PurposeThis study aims to contribute to the current Green human resource management (HRM) field by providing an empirical examination of a comprehensive model that tests the effect of green strategic intent on Green HRM implementation, the possible effect of Green HRM and green empowerment on circular economy, and the effect of circular economy on sustainable performance. It examines the mediating effect of circular economy on the link between Green HRM and sustainable performance.Design/methodology/approachThe study is empirical in nature. It focuses on the service sector in Qatar. Managers that work in the service sector represent the study participants. 149 questionnaires were collected and 131 completed questionnaires were used in the analysis. An advanced Partial Least Squares Structural Equation Modeling (SEM-PLS) analysis was conducted to reveal the study results.FindingsThe study findings confirmed the positive effect of green strategic intent on Green HRM, the positive link between Green HRM and green empowerment on circular economy, and the positive relationship between circular economy and sustainable performance. It also confirms the indirect effect of circular economy on the link between green HRM and sustainable performance.Research limitations/implicationsBecause of the chosen research approach and the focus on the service sector in Qatar only, research results may lack generalizability.Practical implicationsThis study provides important implications for practice on how to improve Green HRM practices; particularly for its unique context, the Qatari service sector.Originality/valueThis study is considered original since it is one of the few to examine a conceptual framework that links Green HRM, circular economy and sustainable performance.

Purpose To cope with the existing pandemic situation and to be organizationally responsive, firms need to be strategically flexible, where they need to develop dynamic capabilities (DCs) by continuously reconfiguring their resource base. To address such challenges, firms heavily rely on information and communication technologies (ICT) because of advancement in disruptive technologies. This study aims to explore techniques used by higher education institutional (HEI) leaders to successfully address challenges posed by global disruption, i.e. COVID-19 with the help of advanced ICT software such as Zoom, Google Meet and Microsoft Teams. Design/methodology/approach A qualitative approach was adopted to explore strategic factors such as strategic flexibility (SF) and DC that disclose shortcomings in the current extant literature. A total of 15 interviews were conducted with heads of departments of HEIs in the United Arab Emirates. Data were analyzed using NVivo software. Findings The findings suggested three dimensions of SF (resources, operational and collaborative) and four dimensions of DC (strategic planning, innovative, adaptability and technological) for firms to adopt to be strategically flexible, where DC serves as building blocks of SF. Originality/value This research provides a framework as an avenue for future researchers and practitioners on how to strategically manage their resources and be strategically flexible in turbulent environment such as pandemics. Theory-based investigations on strategic capabilities and DC from resource-based perspective are still under-researched, emphasizing the need for theoretically based research on strategic responsiveness, especially during the times of environmental complexities such as COVID-19 pandemics. This research enriches strategic management research by exploring the important antecedents of organizational responsiveness, including SF and DC together with the support of human factor, i.e. leadership qualities of HEIs managers. This study, to the best of the authors’ knowledge, is among the first to systematically explore main dimensions of DC and SF based on the resource-based theory of strategic management in the Middle Eastern context.

Purpose This paper aims to examine internal market orientation (IMO), potential building capabilities and value realizing capabilities, i.e. dynamic capabilities (DC) as an antecedent of resource recombination in higher education institutions of the United Arab Emirates. Design/methodology/approach Data was collected from 349 faculty members and analyzed using the covariance-based structural equation modeling technique. Findings Results did not support a direct relationship between IMO and resource recombination. However, results did provide support for IMO’s significant impact on potential building and value realizing capabilities. The impact of potential building capabilities on resource recombination was partially supported, whereas the impact of value realizing capabilities on resource recombination was fully supported. Practical implications This study provides guidelines for the higher education managers, especially for the strategic management of its resources. The study also provides a basis for improving internal market policies to remain abreast of DC to succeed in the market. Most significantly, the findings of the study offer guidance toward effective resource planning and innovative management practices. Originality/value This study identifies the essential resources and capabilities framework that guides firms to modify their capabilities in the face of changing environment.

We aim to highlight the challenges for nonprofits marketing considering the economic slowdown and service failure due the COVID-19 pandemic. This conceptual study addresses how the lack of understanding of digital technologies among nonprofit organizations (NPOs) has further aggravated the situation, raising concerns about their survival. At the same time, the crisis always provides an opportunity to innovate, and the same is debated in this article. The NPOs that have shown reluctance towards digital technologies upgraded themselves to utilize such technologies for their survival. Further, they have the opportunity to rework their organizational model to attract funds for restoring their operations in the post-pandemic era. But the NPOs have a complex environment as they have two different sets of market segments to cater to—donors and clients. The significance of the article is that it provides marketing strategies for NPOs to advertise their past work to attract donors or funders, thereby ensuring financial viability along with social commitments towards society.

This research article examines the relationship between women’s empowerment and corporate ESG disclosure variables by analyzing 10,121 publicly traded companies listed worldwide with historical ESG data available in Bloomberg from 2016 to 2020. The paper seeks to answer whether corporate gender diversity directly affects companies’ ESG disclosure by using proprietary Bloomberg ESG disclosure scores and independent variables such as the female board and executive representation. Control variables, like the company’s return on equity, total debt ratio, and the natural logarithm of total assets as a proxy measurement of the firm’s size, are also included. Results provide evidence that policies that foster corporate gender diversity directly benefit from enhanced ESG-related disclosure, thus helping to trigger national dialogues about suitable corporate gender diversity strategies influencing firms’ ESG disclosure. This paper makes a unique contribution to the literature by being the first to analyze the effects of women’s empowerment on ESG disclosure using a globally representative sample. The evidence of the benefits of women’s empowerment associated with corporate ESG disclosure suggests that organizations with a more gender-diverse corporate board and executive team are more likely to have higher levels of ESG disclosure, as gender diversity increases the likelihood of organizational transparency and accountability, and can lead to improved corporate value. Governments should use this evidence to implement policies promoting women’s empowerment in the corporate world, ultimately leading to improved corporate ESG disclosure.