Agile HR-Based Employee Management Practices for Improving Hospital Service Delivery
Agile HR Practice; Healthcare Services; Hospitals; HR Management; Service Delivery
The effective management of the human resources of a hospital is essential for the delivery of high-quality healthcare services, a task that has become incredibly challenging in the wake of the COVID-19 pandemic in India. The efficient management of employees is a top priority in healthcare organisations, which is why human resources (HR) plays a pivotal role in their functioning. It includes strategies for improving employee engagement, productivity, motivation, adaptability to change, welfare, and overall health in addition to traditional HR concerns. As part of this process, conducive working conditions must be created, talent management practices must be implemented, and flexibility must be provided to meet the evolving needs of healthcare professionals. The adoption of Agile HR practices is gaining momentum among hospitals in response to the dynamic challenges they face. In the Agile approach, the development cycle of 'Plan, Do, Check, and Act (PDCA)' enables real-time responsiveness. Through a qualitative research design with in-depth interviews conducted through purposive sampling, this study explores the implementation of Agile HR practices in hospitals located in Kerala and Karnataka. The research presents a novel human resources operating model, termed the 'Agile HR Model,' which advocates the integration of Agile principles into the management of healthcare employees. A key objective of this model is to enhance hospital service delivery by embracing agility and adaptability. The study provides HR managers and healthcare professionals with insights into enhancing the delivery of healthcare services. 2024, Iquz Galaxy Publisher. All rights reserved.
International Research Journal of Multidisciplinary Scope, Vol-5, No. 2, pp. 636-651.
https://doi.org/10.47857/irjms.2024.v05i02.0593 https://www.scopus.com/inward/record.uri?eid=2-s2.0-85193407385&doi=10.47857%2firjms.2024.v05i02.0593&partnerID=40&md5=956f87a5ead9778a59467e7f89abdc9f
Wilson C.D., School of Business and Management, Christ (Deemed to be) University, Hosur Road, Karnataka, Bengaluru, 560029, India; Balasundaram S., School of Business and Management, Christ (Deemed to be) University, Hosur Road, Karnataka, Bengaluru, 560029, India
Agile HR "lite": Adapting agile principles to HR
This chapter explores how agile practices, called agile "Lite, " are evolving within human resources (HR) departments and how they may affect organizational agility. In addition to highlighting the benefits of agile HR principles, the study offers organizations self-assessment questions to gauge their readiness for implementing agile HR practices. The insights provided are designed to help leaders foster dialogue, address concerns, and facilitate a smooth transition to agile HR practices. The chapter examines gaps in the understanding of agile implementation in HR, raises critical questions, and provides organizations with a self-assessment tool to assist in the process. It emphasizes the importance of agile principles for transforming human resources and provides valuable insight for organizations grappling with agile approaches. Overall, it contributes to a better understanding of agile principles and offers a readiness assessment for implementing them in HR. 2024, IGI Global.
Organizational Behavior and Human Resource Management for Complex Work Environments, pp. 17-41.
Wilson C.D., Christ University, India; Balasundaram S., Christ University, India
A Conceptual Framework for Agile as HR Operational Strategy
Agile HR; agile HR methodologies; operational strategy; strategic human resource management (SHRM)
Purpose: This paper examined Agile human resource (HR) as an operational strategy, emphasizing the relationships between operational, HR, and organizational strategies. It develops a collaborative culture, establishes learning organizations, supports agile team design, and improves agile strategic behavior. Agile HR has been underutilized in academic literature despite its potential, highlighting the disconnect between practitioner objectives and HR research. Methodology: A conceptual framework for Agile HR was developed using qualitative secondary research methods. Secondary sources included books, journal articles, research papers, reports, and whitepapers. A thematic analysis was used to code the data and identify themes relevant to Agile HR, and concept mapping was used to illustrate the relationships between the key concepts. Findings: A conceptual framework for Agile HR strategies was developed to foster an agile organizational culture and equip employees with agile strategic behaviors. Organizations will be able to establish and preserve a durable competitive edge in quickly changing marketplaces by using these tactics. Practical Implications: This paper provided insights into implementing agile HR operational strategies. Continuous iteration was used to enhance processes, boost employee experiences, and improve organizational agility to implement these strategies. Originality: While existing literature explored the relationship between organizational agility and dynamic capabilities, it largely overlooked the concept of agile behavior. This research addressed this gap by proposing a framework for flexible adjustments to human and organizational capabilities. It was a targeted approach for agile management aligned with organizational, HR, and agile strategies, emphasizing scalability. 2024, Associated Management Consultants Pvt. Ltd.. All rights reserved.
Prabandhan: Indian Journal of Management, Vol-17, No. 8, pp. 23-39.
Associated Management Consultants Pvt. Ltd.
https://doi.org/10.17010/pijom/2024/v17i8/173774 https://www.scopus.com/inward/record.uri?eid=2-s2.0-85202562238&doi=10.17010%2fpijom%2f2024%2fv17i8%2f173774&partnerID=40&md5=1431a5c4bb0b3cc69fc72a13019b6f79
Wilson C.D., School of Business and Management, Christ (Deemed to be University), Hosur Road, Karnataka, Bengaluru, 560 029, India; Balasundaram S., School of Business and Management, Christ (Deemed to be University), Hosur Road, Karnataka, Bengaluru, 560 029, India; Mathew J., School of Business and Management, Christ (Deemed to be University), Hosur Road, Karnataka, Bengaluru, 560 029, India
FIN2SUM: Advancing AI-Driven Financial Text Summarization with LLMs
10-K Reports Summarization; AI in Financial Analysis; AI-Driven Decision Making; BERT and ROUGE Metrics; FIN2SUM Framework; Financial Data Processing; Financial Reporting Automation; Financial Text Summarization; Large Language Models (LLMs); LLAMA-2 and Financial Data; Semantic Similarity Analysis
In the modern financial sector, the rapid digitalization of financial reports necessitates efficient and reliable text summarization tools. This research introduces FIN2SUM, a novel framework designed for summarizing the managerial analysis and discussion sections of 10-K reports from top NASDAQ-listed companies. The study aims to evaluate Large Language Models (LLMs) in financial text summarization, highlighting LLAMA-2's adeptness in processing complex financial information, thus making FIN2SUM a vital tool for analysts and decision-makers. The methodology includes a thorough evaluation of three state-of-the-art LLMs - LLAMA-2, FLAN, and Claude 2 - using BERT and ROUGE scores. The research concludes that FIN2SUM, enhanced by LLAMA-2, significantly advances AI-driven financial text summarization. 2024 IEEE.
Wilson E.; Saxena A.; Mahajan J.; Panikulangara L.; Kulkarni S.; Jain P.
TQCEBT 2024 - 2nd IEEE International Conference on Trends in Quantum Computing and Emerging Business Technologies 2024
Institute of Electrical and Electronics Engineers Inc.
Wilson E., Christ University, Bengaluru, India; Saxena A., Christ University, Bengaluru, India; Mahajan J., Christ University, Bengaluru, India; Panikulangara L., Synechron, India; Kulkarni S., Ibm, India; Jain P., Christ University, Bengaluru, India
TOWARDS A SUSTAINABLE FUTURE: Need for Posthuman Ethics in the Anthropocene Era
Philosophical Post-humanism; Post- Anthropocentrism; Post-Dualism; Post-human Ethics; Post-humanism
Ethics, which constitutes principles that guide human conduct, deserves particular attention in this era of the Anthropocene, when human actions greatly influence ecology. Renaissance humans have hegemonised humanistic ethics of living and interacting with the world since the Enlightenment. While exalting human exceptionalism, humanism has relegated all other forms of existence to a subservient taxonomy, categorising them as raw material for human empowerment. The self-exalted autonomous subject, homo sapiens, faces the threat of extinction in the wake of unprecedented and violent ecological reactions. The exponential growth of the agency of intelligent machines also calls to question the autonomous human agency propagated by humanism. A paradigm shift is the moments need; this paper suggests posthuman ethics as an alternative. The new worldview, post-humanism, places the homo sapiens in relation to the rest of the universe. Philosophical post-humanism, proposed by Francesca Ferrando, foregrounds posthuman ethics that are post-humanistic, post-anthropocentric, and post-dualistic. They form a roadmap towards a sustainable future. 2023 Journal of Dharma: Dharmaram Journal of Religions and Philosophies.
Journal of Dharma, Vol-48, No. 2, pp. 211-230.
Wilson K.D., Department of English and Cultural Studies, School of Arts and Humanities, Christ (Deemed to be University), Bangalore, India; Edwin Jeevaraj A., Department of English and Cultural Studies, School of Arts and Humanities, Christ (Deemed to be University), Bangalore, India
PHILOSOPHICAL POSTHUMANISM: A RENEWED WORLDVIEW AND A METHODOLOGICAL FRAMEWORK FOR CRITICAL ANALYSIS
philosophical posthumanism; post-anthropocentrism; post-dualism; post-humanism; posthuman analysis
Exponential technological advances capture the zeitgeist of contemporary society. Machines are increasingly gaining agency, which helps in the deconstruction of the humanist notion of humans. Society takes a posthuman turn with large-scale humanmachine imbrication and nonhuman agency. The posthuman turn is also reflected in the academic world, which is seriously contemplating the integration of posthumanities. The philosophical posthumanism of Francisca Ferrando is a posthuman theory with three constituent elements: post-humanism, post-anthropocentrism, and post-dualism. Post-humanism revisits the definition of human that has given rise to marginalization within the human species. Post-anthropocentrism critiques the human superiority and exceptionalism that have led to the marginalization of other species. Post-dualism revisits the dualistic mindset that allows hierarchical sociopolitical constructions. Ferrando presents a vision of a posthuman utopian society that recognizes pluralistic voices within the human species on egalitarian terms, accepts and values the agency of nonhuman actors, and sheds the dualistic view of life that keeps humans and nonhumans on either side of the binary system. Philosophical posthumanism can be suitable as a methodological framework to analyze the posthuman discourses in literary works, specifically in science fiction. 2024 The Pennsylvania State University, University Park, PA.
Journal of Posthuman Studies, Vol-7, No. 2, pp. 170-190.
https://doi.org/10.5325/jpoststud.7.2.0170 https://www.scopus.com/inward/record.uri?eid=2-s2.0-85196616841&doi=10.5325%2fjpoststud.7.2.0170&partnerID=40&md5=9102d6a1310934f50e34a072b061cfce
Wilson K.D., Department of English and Cultural Studies in Christ Deemed to be University, Bangalore, India; Jeevaraj A.E., Department of English and Cultural Studies, School of Arts and Humanities, Christ Deemed to be University, Bangaluru, India, Anna University, Chennai, India
Air Quality Monitor; Cloud Server; Pollution; Prototype; Sensors; Toxic Gases
The world has travelled a long way through the industrial revolution. One of the consequences that the industries and its different forms gave to humanity is pollution. The environment that we live is being polluted in different ways. Different parts of the world are already experiencing air pollution as a matter of concern. The increasing amount of industries and the emission of gas by the vehicles cause much damage to the air. We are in a situation where we need to monitor the amount of pollution in our areas of living and working. In order to monitor pollution, the paper proposes an efficient and low-cost method with the help of the internet of things (IoT). The system is designed to monitor the levels of CO, CO2, smoke, alcohol, NH3, temperature and humidity. The various alarms and notification are arranged in such a way that the information is given when there is any sign of threat. The remote monitoring is made possible with dedicated website and mobile app. BEIESP.
International Journal of Recent Technology and Engineering, Vol-7, No. 6 1131, pp. 1136-.
Blue Eyes Intelligence Engineering and Sciences Publication
Wilson S., Computer Science, Christ (Deemed to be University), Bangalore, India; Manuel T., Computer Science, Christ (Deemed to be University), Bangalore, India; Peter Augustin D., Computer Science, Christ (Deemed to be University), Bangalore, India
Twitter data analysis using hadoop ecosystems and apache zeppelin
Flume; Hadoop; HDFS; JSON; Pig; Tweets; Twitter; Zeppelin
The day-to-day life of the people doesn't depend only on what they think, but it is affected and influenced by what others think. The advertisements and campaigns of the favourite celebrities and mesmerizing personalities influence the way people think and see the world. People get the news and information at lightning speed than ever before. The growth of textual data on the internet is very fast. People express themselves in various ways on the web every minute. They make use of various platforms to share their views and opinions. A huge amount of data is being generated at every moment on this process. Being one of the most important and well-known social media of the present time, millions of tweets are posted on Twitter every day. These tweets are a source of very important information and it can be made use for business, small industries, creating government policies, and various studies can be performed by using it. This paper focuses on the location from where the tweets are posted and the language in which the tweets are written. These details can be effectively analysed by using Hadoop. Hadoop is a tool that is used to analyze distributed big data, streaming data, timestamp data and text data. With the help of Apache Flume, the tweets can be collected from Twitter and then sink in the HDFS (Hadoop Distributed File System). These raw data then analyzed using Apache Pig and the information available can be made use for social and commercial purposes. The result will be visualized using Apache Zeppelin. Copyright 2019 Institute of Advanced Engineering and Science. All rights reserved.
Indonesian Journal of Electrical Engineering and Computer Science, Vol-16, No. 3, pp. 1490-1498.
Institute of Advanced Engineering and Science
All Open Access; Hybrid Gold Open Access
https://doi.org/10.11591/ijeecs.v16.i3.pp1490-1498 https://www.scopus.com/inward/record.uri?eid=2-s2.0-85073540709&doi=10.11591%2fijeecs.v16.i3.pp1490-1498&partnerID=40&md5=7765421d531075edd9cb53b3187f5d74
Wilson S., Department of Computer Science, Christ (Deemed to be University, India; Sivakumar R., Department of Computer Science, Christ (Deemed to be University, India
Interactions between emotional and spiritual intelligence and their effects on employee performance
The association among worker behavior, spiritual intelligence, emotional intelligence, and system effectiveness is explained by this study. Understanding how others communicate and being aware of how one's own emotions affect others around you are all characteristics of emotional intelligence. Spiritual intelligence, which is a higher level of intelligence, reveals one's actual attributes and abilities. As company's most asset, the effectiveness of employee behavior has a significant impact on the company's ability to survive and thrive. In contrast to other facets of human conduct, employee conduct is distinguished by more formal behavior. This study aims to determine whether those with emotional and spiritual intelligence perform well at work. This research also aims to comprehend the behavior of emotionally intelligent and spiritually inclined people at work. Attempts are made in this study to ascertain whether higher levels of spiritual and emotional intelligence might boost the efficacy of these abilities. In this study, productivity at work is the dependent variable, whereas emotional intelligence and spiritual intelligence are independent variables. The parameters that can assess the variables were established using a literature review and a few common surveys. An organized survey that considers the variables is developed to gather information from the working class. To determine the link between the variables chosen for this study, the gathered data was analyzed using statistical approaches such as partial correlation and correlation. 2024 Author(s).
Winster D.; Ramakrishnan S.; Veluthakkal J.; Manoharan G.; Purushottamashtikar S.; Selvaraj F.
AIP Conference Proceedings, Vol-2971, No. 1
https://doi.org/10.1063/5.0195736 https://www.scopus.com/inward/record.uri?eid=2-s2.0-85196198514&doi=10.1063%2f5.0195736&partnerID=40&md5=c27cf46b616210f97e0bac6c92df3f33
Winster D., Christ University, Bemgaluru, Kengeri, India; Ramakrishnan S., Amrita Vishwa Vidhyapeetham, Kerala, Amritapuri, India; Veluthakkal J., Vignana Jyothi Institute of Management, Hyderabad, India; Manoharan G., SR University, Telangana, Warangal, India; Purushottamashtikar S., SR University, Telangana, Warangal, India; Selvaraj F., Vignana Jyothi Institute of Management, Hyderabad, India
Behavioral Time Management Analysis: Clustering Productivity Patterns using K-Means
Behavioral Analysis; Digital Tools; K-Means Clustering; Machine Learning; Productivity Patterns; Time Management
This paper focuses on investigating the efficiency profile through the three-time management behaviors using the K-Means clustering method. In the case of the study, the data gathered from digital time management tools for 100 participants for one month was preprocessed to distil features surrounding productivity, including daily working hours, focus time, break duration and frequency, and task completion ratios. The four groups that were agreed upon through K-Means clustering differed in terms of time management behaviours and productivity. Insert table 6 IT cluster 1 worked long hours with high productivity owing to the fact that they are IT professionals but had a tendency of multitasking. Employment Cluster 2 (marketing and sales professionals) achieved both personal and work-related self-care but identified the need for more concentrated time per task. As for the differences in the breaks, it can be noted that cluster 3 (management and administration personnel) had significantly higher task completion times and focus times, but their break intervals needed to be optimized. Hypothesis 2 stated that there will be many hours of leisure for Cluster 4 (students and interns) imply that their work hours should be adjusted to several small tasks a day, and their rates of task completion should be increased. From the study, it is possible to stress that time management should be considered as an individual activity that requires specific approaches to the given subject area and to the learner in particular. Specifically, demographic profiling identified the roles that age and occupational status may play in averting or exacerbating productivity deficiencies: insights that could be actionable in specific scenarios. The implications of this research offer practical insights into individual and organizational time management, as the usability aspects of machine learning techniques were considered and their applicability established, which further extends the scope of time management by revealing patterns and improving time management plans and practices. 2024 IEEE.
Winster Praveenraj D.D.; Habelalmateen M.I.; Shrivastava A.; Kaur A.; Valarmathy A.S.; Patnaik C.P.
2024 IEEE International Conference on Communication, Computing and Signal Processing, IICCCS 2024
https://doi.org/10.1109/IICCCS61609.2024.10763887 https://www.scopus.com/inward/record.uri?eid=2-s2.0-85214355456&doi=10.1109%2fIICCCS61609.2024.10763887&partnerID=40&md5=15af96345e7f4fcd27fac464dd7a682a
Winster Praveenraj D.D., Christ University, School of Business and Management, Bangalore, India; Habelalmateen M.I., The Islamic University, College Of Technical Engineering, Department Of Computers Techniques Engineering, Najaf, Iraq, The Islamic University Of Al Diwaniyah, College Of Technical Engineering, Department Of Computers Techniques Engineering, Al Diwaniyah, Iraq; Shrivastava A., Ies University, Ies Institute of Technology and Management, Department of Computer Science & Engineering, M.P., Bhopal, India; Kaur A., Chandigarh Group of Colleges, Chandigarh Engineering College, Department of Computer Application, Punjab, Jhanjeri, Mohali, 140307, India; Valarmathy A.S., Prince Shri Venkateshwara Padmavathy Engineering College, Chennai, India; Patnaik C.P., Aditya Institute of Technology and Management, Department of Mba, Andhra Pradesh, Tekkali, India
Optimal allocation algorithm of marketing resources based on improved random forest
allocation algorithm; Improved random forest; marketing; resource optimization
Random Forest algorithm is an ensemble learning algorithm that classifies data by combining multiple decision trees. It has a wide range of applications and is not easy to overfit. It has a wide range of applications in medicine, bioinformatics, management and other fields. By studying the Cobb-Douglas sales function, it is found that it can only analyze the static allocation of marketing resources, but cannot describe the dynamic changes. Enterprise marketing resource management runs through the enterprise management from beginning to end. The research on marketing resource management is helpful for enterprises to grasp and control the whole process of marketing resource management from the overall and overall level, and has important theoretical value and reality for enterprise marketing management activities. significance. In the vast majority of enterprises in our country, the size of advertising promotion expenses and the number of salesmen is often determined based on the experience and subjective assumptions of decision makers, so it is difficult to say that they are optimized. This paper starts with determining the optimal advertising budget and the number of salespeople, and conducts applied research on the optimal allocation of marketing resources. 2023 IEEE.
Winster Praveenraj D.D.; Hussein L.; Tomar R.S.; Margarat G.S.; Vimala M.; Krishnaraj V.
2023 2nd International Conference on Smart Technologies for Smart Nation, SmartTechCon 2023, pp. 809-813.
https://doi.org/10.1109/SmartTechCon57526.2023.10391496 https://www.scopus.com/inward/record.uri?eid=2-s2.0-85184795494&doi=10.1109%2fSmartTechCon57526.2023.10391496&partnerID=40&md5=700778fe838e647cd6c374a5aadf4642
Winster Praveenraj D.D., School of Business and Management, Christ (Deemed to be University), Bangalore, India; Hussein L., College of Technical Engineering, The Islamic University, Najaf, Iraq; Tomar R.S., Department of Computer Science & Engineering, IES College Of Technology, MP, Bhopal, 462044, India; Margarat G.S., New Prince Shri Bhavani College Of Engineering And Technology, India; Vimala M., Department of Electronics and Communication Engineering, P.S.R Engineering College, Tamilnadu, India; Krishnaraj V., Department of Mathematics, Sona College of Technology, Tamilnadu, Salem, India
Machine Learning Integration for Enhanced Solar Power Generation Forecasting
This paper reviews the advancements in machine learning techniques for enhanced solar power generation forecasting. Solar energy, a potent alternative to traditional energy sources, is inherently intermittent due to its weather-dependent nature. Accurate forecasting of photovoltaic power generation (PVPG) is paramount for the stability and reliability of power systems. The review delves into a deep learning framework that leverages the long short-term memory (LSTM) network for precise PVPG forecasting. A novel approach, the physics-constrained LSTM (PCLSTM), is introduced, addressing the limitations of conventional machine learning algorithms that rely heavily on vast data. The PC-LSTM model showcases superior forecasting capabilities, especially with sparse data, outperforming standard LSTM and other traditional methods. Furthermore, the paper examines a comprehensive study from Morocco, comparing six machine learning algorithms for solar energy production forecasting. The study underscores the Artificial Neural Network (ANN) as the most effective predictive model, offering optimal parameters for real-world applications. Such advancements not only bolster the accuracy of solar energy forecasting but also pave the way for sustainable energy solutions, emphasizing the integration of these findings in practical applications like predictive maintenance of PV power plants. The Authors, published by EDP Sciences, 2024.
Winster Praveenraj D.D.; Madeswaran A.; Pastariya R.; Sharma D.; Abootharmahmoodshakir K.; Dhablia A.
https://doi.org/10.1051/e3sconf/202454004007 https://www.scopus.com/inward/record.uri?eid=2-s2.0-85198115352&doi=10.1051%2fe3sconf%2f202454004007&partnerID=40&md5=b6a50a821b2979d6a981e5a9f686fe9e
Winster Praveenraj D.D., School of Business and Management, CHRIST (Deemed to Be University), Bangalore Yeshwantpur Campus, India; Madeswaran A., Scool of Business and Management, CHRIST University, Yeshwanthpur Campus, Bengaluru, India; Pastariya R., Department of Computer Science and Engineering, IES College of Technology, IES University, Madhya Pradesh, Bhopal, 462044, India; Sharma D., Department of Management Uttaranchal Institute of Management, Uttaranchal University, Dehradun, 248007, India; Abootharmahmoodshakir K., The Islamic University, Najaf, Iraq; Dhablia A., Altimetrik India Pvt Ltd, Maharashtra, Pune, India
Ethical Integrity and Performance in Isolation: An Intrinsic Motivation Mediated Focus
This research investigates the mediating influence of intrinsic motivation on employee isolation and job performance of work-from-anywhere Information Technology professionals in India. Intrinsic motivation and ethical integrity are fundamentally intertwined, each enhancing and reinforcing the other. The lenses of the self-determination theory underpin the study. The research questions covered in the study are: (a) Does employee isolation affect job performance? (b) Does intrinsic motivation during employee isolation affect job performance? (c) Does intrinsic motivation mediate the connection between employee isolation and job performance? The SEM based approach survey was conducted to collect data from 410 IT employees who work from anywhere for a minimum of one or more days per week. The findings indicate that (a) employee isolation has a negative influence on job performance, (b) intrinsic motivation significantly influences job performance during employee isolation, and (c) intrinsic motivation mediates indirect-only (full mediation) the link between employee isolation and job performance. The employers need to build upon intrinsic motivation tools for work-from-anywhere Information Technology professionals, which ensures employees relatedness by giving rewards, a sense of purpose towards assignments, autonomy through intrinsic motivation and ethical integrity, and developing IT expertise, which significantly increases performance among employees in work isolation situations. Through the lens of self-determination theory, the research contributes to the work-from-anywhere literature by exploring the relations between employee isolation, job performance, and the mediating influence of intrinsic motivation on IT professionals in India in the current scenario. The Author(s), under exclusive license to Springer Nature Switzerland AG 2025.
Winstington, Shownu; Chully, Arun Antony; Balasundaram, Sathiyaseelan; Pandikattu, Kuruvilla
Studies in Applied Philosophy, Epistemology and Rational Ethics;Volume;74;pp.389-407
Springer Science and Business Media Deutschland GmbH
Restricted Access; Hardcopy may be available in the library
https://doi.org/10.1007/978-3-031-92139-1_24 https://www.scopus.com/pages/publications/105012204939?origin=resultslist
Winstington S., CHRIST (Deemed to Be University), Bangalore, India; Chully A.A., Christ College, Wadgaon Pune, India; Balasundaram S., School of Business and Management, Christ University, Karanataka, Bangalore, India; Pandikattu K., JRD Tata Foundation for Business Ethics, XLRIXavier School of Business Management, Jamshedpur, India
Sustainable human resource management and job satisfactionUnlocking the power of organizational identification: A cross-cultural perspective from 54 countries
individualismcollectivism; job satisfaction; organizational identification; sustainable HRM practices
Sustainable human resource management is gaining importance in organizations due to its role in developing a sustainable work environment and well-being. This paper discusses the relationship between employee perceptions of sustainable human resource management and job satisfaction in 54 countries. We propose that sustainable HRM is positively associated with job satisfaction but that this relationship is moderated by employees' identification with the organization and country-level individualismcollectivism. Thus, we suggest national culture functions as a second-level moderator of the relationship of sustainable HRM with organizational identification on job satisfaction. Findings from the multi-level analyses using data from 14,502 employees nested within 54 countries provided support for our hypotheses, namely that employee perceptions of sustainable HRM were positively associated with job satisfaction and that this relationship was more pronounced for employees with lower levels compared to higher levels of organizational identification in individualistic rather than collectivistic countries. These findings bear important implications for both theory and practice. 2024 ERP Environment and John Wiley & Sons Ltd.
Wojtczuk-Turek A.; Turek D.; Edgar F.; Klein H.J.; Bosak J.; Okay-Somerville B.; Fu N.; Raeder S.; Jurek P.; Lupina-Wegener A.; Dvorakova Z.; Gutirez-Crocco F.; Kekkonen A.; Leiva P.I.; Myna?ovL.; Schez-Apelliz M.; Shafique I.; Al-Romeedy B.S.; Wee S.; Dunlop P.; Stinglhamber F.; Caesens G.; Caldana A.; Sticca M.G.; Vasilev V.; Lauzier M.; Desjardins G.; Zhang G.; Tan L.; Galvez-Sierra L.B.; Pez E.R.; Goi? S.; Tadi? I.; CharvovD.; Botek M.; Jensen D.H.; Rojas D.L.; Pazmay Ramos S.G.; Masso P.; Jlstr M.; Gillet N.; Huyghebaert-Zouaghi T.; Robakidze M.; Martskvishvili K.; Dorrough A.R.; Jekel M.; Hfner C.; Sevincer A.T.; Kekesi E.K.; Agyemang C.B.; Apospori E.; Jose J.; Salendu A.; Etikariena A.; Susianto H.; Sjabadhyni B.; Malayeri S.; Seydi M.; Kinahan M.; Lisak A.; Mariani M.G.; Salvati M.; Moscatelli S.; Crapolicchio E.; Manzi C.; Shimazu A.; Ikeda H.; ukauskien? R.; Kaniuonyt? G.; Catania G.; Lauri M.A.; Gez S.M.M.; Fernando D.; Veth K.; Dhakal S.; Podgorodnichenko N.; Lawal A.; Duhovi? Hafstad M.; Reategui A.; Trist O.M.; Edralin D.M.; Schmitz S.; Neto J.; Neto F.; Popov B.; ?or?evi? J.M.; Mihi? V.; Kalistova A.; PiterovI.; Mayer C.-H.; Molina M.J.C.; Ranasinghe R.; Nakchedi-Ooft T.; Sobhie R.; Matteo M.; Chavanovanich J.; Petchthip N.; Karabati S.; Akba? G.; Turkoglu B.; Shkoda T.; Savych O.; Mosanya M.; de Le P.P.; Labarthe-Carrara J.; Phelps C.; Sullivan K.; Hutchings P.; Danilewicz D.; ?ab?dzki R.; Karamustafa-Ke G.
Corporate Social Responsibility and Environmental Management, Vol-31, No. 5, pp. 4910-4932.
https://doi.org/10.1002/csr.2815 https://www.scopus.com/inward/record.uri?eid=2-s2.0-85192826614&doi=10.1002%2fcsr.2815&partnerID=40&md5=05ca99d44a96365858f47ce215684f58
Wojtczuk-Turek A., Institute of Human Capital, Collegium of Business Administration, Warsaw School of Economics, Warsaw, Poland; Turek D., Institute of Enterprise, Collegium of Business Administration, Warsaw School of Economics, Warsaw, Poland; Edgar F., Department of Management, School of Business University of Otago, Dunedin, New Zealand; Klein H.J., Department of Management and Human Resources, Fisher College of Business, The Ohio State University, Columbus, OH, United States; Bosak J., Dublin City University Business School, Dublin, Ireland; Okay-Somerville B., Adam Smith Business School, University of Glasgow, Glasgow, United Kingdom; Fu N., Trinity Business School, Trinity College Dublin, The University of Dublin, Dublin, Ireland; Raeder S., Department of Psychology, University of Oslo, Oslo, Norway; Jurek P., Faculty of Social Sciences, Institute of Psychology, University of Gdansk, Gdansk, Poland; Lupina-Wegener A., The International Management Institute, ZHAW School of Management and Law, Winterthur, Switzerland; Dvorakova Z., Masaryk Institute of Advanced Studies, Czech Technical University in Prague, Prague, Czech Republic; Gutirez-Crocco F., Faculty of Economic and Administrative Sciences, Universidad Austral de Chile, Valdivia, Chile; Kekkonen A., Estonian Business School, Tallinn, Estonia; Leiva P.I., Facultad de Econom y Negocios, Departamento de Administraci, Universidad de Chile, Santiago, Chile; Myna?ovL., Department of Economics and Management, University of Chemistry and Technology, Prague, Czech Republic; Schez-Apelliz M., Accounting and Finance Department, Faculty of Economic and Business Sciences, Universidad de Sevilla, Sevilla, Spain; Shafique I., Department of Management Sciences, COMSATS University Islamabad - Lahore Campus, Lahore, Pakistan; Al-Romeedy B.S., Faculty of Tourism and Hotels, University of Sadat City, Cairo, Egypt; Wee S., School of Psychological Science, University of Western Australia, Perth, Australia; Dunlop P., Faculty of Business and Law, Future of Work Institute, Curtin University, Bentley, Australia; Stinglhamber F., Psychological Sciences Research Institute, Universitcatholique de Louvain, Louvain-la-Neuve, Belgium; Caesens G., Psychological Sciences Research Institute, Universitcatholique de Louvain, Louvain-la-Neuve, Belgium; Caldana A., School of Economics, Business Administration and Accounting at Ribeir Preto, University of S Paulo (USP), Ribeir Preto, SP, Brazil; Sticca M.G., Department of Psychology, University of S Paulo, S Paulo, Brazil; Vasilev V., Higher School of Security and Economics, Plovdiv, Bulgaria; Lauzier M., Dartement de relations industrielles, Universitdu Quec en Outaouais, Gatineau, Canada, Institut du savoir Montfort, Hital Montfort, Ottawa, Canada; Desjardins G., Dartement de relations industrielles, Universitdu Quec en Outaouais, Gatineau, Canada; Zhang G., School of Management, Zhejiang University, Hangzhou, China; Tan L., School of Economics and Management, Northwest University, Xi'an, China; Galvez-Sierra L.B., Psychosocial Studies Department, University of Valle, Cali, Colombia; Pez E.R., Psychosocial Studies Department, University of Valle, Cali, Colombia; Goi? S., Department of Management, Faculty of Economics, Business and Tourism, University of Split, Split, Croatia; Tadi? I., Department of Psychology and Behavioral Sciences, Aarhus University, Aarhus, Denmark; CharvovD., Department of Economics and Management, University of Chemistry and Technology, Prague, Czech Republic; Botek M., Department of Economics and Management, University of Chemistry and Technology, Prague, Czech Republic; Jensen D.H., Department of Psychology and Behavioral Sciences, Aarhus University, Aarhus, Denmark; Rojas D.L., Pontificia Universidad Catica del Ecuador, Sede Ambato, Ecuador; Pazmay Ramos S.G., Pontificia Universidad Catica del Ecuador, Sede Ambato, Ecuador; Masso P., Estonian Business School, Tallin, Estonia; Jlstr M., School of Management, University of Vaasa, Vaasa, Finland; Gillet N., Department of Psychology, Universitde Tours, Tours, France, Institut Universitaire de France, Paris, France; Huyghebaert-Zouaghi T., Universitde Reims Champagne-Ardenne, C2S, Reims, France; Robakidze M., Faculty of Psychology and Educational Sciences, Ivane Javakhishvili Tbilisi State University, Tbilisi, Georgia; Martskvishvili K., Faculty of Psychology and Educational Sciences, Ivane Javakhishvili Tbilisi State University, Tbilisi, Georgia; Dorrough A.R., Social Cognition Center Cologne, Department of Psychology, University of Cologne, Cologne, Germany; Jekel M., Social Cognition Center Cologne, Department of Psychology, University of Cologne, Cologne, Germany; Hfner C., Social Cognition Center Cologne, Department of Psychology, University of Cologne, Cologne, Germany; Sevincer A.T., Institute for Sustainability Psychology, Leuphana University Lneburg, Lneburg, Germany; Kekesi E.K., Department of Management Studies, Ghana Communication Technology University, Accra, Ghana; Agyemang C.B., Department of Psychology, University of Ghana, Accra, Ghana; Apospori E., Athens University of Economics and Business, Athens, Greece; Jose J., CHRIST (Deemed to be University), Pune Lavasa, India; Salendu A., Faculty of Psychology, Universitas Indonesia, Depok, Indonesia; Etikariena A., Faculty of Psychology, Universitas Indonesia, Depok, Indonesia; Susianto H., Faculty of Psychology, Universitas Indonesia, Depok, Indonesia; Sjabadhyni B., Faculty of Psychology, Universitas Indonesia, Depok, Indonesia; Malayeri S., Department of Psychology, University of South Florida, Tampa, United States; Seydi M., Allameh Tabatabaei University, Tehran, Iran; Kinahan M., Maynooth University, Maynooth, Ireland; Lisak A., Department of Management, Ben-Gurion University of the Negev, Beer-Sheva, Israel; Mariani M.G., Department of Psychology Renzo Canestrari, University of Bologna, Bologna, Italy; Salvati M., Department of Human Sciences, University of Verona, Verona, Italy; Moscatelli S., Department of Psychology Renzo Canestrari, University of Bologna, Bologna, Italy; Crapolicchio E., Department of Psychology, Catholic University of Milan, Milan, Italy; Manzi C., Department of Psychology, Catholic University of Milan, Milan, Italy; Shimazu A., Faculty of Policy Management, Keio University, Tokyo, Japan; Ikeda H., Department of Psychology, Kyushu University, Fukuoka, Japan; ukauskien? R., Institute of Psychology, Mykolas Romeris University, Vilnius, Lithuania; Kaniuonyt? G., Institute of Psychology, Mykolas Romeris University, Vilnius, Lithuania; Catania G., Department of Psychology, University of Malta, Msida, Malta; Lauri M.A., Department of Psychology, University of Malta, Msida, Malta; Gez S.M.M., School of Business, Tecnolico de Monterrey, Monterrey, Mexico; Fernando D., Hanze University of Applied Sciences, Groningen, Netherlands; Veth K., Hanze University of Applied Sciences, Groningen, Netherlands; Dhakal S., Tribhuvan University, Kathmandu, Nepal; Podgorodnichenko N., DBA Programme, Otago Business School, Dunedin, New Zealand; Lawal A., Department of Psychology, Federal University Oye-Ekiti, Oye, Nigeria; Duhovi? Hafstad M., Department of Psychology, University of Oslo, Oslo, Norway; Reategui A., ESAN University, Lima, Peru; Trist O.M., ESAN University, Lima, Peru; Edralin D.M., Research and Development Center, San Beda University, Manila, Philippines; Schmitz S., Instituto Universitio de Lisboa (ISCTE-IUL), CIS-IUL, Lisboa, Portugal; Neto J., Research on Economics, Management and Information Technologies, Universidade Portucalense, Porto, Portugal; Neto F., Universidade do Porto, Porto, Portugal; Popov B., Faculty of Philosophy, Department of Psychology, University of Novi Sad, Novi Sad, Serbia; ?or?evi? J.M., Department of Psychology, Faculty of Media and Communication, Singidunum University, Belgrade, Serbia; Mihi? V., Department of Psychology, Faculty of Philosophy, University of Novi Sad, Novi Sad, Serbia; Kalistova A., Institute of Social Sciences, Centre of Social and Psychological Sciences, SAS, Koice, Slovakia; PiterovI., Institute of Social Sciences, Centre of Social and Psychological Sciences, SAS, Koice, Slovakia; Mayer C.-H., University of Johannesburg, Johannesburg, South Africa; Molina M.J.C., Accounting and Finance Department, Faculty of Economic and Business Sciences, Universidad de Sevilla, Sevilla, Spain; Ranasinghe R., Uva Wellassa University of Sri Lanka, Badulla, Sri Lanka; Nakchedi-Ooft T., Interfaculty for Graduate Studies and Research (IGSR), Anton de Kom University of Suriname, Paramaribo, Suriname; Sobhie R., Interfaculty for Graduate Studies and Research (IGSR), Anton de Kom University of Suriname, Paramaribo, Suriname; Matteo M., The International Management Institute, ZHAW School of Management and Law, Winterthur, Switzerland; Chavanovanich J., Faculty of Psychology, Chulalongkorn University, Ratchathewi, Thailand; Petchthip N., Faculty of Social Sciences, Department of Psychology, Kasetsart University, Bangkok, Thailand; Karabati S., Department of Business Administration, Istanbul Bilgi University, Istanbul, Turkey; Akba? G., Department of Psychology, Atilim University, Ankara, Turkey; Turkoglu B., Department of Psychology, TED University, Ankara, Turkey; Shkoda T., Department of Business Economics and Entrepreneurship, Kyiv National Economic University named after Vadym Hetman, Kyiv, Ukraine; Savych O., Department of Marketing named after A.F. Pavlenko, Kyiv National Economic University named after Vadym Hetman, Ukraine; Mosanya M., Middlesex University Dubai, Dubai, United Arab Emirates; de Le P.P., Department of Psychology, Universidad Catica del Uruguay, Montevideo, Uruguay; Labarthe-Carrara J., Department of Psychology, Universidad Catica del Uruguay, Montevideo, Uruguay; Phelps C., Centre for Psychology and Counselling, University of Wales Trinity Saint David, Carmarthen, United Kingdom; Sullivan K., Centre for Psychology and Counselling, University of Wales Trinity Saint David, Carmarthen, United Kingdom; Hutchings P., Centre for Psychology and Counselling, University of Wales Trinity Saint David, Carmarthen, United Kingdom; Danilewicz D., Institute of Human Capital, Collegium of Business Administration, Warsaw School of Economics, Warsaw, Poland; ?ab?dzki R., Institute of Human Capital, Collegium of Business Administration, Warsaw School of Economics, Warsaw, Poland; Karamustafa-Ke G., Haute ole de gestion Arc // HES-SO, The University of Applied Sciences, Neuchel, Western Switzerland, Switzerland
Putting sustainable human resource management and workplace eudaimonic well-being into cross-cultural context
Eudaimonic well-being; Individualism-collectivism; Model of culture fit; Self determination theory; Sustainable HRM; Work engagement
This study examines how sustainable human resource management (HRM) impacts employee work engagement and eudaimonic well-being across cultural contexts that differ on individualism-collectivism dimension. Theoretically, the study draws from Self-Determination Theory (SDT; Ryan & Deci, 2017) and the model of culture fit (Aycan et al., 1999). Using data from 14,502 employees nested in 54 countries working in a variety of positions across different sectors, we found support for our hypothesized modelthat is, sustainable HRM was positively related to employee eudaimonic well-being via enhanced work engagement. The study found that one moderating effectthe relationship between work engagement and eudaimonic well-beingwas stronger in countries that are more individualistic rather than collectivistic. The findings provide support for the universality of the SDT-based approach to understanding employee experiences based on sustainable HRM and cultural variations that inform work-related eudaimonic well-being. Our study advances existing cross-cultural research on sustainable HRM and employee well-being. 2026 Elsevier Ltd. All rights are reserved, including those for text and data mining, AI training, and similar technologies.
Wojtczuk-Turek, Agnieszka; Turek, Dariusz; Jurek, Pawe?; Edgar, Fiona; Okay-Somerville, Belgin; Podgorodnichenko, Nataliya; Fu, Na; Jlstr, Maria; Popov, Boris; Hutchings, Paul; Sullivan, Katie; Hafstad, Marius Duhovi?; Shkoda, Tetiana; Savych, Oleksandr; Raeder, Sabine; Klein, Howard J.; Bosak, Janine; Lupina-Wegener, Anna; Dvorakova, Zuzana; Gutirez-Crocco, Francisca; Kekkonen, Aleksandra; Leiva, Pedro I.; Myna?ov Lenka; Schez-Apelliz, Mercedes; Shafique, Imran; Al-Romeedy, Bassam Samir; Wee, Serena; Dunlop, Patrick; Stinglhamber, Florence; Caesens, Gaane; Caldana, Adriana; Sticca, Marina Greghi; Vasilev, Valentin; Lauzier, Martin; Desjardins, Guillaume; Zhang, Gangfeng; Tan, Le; Galvez-Sierra, Lady Brigitte; Pez, Erico Renter; Goi?, Sre?ko; Tadi?, Ivana; Charvov Dagmar; Botek, Marek; Jensen, Dorthe H; Rojas, Dayamy Lima; Pazmay-Ramos, Segundo Gonzalo; Masso, Piret; Gillet, Nicolas; Huyghebaert-Zouaghi, Tiphaine; Robakidze, Maia; Martskvishvili, Khatuna; Dorrough, Angela R.; Jekel, Marc; Hfner, Carolin; Sevincer, Timur A.; Kekesi, Elias Kodjo; Agyemang, Collins Badu; Apospori, Eleni; Jose, Jerin; Salendu, Alice; Etikariena, Arum; Susianto, Harry; Sjabadhyni, Bertina; Malayeri, Shera; Seydi, Masoumeh; Kinahan, Mary; Lisak, Alon; Mariani, Marco Giovanni; Salvati, Marco; Moscatelli, Silvia; Crapolicchio, Eleonora; Manzi, Claudia; Shimazu, Akihito; Ikeda, Hiroshi; ukauskien?, Rita; Kaniuonyt?, Goda; Catania, Gottfried; Lauri, Mary Anne; Madero-Gez, Sergio Manuel; Fernando, Denise; Veth, Klaske; Dhakal, Sandesh; Lawal, Abiodun; Reategui, Ana; Trist, Oswaldo Morales; Edralin, Divina M.; Schmitz, Susana; Neto, Joana; Neto, Fix; ?or?evi?, Jasna Miloevi?; Mihi?, Vladimir; Kalistova, Anna; Piterov Ivana; Mayer, Claude-He; Molina, Mar JosCharlo; Ranasinghe, Ruwan; Nakchedi-Ooft, Tesora; Sobhie, Rosita; Matteo, Mli; Chavanovanich, Jennifer; Petchthip, Narumol; Karabat?, Serdar; Akba?, Gn; Turkoglu, Beril; Mosanya, Magdalena; de Le, Pablo Pez; Labarthe-Carrara, Javier; Phelps, Ceri; Karamustafa-Ke, Gdem
https://doi.org/10.1016/j.emj.2026.03.008 https://www.scopus.com/pages/publications/105036669332?origin=resultslist
Wojtczuk-Turek A., Institute of Human Capital, SGH Warsaw School of Economics, Warsaw, Poland; Turek D., Institute of Enterprise, SGH Warsaw School of Economics, Warsaw, Poland; Jurek P., Institute of Psychology, Faculty of Social Sciences, University of Gdansk, Gdansk, Poland; Edgar F., Department of Management, Otago Business School, University of Otago, Dunedin, New Zealand; Okay-Somerville B., Adam Smith Business School, University of Glasgow, Scotland, Glasgow, United Kingdom; Podgorodnichenko N., DBA Programme, Otago Business School, University of Otago, Dunedin, New Zealand; Fu N., Trinity Business School, Trinity College Dublin, The University of Dublin, Dublin, Ireland; Jlstr M., University of Vaasa, Vaasa, Finland; Popov B., Faculty of Arts, University of Ljubljana, Slovenia; Hutchings P., University of Wales Trinity Saint David, Wales, United Kingdom; Sullivan K., University of Wales Trinity Saint David, Wales, United Kingdom; Hafstad M.D., Department of Psychology, University of Oslo, Oslo, Norway; Shkoda T., Kyiv National Economic University Named After Vadym Hetman, Kyiv, Ukraine; Savych O., Kyiv National Economic University Named After Vadym Hetman, Kyiv, Ukraine; Raeder S., Department of Psychology, University of Oslo, Oslo, Norway; Klein H.J., Fisher College of Business, The Ohio State University, Columbus, OH, United States; Bosak J., Dublin City University Business School, Dublin, Ireland; Lupina-Wegener A., Department of International Business, ZHAW School of Management and Law, Winterthur, Switzerland; Dvorakova Z., Czech Technical University in Prague, Prague, Czech Republic; Gutirez-Crocco F., Faculty of Economic and Administrative Sciences, Universidad Austral de Chile, Valdivia, Chile; Kekkonen A., Estonian Business School, Tallinn, Estonia; Leiva P.I., Facultad de Econom y Negocios, Departamento de Administraci, Universidad de Chile, Santiago, Chile; Myna?ovL., Department of Economics and Management, University of Chemistry and Technology, Prague, Prague, Czech Republic; Schez-Apelliz M., Universidad de Sevilla, Sevilla, Spain; Shafique I., COMSATS University Islamabad, Lahore, Pakistan; Al-Romeedy B.S., Faculty of Tourism and Hotels, University of Sadat City, Sadat City, Egypt; Wee S., School of Psychological Science, University of Western Australia, Perth, Australia; Dunlop P., Future of Work Institute, Faculty of Business and Law, Curtin University, Bentley, WA, Australia; Stinglhamber F., UCLouvain, Louvain-la-Neuve, Belgium; Caesens G., UCLouvain, Louvain-la-Neuve, Belgium; Caldana A., University of S Paulo, S Paulo, Brazil; Sticca M.G., Department of Psychology, University of S Paulo, S Paulo, Brazil; Vasilev V., New Bulgarian University, Bulgaria; Lauzier M., Universitdu Quec en Outaouais, Gatineau, Canada; Desjardins G., Universitdu Quec en Outaouais, Gatineau, Canada; Zhang G., School of Management, Zhejiang University, Hangzhou, China; Tan L., School of Economics and Management, Northwest University, Shaanxi Province, China; Galvez-Sierra L.B., Pontificia Universidad Javeriana de Cali, Colombia; Pez E.R., Universidad del Valle, Colombia/Universidade Federal da Bah, Brazil; Goi? S., Faculty of Economics, Business and Tourism, University of Split, Split, Croatia; Tadi? I., Faculty of Economics, Business and Tourism, University of Split, Split, Croatia; CharvovD., University of Chemistry and Technology, Prague, Czech Republic; Botek M., University of Chemistry and Technology, Prague, Czech Republic; Jensen D.H., Aarhus University, Aarhus, Denmark; Rojas D.L., Pontificia Universidad Catica del Ecuador, Sede Ambato, Ecuador; Pazmay-Ramos S.G., Pontificia Universidad Catica del Ecuador, Quito, Ecuador; Masso P., Estonian Business School, Tallin, Estonia; Gillet N., Universitde Tours, Tours, France, Institut Universitaire de France, Paris, France; Huyghebaert-Zouaghi T., Universitde Reims Champagne-Ardenne, C2S, Reims, France; Robakidze M., Faculty of Psychology and Educational Sciences, Ivane Javakhishvili Tbilisi State University, Tbilisi, Georgia; Martskvishvili K., Faculty of Psychology and Educational Sciences, Ivane Javakhishvili Tbilisi State University, Tbilisi, Georgia; Dorrough A.R., Faculty of Psychology, FernUniversit in Hagen, Germany, Social Cognition Center Cologne, University of Cologne, Cologne, Germany; Jekel M., Social Cognition Center Cologne, University of Cologne, Cologne, Germany; Hfner C., Social Cognition Center Cologne, University of Cologne, Cologne, Germany; Sevincer T.A., Leuphana University Lueneburg, Lueneburg, Germany, Hanse-Wissenschaftskolleg Delmenhorst, Delmenhorst, Germany; Kekesi E.K., Ghana Communication Technology University, Ghana; Agyemang C.B., University of Ghana, Legon, Accra, Ghana; Apospori E., Athens University of Economics and Business, Athens, Greece; Jose J., School of Business Management, CHRIST (Deemed to be University), Pune Lavasa, India; Salendu A., Faculty of Psychology, Universitas Indonesia, Depok, Indonesia; Etikariena A., Faculty of Psychology, Universitas Indonesia, Depok, Indonesia; Susianto H., Faculty of Psychology, Universitas Indonesia, Depok, Indonesia; Sjabadhyni B., Faculty of Psychology, Universitas Indonesia, Depok, Indonesia; Malayeri S., University of Bern, Switzerland; Seydi M., Allameh Tabatabaei University, Tehran, Iran; Kinahan M., Maynooth University, Maynooth, Dublin, Ireland; Lisak A., Management Department, Ben-Gurion University of the Negev, Beer-Sheva, Israel; Mariani M.G., University of Bologna, Bologna, Italy; Salvati M., University of Verona, Verona, Italy; Moscatelli S., University of Bologna, Bologna, Italy; Crapolicchio E., UniversitCattolica del Sacro Cuore, Brescia, Italy; Manzi C., Catholic University of Milan, Milan, Italy; Shimazu A., Faculty of Policy Management, Keio University, Kanagawa, Japan; Ikeda H., Department of Psychology, Kyushu University, Fukuoka, Japan; ukauskien? R., Institute of Psychology, Mykolas Romeris University, Vilnius, Lithuania; Kaniuonyt? G., Institute of Psychology, Mykolas Romeris University, Vilnius, Lithuania; Catania G., University of Malta, Malta; Lauri M.A., University of Malta, Malta; Madero-Gez S.M., Management and Leadership Department, School of Business, Tecnolico de Monterrey, Mexico; Fernando D., Hanze University of Applied Sciences in Groningen, Groningen, Netherlands; Veth K., Hanze University of Applied Sciences in Groningen, Groningen, Netherlands; Dhakal S., Tribhuvan University, Kathmandu, Nepal; Lawal A., Department of Psychology, Federal University, Oye-Ekiti, Nigeria; Reategui A., ESAN University, Peru; Trist O.M., ESAN University, Peru; Edralin D.M., San Beda University, Philippines; Schmitz S., Europeia University, Lisbon, Portugal; Neto J., REMIT Research on Economics, Management and Information Technologies, Universidade Portucalense, Porto, Portugal; Neto F., Universidade do Porto, Porto, Portugal; ?or?evi? J.M., Faculty of Media and Communication, Singidunum University, Belgrade, Serbia; Mihi? V., Department of Psychology, Faculty of Philosophy, University of Novi Sad, Novi Sad, Serbia; Kalistova A., Institute of Social Sciences, Centre of Social and Psychological Sciences, SAS, Koice, Slovakia; PiterovI., Institute of Social Sciences, Centre of Social and Psychological Sciences, SAS, Koice, Slovakia; Mayer C.-H., Department of Industrial Psychology and People Management, University of Johannesburg, Johannesburg, South Africa; Molina M.J.C., Universidad de Sevilla, Sevilla, Spain; Ranasinghe R., Uva Wellassa University of Sri Lanka, Badulla, Sri Lanka; Nakchedi-Ooft T., Anton de Kom University of Suriname, Paramaribo, Suriname; Sobhie R., Anton de Kom University of Suriname, Paramaribo, Suriname; Matteo M., Department of International Business, ZHAW School of Management and Law, Winterthur, Switzerland; Chavanovanich J., Faculty of Psychology, Chulalongkorn University, Ratchathewi, Thailand; Petchthip N., Department of Psychology, Faculty of Social Sciences, Kasetsart University, Bangkok, Thailand; Karabat? S., Istanbul Bilgi University, Istanbul, Turkey; Akba? G., Ankara Medipol University, Ankara, Turkey; Turkoglu B., TED University, Ankara, Turkey; Mosanya M., Murdoch University Dubai, United Arab Emirates; de Le P.P., Universidad Catica del Uruguay, Uruguay; Labarthe-Carrara J., Universidad Catica del Uruguay, Uruguay; Phelps C., University of Wales Trinity Saint David, Wales, United Kingdom; Karamustafa-Ke G., Haute ole de Gestion Arc // HES-SO, The University of Applied Sciences Western Switzerland, Neuchel, Switzerland
Deciphering the impact of COVID-19 pandemic on food security, agriculture, and livelihoods: A review of the evidence from developing countries
Agriculture; COVID-19; Developing countries; Food security; Mitigation mechanisms; SDGs
With COVID-19 now spreading in developing countries, massive consequences on health and livelihoods are feared. Food security is the most important and crucial aspect of sustainable development. The agricultural sector forms the backbone of the economy and provides livelihood to a large section in developing countries. Therefore, the disruption in food security and the agricultural sector will have far-reaching impacts on these countries. Owing to the importance of these sectors, this paper performs a comprehensive assessment of the effect of COVID-19 on food security and agriculture. The research suggests coping and mitigation mechanisms that can be adopted to sustain livelihoods. 2020 The Author(s)
Workie E.; Mackolil J.; Nyika J.; Ramadas S.
Current Research in Environmental Sustainability, Vol-2
All Open Access; Gold Open Access; Green Open Access
https://doi.org/10.1016/j.crsust.2020.100014 https://www.scopus.com/inward/record.uri?eid=2-s2.0-85124462440&doi=10.1016%2fj.crsust.2020.100014&partnerID=40&md5=332ba2e457ce8097696b6a6105e81a27
Workie E., School of Environmental science and Engineering, Shanghai Jiao Tong University, Shanghai, China; Mackolil J., CHRIST (Deemed to be University), Bangalore, India; Nyika J., The Technical University of Kenya, Nairobi, Kenya; Ramadas S., ICAR-Indian Institute of Wheat and Barley Research, Haryana, India
Coping with Public and Private Face-to-Face and Cyber Victimization among Adolescents in Six Countries: Roles of Severity and Country
bullying; coping; country; culture; cyberbullying; severity; victimization
This study investigated the role of medium (face-to-face, cyber) and publicity (public, private) in adolescents perceptions of severity and coping strategies (i.e., avoidant, ignoring, helplessness, social support seeking, retaliation) for victimization, while accounting for gender and cultural values. There were 3432 adolescents (ages 1115, 49% girls) in this study; they were from China, Cyprus, the Czech Republic, India, Japan, and the United States. Adolescents completed questionnaires on individualism and collectivism, and ratings of coping strategies and severity for public face-to-face victimization, private face-to-face victimization, public cyber victimization, and private cyber victimization. Findings revealed similarities in adolescents coping strategies based on perceptions of severity, publicity, and medium for some coping strategies (i.e., social support seeking, retaliation) but differential associations for other coping strategies (i.e., avoidance, helplessness, ignoring). The results of this study are important for prevention and intervention efforts because they underscore the importance of teaching effective coping strategies to adolescents, and to consider how perceptions of severity, publicity, and medium might influence the implementation of these coping strategies. 2022 by the authors.
Wright M.F.; Wachs S.; Yanagida T.; ev?ovA.; D?dkovL.; Bayraktar F.; Aoyama I.; Kamble S.V.; MachkovH.; Li Z.; Soudi S.; Lei L.; Shu C.
International Journal of Environmental Research and Public Health, Vol-19, No. 21
https://doi.org/10.3390/ijerph192114405 https://www.scopus.com/inward/record.uri?eid=2-s2.0-85141633896&doi=10.3390%2fijerph192114405&partnerID=40&md5=69f68d6aa08e13236c4816149b22b150
Wright M.F., DePaul University, Chicago, 60614, IL, United States, Dublin City University, Dublin, D09, Ireland; Wachs S., Dublin City University, Dublin, D09, Ireland, University of Potsdam, Potsdam, 14469, Germany; Yanagida T., University of Vienna, Wien, 1010, Austria; ev?ovA., Masaryk University, Brno, 60177, Czech Republic; D?dkovL., Masaryk University, Brno, 60177, Czech Republic; Bayraktar F., Eastern Mediterranean University, Famagusta, 99628, Turkey; Aoyama I., Tsuru University, Yamanashi, Tsuru, 402-8555, Japan; Kamble S.V., Karnatak University, Karnataka, Dharwad, 580003, India; MachkovH., Masaryk University, Brno, 60177, Czech Republic; Li Z., Beijing University of Technology, Beijing, 100021, China; Soudi S., Christ University, Karnataka, Bangalore, 560029, India; Lei L., Renmin University of China, Beijing, 100872, China; Shu C., Renmin University of China, Beijing, 100872, China
Production of boeravinone b and related bioactive molecules from cell cultures of punarnava boerhavia diffusa linn. /
Bioactive Phytochemicals from DatePalm (Phoenix dactylifera L.) Seed Oil Processing By-products
Biofuel; Fatty acids; Phoenix dactylifera; Phytochemicals; Seed oil; Valorization
Humans cultivate plants for their daily commodities, like food and medicines. Innumerable varieties of crops and plant-derived products like cotton, fruits, vegetables, grains, pulses, and oils have been developed. A variety of seed oils have been used by humankind in dietary supplements and regarded as feedstock for the production of biofuels. Date palm (Phoenix dactylifera L.) is one such plant used in the production of oil. Date palm is a commercial fruit that is primarily cultivated in South Mediterranean countries. Date palm fruit and its processed products such as jams, jellies, and syrup are globally consumed. However, tons of seed waste is generated after processing and raises environmental problems due to poor seed waste disposal practices. Scientific reports suggest that date palm seed oil is a rich in minerals, fatty acids, and various phytochemicals like phenols, flavonoids, sterols, and tocopherols. These bioactive molecules possess significant pharmacological activities like antidiabetic, anti-inflammatory, antioxidant, antimicrobial, and hepatoprotectivity. This chapter summarizes the phytochemicals present in the date palm seed oil, discusses the fatty acid composition in various date palm cultivars worldwide, and highlights the pharmacological activities exhibited by the date seed oil. The chapter also discusses the effective utilization of date seed oil in the food and pharmaceutical industry and the seed oil by-products in biofuel production. Pharmaceuticals and biofuel production presents an excellent opportunity for the valorization of date palm cultivation and economic returns. 2023, The Author(s), under exclusive license to Springer Nature Switzerland AG.
Wudali S.N.; Banadka A.; Nagella P.; Al-Khayri J.M.
Reference Series in Phytochemistry, pp. 455-481.
Springer Science and Business Media B.V.
Wudali S.N., Department of Life Sciences, CHRIST (Deemed to be University), Karnataka, Bangalore, India; Banadka A., Department of Life Sciences, CHRIST (Deemed to be University), Karnataka, Bangalore, India; Nagella P., Department of Life Sciences, CHRIST (Deemed to be University), Karnataka, Bangalore, India; Al-Khayri J.M., Department of Agricultural Biotechnology, College of Agriculture and Food Sciences, King Faisal University, Al-Ahsa, Saudi Arabia
Bioactive Compounds and Biological Activities of Taro (Colocasia esculenta (L.). Schott)
Colocasia esculenta; Nutrition; Pharmacological activities; Phytochemistry; Taro
Plants are said to be the finest source of food and phytochemicals. Along with aerial plant components, subterranean tuberous, stems, and roots were often consumed for their phytochemical and nutritional worth. Colocasia esculenta(L.). Schott is an essential plant that is utilized for its nutritional and phytochemical properties. It is commonly called taro, which is very rich in plant secondary metabolites and their respective pharmacological properties. Taro is consumed by people worldwide and serves as a staple food in Asian and African countries, leading to its abundant production. Extensive studies has explored the nutritional composition of taro, which has been identified as a promising source of dietary fiber. Moreover, taro exhibits a wealth of minerals and phytochemicals, including phenols, flavonoids, and various derivatives, which contribute to its diverse pharmacological activities, such as antioxidant, antimicrobial, antidiabetic, anti-inflammatory, and anticancer effects. This chapter provides a comprehensive overview of taro, encompassing its nutritional profile, phytochemistry, and numerous pharmacological properties. Additionally, it addresses the important aspects of biosafety in relation to taro consumption and highlights potential prospects for sustainable production of this remarkable tuber crop. Springer Nature Switzerland AG 2024.
Wudali S.N.; Barwad A.; Banadka A.; Shaikh A.; Al-Khayri J.M.; Nagella P.
Reference Series in Phytochemistry, Vol-Part F2504, pp. 37-59.
Wudali S.N., Department of Life Sciences, CHRIST (Deemed to be University), Bengaluru, India; Barwad A., Department of Life Sciences, CHRIST (Deemed to be University), Bengaluru, India; Banadka A., Department of Life Sciences, CHRIST (Deemed to be University), Bengaluru, India; Shaikh A., Department of Life Sciences, CHRIST (Deemed to be University), Bengaluru, India; Al-Khayri J.M., Department of Agricultural Biotechnology, College of Agriculture and Food Sciences, King Faisal University, Al-Ahsa, Saudi Arabia; Nagella P., Department of Life Sciences, CHRIST (Deemed to be University), Bengaluru, India