continued labour market attachment on a casual or part-time basis, difficulty in juggling family and work, and high levels of concern both about future employment/entrepreneurial opportunities and expected stress in balancing dual roles of carer and earner. While mothers are interested in using new sharing economy technologies to reduce skills deterioration and improve signalling, the authors find that there were both technology and non-technology related barriers. These included trust and security, life-stage mismatch, time poverty and limitation of service offerings.

This research was limited to mothers in one state in Australia and by the case study research design, the measurement model and the self-report nature of the data collection. Hence, the findings may lack generalisability in other contexts. It also limits the ability to make conclusions regarding causality.

This exploratory study contributes to research in the intersection between human resources (HR) and entrepreneurship by illustrating how sharing economy platforms can offer women a means to overcome the issues of signalling and skills deterioration in relation to aspects of human capital theory by developing new skills that may act as positive signals signal to potential employers or investors. Additionally, the social interactions between mothers, through technology adoption, can provide a basis for improving future self-employment or entrepreneurship and employability.

Organisational learning is fundamental in establishing a fearless organisation, creating a competitive advantage and maintaining a sustained growth. While research suggests that leaders can influence organisational learning, there is currently no empirical evidence on how inclusive leadership fosters organisational learning behaviour. Therefore, the purpose of this study is to investigate the relationship between inclusive leadership and organisational learning behaviour. It also seeks to explore the mediating role of psychological safety and climate for initiatives in the mentioned relationship.

The study used a two-wave quantitative examination with 317 respondents. Online survey was used to collect data from randomly selected full-time Australian employees in two times. The data were then analysed using partial least squares structural equation modelling to provide insights.

The study found empirical evidence on the positive association of inclusive leadership and organisational learning behaviour. Moreover, the two mediation paths of psychological safety and climate for initiative were supported for the relationship between inclusive leadership and organisational learning behaviour.

The current study contributes to theory by examining the role of inclusive leadership on organisational learning behaviour through two relatively unexplored mediating paths. It suggests how inclusive leadership can create a fearless organisation through fostering learning behaviour within the organisation which empowers organisations to sustain growth. Despite controlling for and assessing endogeneity, due to the cross-sectional design of the study, it is limited in demonstrating causal links.

The current study provides empirical evidence on the role of inclusive leadership in fostering organisational learning behaviour through two mediating paths of psychological safety and climate for initiatives. The proposed model sets the ground for future research to further develop insights on positive impacts of inclusive leadership within organisations.

This study examines the relationship between green human resource management (green HRM) and employee innovative behaviour. It also investigates the mediating role of job satisfaction to explore the mechanism through which green HRM is related to employee innovative behaviour. Additionally, it examines the moderating role of inclusive leadership to determine the boundary condition of the relationship between green HRM and employee innovative behaviour.

The study used a quantitative research approach using survey and collected 508 responses from full-time employees in Australia.

The authors have found support for all the hypothesised relationships in the study. Specifically, green HRM is positively related to employee innovative behaviour. This relationship is mediated by job satisfaction and accentuated by inclusive leadership.

Green HRM promotes a green atmosphere in which employees can contribute to a safer and healthier environment. Despite the increasing attention to green HRM in the management literature, little is known about the mechanisms and boundary conditions explaining employees' responses to green HRM.