PurposeThe term “social innovation” refers to interorganizational activity ostensibly designed to address environmental issues. Green intellectual capital (IC) has been considered to be a vitally important mechanism for companies to move towards green production. By adopting the Intellectual capital-based view (ICV) as the underpinning theory, this study aims to investigate the green intellectual capital and social innovation tie-up.Design/methodology/approachA quantitative research approach was adopted in this study. The mail survey was used to collect data from managers of 509 manufacturing units operating in J&K, India. The study model was tested using structural equation modeling (SEM).FindingsBased on the SEM results, the key factors that significantly influence social innovation were green human capital and green structural capital. The results also posited that green relational capital was not significantly related to social innovation.Originality/valueAs revealed by the existing literature, no similar work has been done yet. Therefore, this study's originality lies in its exploration of green intellectual capital (IC) and social innovation interplay in an environmentally sensitive sector, manufacturing. Besides, this study offers insights to academics and practitioners in the manufacturing sector, especially in emerging economies.

Purpose This paper aims to examine the relationship between perceived organizational support (POS) and work-life balance (WLB) in the context of the Indian banking sector and their subsequent impact on the commitment level of employees. Design/methodology/approach Data were collected from 617 banking employees holding different positions with a structured adapted questionnaire. The data analysis was done using structural equation modeling. Findings The results revealed a positive influence of POS on WLB. Moreover, this relationship has been found to be partially mediated by organizational commitment (OC). Originality/value This study augments the organizational behavior domain by identifying and empirically validating POS as an antecedent of WLB and OC as its consequence in the context of the Indian banking sector, where such studies are scant. The study also suggests the managerial and theoretical implications based on the findings.

This study examines the competitive work environment-human capital interplay, and the role of person-organization fit in this relationship. The questionnaires were distributed among employees of the ten employers of the choice brands. The analysis of the proposed model is done based on responses collected from 735 respondents. The data analysis was done by employing structural equation modeling and the Hayes process method. The results exhibited that human capital and person-organization fit positively impact the competitive work environment. The results also demonstrated that person-organization fit plays a significant moderating role in strengthening the relationship between human capital and a competitive work environment. This study proposed new dimensions and a re-arrangement of indicators of the competitive work environment. The study's uniqueness lies in combining human capital and person-organization fit for predicting the competitive work environment. Implications of the study are discussed, and some avenues for future research are presented.

PurposeThis research study examines the impact of leader humility (LH) on team effectiveness (TE) via the mediating mechanism of leader-member exchange (LMX). It also proposes employee satisfaction (ES) as a moderating variable in the relationship between LH and TE.Design/methodology/approachThis study examines relationships among the study variables in the Indian context, using a sample of 589 employees serving the banking sector in Jammu and Kashmir, India. The data analysis was carried out via confirmatory factor analysis and structural equation modeling.FindingsThe results showed a significant positive influence of LH on TE. The results also posit a partial mediating effect of LMX on LH and TE interplay, and ES acts as a moderator between LH and TE. Thus, the results supported the hypothesized moderated mediation model and suggested implications for theory and practice. Further, the potential limitations and future directions are placed at the end.Research limitations/implicationsOrganizational implications include that organizations should develop attractive organizational mechanisms to ensure better LMX and ES for enhancing employee effectiveness. Besides, organizations should attract and retain effective and humble leaders; and leaders should use humble attitude and behavior in dealing with employees, eventually ensuring higher TE.Originality/valueThis study tested LMX and job satisfaction as intervening variables in the relationship between LH and TE in the Indian context; the framework under context has received scarce research attention. The results suggest that organizations that focus on producing humble leaders succeed in enhancing and maintaining higher organizational effectiveness.