Guest editorial: Happiness management: key factors for sustainability and organizational communication in the age of Industry 4.0

Ripoll, Rafael Ravina; Romero-Rodríguez, Luis M.; Ahumada‐Tello, Eduardo

doi:10.1108/cg-05-2022-576

Cited by 24 publications

(15 citation statements)

References 31 publications

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“…In recent decades, increased interest in corporate sustainability has appeared in both academic and business practices (Benlemlih and Girerd‐Potin, 2017; Ripoll et al , 2022). Effective implementation of corporate governance (CG) requirements is a key factor in the long-term business success of firms (Buallay and Al-Ajmi, 2019).…”

Section: Introductionmentioning

confidence: 99%

Corporate governance and sustainability disclosure: evidence from Jordan

Alodat

Salleh

Hashim

2022

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Purpose This paper aims to examine the impact of corporate governance (CG) on sustainability disclosure (SD) from the perspectives of resource dependence, agency and stakeholder theories in the context of Jordan. Design/methodology/approach The analyses were based on 405 observations from non-financial firms listed on the Amman Stock Exchange, spanning the period of 2014–2018. The CG that influences SD was examined using panel data regression models. Findings The results of the current study show a positive and significant relationship between the extent of SG and the audit committee and board of directors’ effectiveness. In terms of ownership structure, both institutional and foreign ownerships yielded an insignificant relationship with the extent of SDs. Practical implications The analyses have implications for practitioners, policymakers, top management and corporate executives. Firms are encouraged to restructure their board of directors to enhance the effectiveness of the board to better monitor and support better SD. Originality/value To the best of the authors’ knowledge, this is the first study to examine the determinants of SD in Jordan firms. This paper adopted a newly developed global reporting initiative-based reporting index that identifies companies with good sustainability practices. This adds value to the existing sustainability literature.

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Section: Introductionmentioning

confidence: 99%

Corporate governance and sustainability disclosure: evidence from Jordan

Alodat

Salleh

Hashim

2022

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“…The implementation of the happiness management philosophy offers tourism companies the possibility of implementing a human resources policy that allows them to bring out the creative talent and inner innovation of their internal customers in the era of Industry 5.0 (Ravina-Ripoll et al ., 2022). To achieve this end, a sine qua no condition must be to encourage happy tourism managers who facilitate the ethical, sustainable and innovative development of all company members.…”

Section: Discussionmentioning

confidence: 99%

How can tourism managers' happiness be generated through personal and innovative tourism services?

Robina-Ramirez,

Ortiz-de-Urbina-Criado,

Ravina-Ripoll

2023

EJIM

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PurposeThere has recently been much interest in analysing the creation of personalised tourism services and studying their effect on organisations. However, there still needs to be more work in analysing their effect on happiness and the role that emotions play in these processes. This paper aims to analyse, in the context of personalised and innovative tourism services, which factors can encourage and improve managers' happiness.Design/methodology/approachA model of analysis is presented with five variables: tourism managers' happiness (TMH), innovative personalised tourism services, internal factors: emotions (IFE), organisational factors (OF) and personal factors (PF). Eight hypotheses are proposed and tested with a structural equation model.FindingsThe results allow the authors to affirm that personalised technological advances applied to tourism services not only contribute to improving the happiness of hotel managers but also in generating emotions that contribute to improving their attitude towards the company.Research limitations/implicationsThis scientific work has some limitations. Firstly, this study was carried out exclusively in Spain due to the relevance of this country in the international tourism sector, according to the World Tourism Organisation. The results achieved in this research should be contrasted with other studies in other territories. Secondly, the interviews and surveys were carried out at specific time intervals. It has not led to problems of significant bias in the variance of the standard method. Therefore, it is desirable to undertake longitudinal or cross-sectional studies for future research. Thirdly, it is interesting to develop theoretical models that include other psycho-directive or leadership style constructs to determine whether they holistically enhance the subjective well-being of hospitality managers. Moreover, other types of factors of a social or strategic nature can be considered, which can positively or negatively impact the analysed variables. Finally, future research can deepen the empirical analysis of the relationship between managerial competencies and digital innovation from the perspective of happiness management. These findings would contribute to a greater cognitive understanding of the implications of personalised and innovative tourism services on hotel establishments' happiness and economic benefits.Practical implicationsThis paper shows the fundamental role of a happy leadership style in creating responsible, green and innovative environments in today's digital society. Furthermore, the happiness of tourism managers can contribute to the generation of high quality and excellent services that are in line with the principles of sustainable development.Social implicationsPersonalised technological advances applied to tourism services not only contribute to improving the happiness of hotel managers but also to generating emotions that contribute to improving their attitude towards the company. On the other hand, it has been observed that personalised and innovative tourism services generate positive effects at organisational, internal and personal levels. The following reflections are advanced: The development of internal factors such as the emotions of awe and gratitude or the generation of trust can enhance the happiness of tourism managers. The happiness of tourism business managers can be enhanced by developing OF such as smart-personalised tourism services and data protection. The happiness of tourism managers can be enhanced by the development of PF such as travellers' desires, expectations and needs, or other factors such as disposable income, health status or family situation.Originality/valueThis is the first empirical study that focuses on investigating how personalised and innovative tourism services affect managing happiness.

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“…With other multiple aspects, this fact hinders the development of multi-theoretical and practical studies of the leadership-happiness management construct. Recent literature shows that both elements have a positive impact on the competitiveness and sustainability of companies in the medium and long term (Ravina-Ripoll et al, 2022b ). In this sense, it is interesting to undertake future research that explores whether neuroleadership is a solid predictor of corporate happiness in ecosystems that enjoy the culture of happiness management (Rando-Cueto et al, 2023 ).…”

Section: What Role Can Neuroleadership Play In Happiness Management?mentioning

confidence: 99%

Neuroleadership: a new way for happiness management

Ruiz-Rodríguez

Ortiz‐de‐Urbina‐Criado

Ripoll

2023

Humanit Soc Sci Commun

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In a post-pandemic era, managers and leaders have a role to enable the changes needed to make workplaces happier and more productive. This paper aims to analyse the role of neuroleadership in the application of happiness management. Two research questions are proposed: what do we know about neuroleadership? and what role can neuroleadership play in happiness management? A mixed methodology is applied. A bibliometric technique is used to identify the main topics studied in neuroleadership. An in-depth analysis and logical reasoning are applied to propose a neuroleadership research roadmap and to present some research pathways for neuroleadership for happiness management. A neuroleadership research roadmap is proposed, considering the approaches, practices/actions, and purposes. It is observed that the consideration of the management of emotions and cognitive processes in the work environment is attracting interest to develop a leadership focused on making better workplaces. A new line of action focused on the management of happiness is emerging. In addition, neuroleadership is presented as a new way of understanding management. Their combined application can mark a before and after in business management, and for that, a proposal of future research lines and questions is developed. This paper presents four future research pathways—perspectives, reasons, adoption and implementation, and results—for studying neuroleadership for happiness management.

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Guest editorial: Happiness management: key factors for sustainability and organizational communication in the age of Industry 4.0

Cited by 24 publications

References 31 publications

Corporate governance and sustainability disclosure: evidence from Jordan

Corporate governance and sustainability disclosure: evidence from Jordan

How can tourism managers' happiness be generated through personal and innovative tourism services?

Neuroleadership: a new way for happiness management

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