Corporate social responsibility (CSR) is gaining significance in the business world. However, scholars have not sufficiently examined the factors that influence the small, everyday sustainability behaviors that individual employees might choose to perform. It is evident that organizations are continuously contributing toward environmental dilapidation. This may be reduced by focusing employees' involvement in pro‐environmental behaviors. Therefore, this study examined the effect of perceived CSR on employee's pro‐environmental behaviors. In addition, responding to the call for more empirical research regarding the underlying mechanisms that transmit the effect of perceived CSR on microlevel outcomes, this study tested the mediating effects of moral reflectiveness, coworker pro‐environmental advocacy, and environmental commitment on CSR‐pro‐environmental behavior link. The hypothesized relationships of the research model were tested using the structural equation modeling technique. Data were collected from 560 employees through a survey. Results showed that perceived CSR directly impacted moral reflectiveness, coworker pro‐environmental advocacy, and environmental commitment. Moral reflectiveness and coworker pro‐environmental advocacy significantly and positively influenced environmental commitment. Moral reflectiveness, coworker pro‐environmental advocacy, and environmental commitment partially mediated the relationship between perceived CSR and employee pro‐environmental behavior. This study aims to fill the gap of the underlying mechanism that how perceived CSR affects employee pro‐environmental behavior.

Purpose The purpose of this paper is to investigate the effect of transformational leadership on employee’s innovative work behavior, and the mediating role of motivation to learn, and the moderating role of task complexity and innovation climate on the link between transformational leadership and innovative work behavior. Design/methodology/approach A questionnaire, designed as a self-reported survey, was distributed to full-time employees and their respective supervisors working in 35 firms (services and manufacturing sectors) in Pakistan. Data were collected from 338 employee–supervisor dyads. The hypotheses were tested using structural equation modeling. Findings Results showed that transformational leadership had a positive impact on employees’ innovative work behavior and motivation to learn mediated transformational leadership–innovative work behavior link. The study further showed that task complexity and innovation climate moderated the relationship between transformational leadership and employees’ innovative work behavior. Research limitations/implications Based on the premises of interactionist perspectives on individual innovation, this study integrated multi-level variables to investigate leaders’ influences on followers’ innovative work behavior. This study contributed to the existing literature by providing empirical evidence on influence of transformational leadership on employees’ innovative work behavior as well as the impact of both individual and organizational level variables. Practical implications The close connection among transformational leadership, motivation to learn and innovative work behavior suggests that transformational leadership traits among managers are important to enhance employees’ innovative work behavior. Organizations should pay attention to creating a climate that is supportive of innovation and encourage individuals to learn new knowledge and skills, and provide employees with opportunities to use their acquired knowledge and skills. Originality/value This paper contributed to leadership and innovation literatures and provided insights into how the practitioners could use an appropriate leadership style to enhance innovative work behavior among employees. The study adopted a distinct model comprising five variables to investigate innovative work behavior from a multi-level perspective, i.e., motivation to learn and innovative work behavior at the individual level, task complexity at the unit level and innovation climate and leadership at the organizational level. This integrated model of using predictors from multiple levels supported the theoretical assumptions that innovative work behavior resulted from the interaction of individual, group and organizational level factors.

Purpose The purpose of this paper is to investigate the effects of internal and external sources of knowledge on frugal innovation (FI), and to what extent this relationship is strengthened/weakened, authors also analyzed the moderating role of market and technological turbulence. Design/methodology/approach This is an empirical research. Data were collected from 382 SMEs through questionnaire survey, applied SmartPLS technique to analyse the data. Findings Findings revealed the significant effects of internal and external sources of knowledge on FI. To what extent this relationship is strengthened/weakened, the moderating role of market and technological turbulence was analysed. Data revealed that the moderation of technological turbulence strengthens the effects internal and external sources of knowledge had on FI. Market turbulence strengthened the effects of external sources of knowledge but surprisingly weakens the effects of internal sources of knowledge on FI. Practical implications Findings provide valuable and timely insights for the modern managers as well. Managers who operate in SMEs will have to understand that how knowledge from internal and external sources can be gathered and utilized for producing frugal products. They also will have to weigh which source of knowledge is more important when there is market and technological turbulence. Originality/value Sustainable and social issues emerge mainly due to scarcity of available resources. Firms seek to solve such pressing issues through improvisation in resources. However, frugal products assist firms to significantly contribute in society and sustainability. Although prior research has discussed the importance of knowledge for innovation, yet the effects of sources of knowledge and role of contingencies mostly remain unexplained puzzle. This study contributes to knowledge-innovation literature by examining the missing link between different sources of knowledge and FI and how the moderation of technology and market turbulence strengthen/weaken this relationship. Authors believe that it also helps to comprehend FI’s enabling factors through which firms can capitalize upon, and solve the pressing sustainable and social issues.

Purpose The purpose of this paper is to examine the effect of transformational leadership on an employee’s innovative work behavior through job crafting. In addition, the study explores the moderating effect of knowledge sharing behavior in the relationship between transformational leadership and innovative work behavior. Design/methodology/approach A quantitative and cross-sectional approach was used to collect data. Data were collected from 325 subordinates and 126 supervisors working in the hotel industry. Subordinates were asked to rate transformational leadership style of their respective supervisors and their own job crafting and knowledge sharing behaviors. Supervisors were asked to rate innovative work behavior of their respective subordinates. Findings The results showed that job crafting behaviors (increasing structural job resources, increasing social resources and increasing job challenges) mediated the effect of transformational leadership on an employee’s innovative work behavior. Moreover, knowledge sharing moderated the relationship between transformational leadership and innovative work behavior. Practical implications Organizations may reap the benefits of an innovative workforce by selecting, nurturing and developing transformational leaders who facilitate employees to proactively craft a challenging and resourceful work environment. Originality/value This is the first study to test the mediating effect of job crafting behaviors on the relationship between transformational leadership and innovative work behavior.

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