Can HR managers as ethical leaders cure the menace of precarious work? Important roles of sustainable HRM and HR manager political skill

References

• Ahearn, K. K., Ferris, G. R., Hochwarter, W. A., Douglas, C., & Ammeter, A. P. (2004). Leader political skill and team performance. Journal of Management, 30(3), 309–327. https://doi.org/10.1016/j.jm.2003.01.004
   Web of Science ®Google Scholar
• Aguinis, H. (2011). Organizational responsibility: Doing good and doing well. In S. Zedeck (Ed.), APA handbook of industrial and organizational psychology, Vol. 3. Maintaining, expanding, and contracting the organization (pp. 855–879). American Psychological Association.
   Google Scholar
• Ali, M., Qu, Y. E., Shafique, S., Pham, N. T., & Usman, M. (2022). The role of ethical leadership in enhancing exploitative and explorative learning simultaneously: What does it matter if employees view work as central? Personnel Review, 51(2), 787–804. https://doi.org/10.1108/PR-12-2019-0708
   Web of Science ®Google Scholar
• Ali, M., Usman, M., Khan, M. A. S., Shafique, I., & Mughal, F. (2023). “Articulating Cognizance About What to Hide What not”: Insights into Why and When Ethical Leadership Regulates Employee Knowledge-Hiding Behaviors.. Journal of Business Ethics. https://doi.org/10.1007/s10551-023-05426-9
   Google Scholar
• Allan, B. A., & Blustein, D. L. (2022). Precarious work and workplace dignity during COVID-19: A longitudinal study. Journal of Vocational Behavior, 136, 103739. https://doi.org/10.1016/j.jvb.2022.103739
   PubMed Web of Science ®Google Scholar
• Anitha, J. (2014). Determinants of employee engagement and their impact on employee performance. International Journal of Productivity and Performance Management, 63(3), 308–323. https://doi.org/10.1108/IJPPM-01-2013-0008
   Google Scholar
• Anser, M. K., Ali, M., Usman, M., Rana, M. L. T., & Yousaf, Z. (2021). Ethical leadership and knowledge hiding: an intervening and interactional analysis. The Service Industries Journal, 41(5–6), 307–329. https://doi.org/10.1080/02642069.2020.1739657
   Google Scholar
• Aust, I., Matthews, B., & Muller-Camen, M. (2020). Common Good HRM: A paradigm shift in sustainable HRM. Human Resource Management Review, 30(3), 100705. https://doi.org/10.1016/j.hrmr.2019.100705
   Web of Science ®Google Scholar
• Becker, B., & Gerhart, B. (1996). The impact of human resource management on organizational performance: Progress and prospects. Academy of Management Journal, 39(4), 779–801. https://doi.org/10.2307/256712
   Web of Science ®Google Scholar
• Benach, J., Vives, A., Amable, M., Vanroelen, C., Tarafa, G., & Muntaner, C. (2014). Precarious employment: Understanding an emerging social determinant of health. Annual Review of Public Health, 35, 229–253. https://doi.org/10.1146/annurev-publhealth-032013-182500
   PubMed Web of Science ®Google Scholar
• Bhatnagar, J., & Sharma, A. (2005). The Indian perspective of strategic HR roles and organizational learning capability. The International Journal of Human Resource Management, 16(9), 1711–1739. https://doi.org/10.1080/09585190500239424
   Web of Science ®Google Scholar
• Birnbaum, S., & De Wispelaere, J. (2021). Exit strategy or exit trap? Basic income and the ‘power to say no in the age of precarious employment.’ Socio-Economic Review, 19(3), 909–927. https://doi.org/10.1093/ser/mwaa002
   Web of Science ®Google Scholar
• Bosmans, K., Hardonk, S., De Cuyper, N., & Vanroelen, C. (2015). Explaining the relation between precarious employment and mental well-being. A qualitative study among temporary agency workers. Work (Reading, Mass.), 53(2), 249–264. https://doi.org/10.3233/WOR-152136
   PubMedGoogle Scholar
• Boxall, P., & Macky, K. (2014). High-involvement work processes, work intensification and employee well-being. Work, Employment and Society, 28(6), 963–984. https://doi.org/10.1177/0950017013512714
   Web of Science ®Google Scholar
• Brouer, R. L., Douglas, C., Treadway, D. C., & Ferris, G. R. (2013). Leader political skill, relationship quality, and leadership effectiveness: A two-study model test and constructive replication. Journal of Leadership & Organizational Studies, 20(2), 185–198. https://doi.org/10.1177/1548051812460099
   Web of Science ®Google Scholar
• Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595–616. https://doi.org/10.1016/j.leaqua.2006.10.004
   Web of Science ®Google Scholar
• Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117–134. https://doi.org/10.1016/j.obhdp.2005.03.002
   Web of Science ®Google Scholar
• Bunge, J., Cohen-Rosenthal, E., & Ruiz-Quintanilla, A. (1996). Employee participation in pollution reduction: Preliminary analysis of the Toxics Release Inventory. Journal of Cleaner Production, 4(1), 9–6. https://doi.org/10.1016/S0959-6526(96)00006-6
   Google Scholar
• Butler, N., & Stoyanova Russell, D. (2018). No funny business: Precarious work and emotional labour in stand-up comedy. Human Relations, 71(12), 1666–1686. https://doi.org/10.1177/0018726718758880
   Web of Science ®Google Scholar
• Cohen, E. (2010). CSR for HR: A necessary partnership for advancing responsible business practices. Greenleaf.
   Google Scholar
• Crane, A., & Matten, D. (2016). Business ethics: Managing corporate citizenship and sustainability in the age of globalization. Oxford University Press.
   Google Scholar
• Creed, P. A., Hood, M., Selenko, E., & Bagley, L. (2020). The development and initial validation of a self-report job precariousness scale suitable for use with young adults who study and work. Journal of Career Assessment, 28(4), 636–654. https://doi.org/10.1177/1069072720920788
   Web of Science ®Google Scholar
• De Roeck, K., & Delobbe, N. (2012). Do environmental CSR initiatives serve organizations’ legitimacy in the oil industry? Exploring employees’ reactions through organizational identification theory. Journal of Business Ethics, 110(4), 397–412. https://doi.org/10.1007/s10551-012-1489-x
   Web of Science ®Google Scholar
• Douglas, C., & Ammeter, A. P. (2004). An examination of leader political skill and its effect on ratings of leader effectiveness. The Leadership Quarterly, 15(4), 537–550. https://doi.org/10.1016/j.leaqua.2004.05.006
   Web of Science ®Google Scholar
• Ehnert, I., Parsa, S., Roper, I., Wagner, M., & Muller-Camen, M. (2016). Reporting on sustainability and HRM: A comparative study of sustainability reporting practices by the world’s largest companies. The International Journal of Human Resource Management, 27(1), 88–108. https://doi.org/10.1080/09585192.2015.1024157
   Web of Science ®Google Scholar
• Ferris, G. R., Berkson, H. M., Kaplan, D. M., Gilmore, D. C., Buckley, M. R., Hochwarter, W. A., & Witt, L. A. (1999, August). Development and initial validation of the political skill inventory. In Academy of Management, 59th annual national meeting, Chicago (pp. 6–11).
   Google Scholar
• Freeman, R. E. (1984). Strategic management. A stakeholder approach. Pitman.
   Google Scholar
• Freeman, R. E. (1994). The politics of stakeholder theory: Some future directions. Business Ethics Quarterly, 4(4), 409–421. https://doi.org/10.2307/3857340
   Google Scholar
• Frooman, J. (1999). Stakeholder influence strategies. The Academy of Management Review, 24(2), 191–205. https://doi.org/10.2307/259074
   Web of Science ®Google Scholar
• Fry, L. W., Vitucci, S., & Cedillo, M. (2005). Spiritual leadership and army transformation: Theory, measurement, and establishing a baseline. The Leadership Quarterly, 16(5), 835–862. https://doi.org/10.1016/j.leaqua.2005.07.012
   Web of Science ®Google Scholar
• Gallie, D., Felstead, A., Green, F., & Inanc, H. (2017). The hidden face of job insecurity. Work, Employment and Society, 31(1), 36–53. https://doi.org/10.1177/0950017015624399
   Web of Science ®Google Scholar
• Gascoigne, C., Parry, E., & Buchanan, D. (2015). Extreme work, gendered work? How extreme jobs and the discourse of ‘personal choice’ perpetuate gender inequality. Organization, 22(4), 457–475. https://doi.org/10.1177/1350508415572511
   Web of Science ®Google Scholar
• Gómez, C. (2004). The influence of environmental, organizational, and HRM factors on employee behaviors in subsidiaries: A Mexican case study of organizational learning. Journal of World Business, 39(1), 1–11. https://doi.org/10.1016/j.jwb.2003.08.006
   Web of Science ®Google Scholar
• Greenwood, M. (2013). Ethical analyses of HRM: A review and research agenda. Journal of Business Ethics, 114(2), 355–366. https://doi.org/10.1007/s10551-012-1354-y
   Web of Science ®Google Scholar
• Guerci, M., & Shani, A. (2013). Moving toward stakeholder-based HRM: A perspective of Italian HR managers. The International Journal of Human Resource Management, 24(6), 1130–1150. https://doi.org/10.1080/09585192.2012.706821
   Web of Science ®Google Scholar
• Guerci, M., Shani, A. B., & Solari, L. (2014). A stakeholder perspective for sustainable HRM. In I. Ehnert, W. Harry, & K. J. Zink (Eds.), Sustainability and human resource management developing sustainable business organizations (pp. 205–224). Springer.
   Google Scholar
• Guest, D. E. (2017). Human resource management and employee well-being: Towards a new analytic framework. Human Resource Management Journal, 27(1), 22–38. https://doi.org/10.1111/1748-8583.12139
   Web of Science ®Google Scholar
• Hampton, D. B. (2019). Modern slavery in global supply chains: Can national action plans on business and human rights close the governance gap? Business and Human Rights Journal, 4(02), 239–263. https://doi.org/10.1017/bhj.2019.16
   Google Scholar
• Heffernan, A., & Wilkinson, J. (2022). Educational leadership and policy: Precarity and precariousness. Journal of Educational Administration and History, 54(1), 1–6. https://doi.org/10.1080/00220620.2021.2006880
   Web of Science ®Google Scholar
• Hewagama, G., Boxall, P., Cheung, G., & Hutchison, A. (2019). Service recovery through empowerment? HRM, employee performance and job satisfaction in hotels. International Journal of Hospitality Management, 81, 73–82. https://doi.org/10.1016/j.ijhm.2019.03.006
   Web of Science ®Google Scholar
• Ho, H., & Kuvaas, B. (2020). Human resource management systems, employee well-being, and firm performance from the mutual gains and critical perspectives: The well-being paradox. Human Resource Management, 59(3), 235–253. https://doi.org/10.1002/hrm.21990
   Web of Science ®Google Scholar
• Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2018). Do ethical, authentic, and servant leadership explain variance above and beyond transformational leadership? A meta-analysis. Journal of Management, 44(2), 501–529. https://doi.org/10.1177/0149206316665461
   Web of Science ®Google Scholar
• ILO (2013). The Rana Plaza disaster ten years on: What has changed? https://www.ilo.org/infostories/en-GB/Stories/Country-Focus/rana-plaza (accessed on July 20, 2022)
   Google Scholar
• ILO. (2020). 81 million jobs lost as COVID-19 creates turmoil in Asia-Pacific labour markets. https://www.ilo.org/asia/media-centre/news/WCMS_763819/lang–en/index.htm
   Google Scholar
• International Labour Office. (2015). World employment and social outlook: Trends 2015. International Labour Organization Geneva.
   Google Scholar
• Järlström, M., Saru, E., & Vanhala, S. (2018). Sustainable human resource management with salience of stakeholders: A top management perspective. Journal of Business Ethics, 152(3), 703–724. https://doi.org/10.1007/s10551-016-3310-8
   Web of Science ®Google Scholar
• Jones, T. M. (1995). Instrumental stakeholder theory: A synthesis of ethics and economics. The Academy of Management Review, 20(2), 404–437. https://doi.org/10.2307/258852
   Web of Science ®Google Scholar
• Kalleberg, A. L. (2009). Precarious work, insecure workers: Employment relations in transition. American Sociological Review, 74(1), 1–22. https://doi.org/10.1177/000312240907400101
   Web of Science ®Google Scholar
• Kalleberg, A. L., & Hewison, K. (2013). Precarious work and the challenge for Asia. American Behavioral Scientist, 57(3), 271–288. https://doi.org/10.1177/0002764212466238
   Web of Science ®Google Scholar
• Kalleberg, A. L., Reskin, B. F., & Hudson, K. (2000). Bad jobs in America: Standard and nonstandard employment relations and job quality in the United States. American Sociological Review, 65(2), 256–278. https://doi.org/10.2307/2657440
   Web of Science ®Google Scholar
• Kang, S. C., Morris, S. S., & Snell, S. A. (2007). Relational archetypes, organizational learning, and value creation: Extending the human resource architecture. Academy of Management Review, 32(1), 236–256. https://doi.org/10.5465/amr.2007.23464060
   Web of Science ®Google Scholar
• Kaufman, B. E. (2015). Evolution of strategic HRM as seen through two founding books: A 30th anniversary perspective on development of the field. Human Resource Management, 54(3), 389–407. https://doi.org/10.1002/hrm.21720
   Web of Science ®Google Scholar
• Keegan, A., Bitterling, I., Sylva, H., & Hoeksema, L. (2018). Organizing the HRM function: Responses to paradoxes, variety, and dynamism. Human Resource Management, 57(5), 1111–1126. https://doi.org/10.1002/hrm.21893
   Web of Science ®Google Scholar
• Knox, C. (2006). A values based approach to Maori land development. http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.552.6602&rep=rep1&type=pdf
   Google Scholar
• Kolodinsky, R. W., Treadway, D. C., & Ferris, G. R. (2007). Political skill and influence effectiveness: Testing portions of an expanded Ferris and Judge (1991) model. Human Relations, 60(12), 1747–1777. https://doi.org/10.1177/0018726707084913
   Web of Science ®Google Scholar
• Liden, R. C., Wayne, S. J., Meuser, J. D., Hu, J., Wu, J., & Liao, C. (2015). Servant leadership: Validation of a short form of the SL-28. The Leadership Quarterly, 26(2), 254–269. https://doi.org/10.1016/j.leaqua.2014.12.002
   Web of Science ®Google Scholar
• Linton, J. D., Klassen, R., & Jayaraman, V. (2007). Sustainable supply chains: An introduction. Journal of Operations Management, 25(6), 1075–1082. https://doi.org/10.1016/j.jom.2007.01.012
   Web of Science ®Google Scholar
• Lott, B. (2014). Social class myopia: The case of psychology and labor unions. Analyses of Social Issues and Public Policy, 14(1), 261–280. https://doi.org/10.1111/asap.12029
   Web of Science ®Google Scholar
• Mitchell, R. K., Agle, B. R., & Wood, D. J. (1997). Toward a theory of stakeholder identification and salience: Defining the principle of who and what really counts. The Academy of Management Review, 22(4), 853–886. https://doi.org/10.2307/259247
   Web of Science ®Google Scholar
• Mitchell, J. R., Mitchell, R. K., Hunt, R. A., Townsend, D. M., & Lee, J. H. (2022). Stakeholder engagement, knowledge problems and ethical challenges. Journal of Business Ethics, 175(1), 75–94. https://doi.org/10.1007/s10551-020-04550-0
   Web of Science ®Google Scholar
• Moisander, J., Groß, C., & Eräranta, K. (2018). Mechanisms of biopower and neoliberal governmentality in precarious work: Mobilizing the dependent self-employed as independent business owners. Human Relations, 71(3), 375–398. https://doi.org/10.1177/0018726717718918
   Web of Science ®Google Scholar
• Moore, J. R., & Hanson, W. (2022). Improving leader effectiveness: impact on employee engagement and retention. Journal of Management Development, 41(7/8), 450–468. https://doi.org/10.1108/JMD-02-2021-0041
   Google Scholar
• Mrozowicki, A., Roosalu, T., & Senčar, T. B. (2013). Precarious work in the retail sector in Estonia, Poland and Slovenia: Trade union responses in a time of economic crisis. Transfer: European Review of Labour and Research, 19(2), 267–278. https://doi.org/10.1177/1024258913480601
   Google Scholar
• Muehlberger, U. (2007). Hierarchical forms of outsourcing and the creation of dependency. Organization Studies, 28(5), 709–727. https://doi.org/10.1177/0170840607078119
   Web of Science ®Google Scholar
• Neirotti, P. (2020). Work intensification and employee involvement in lean production: New light on a classic dilemma. The International Journal of Human Resource Management, 31(15), 1958–1983. https://doi.org/10.1080/09585192.2018.1424016
   Web of Science ®Google Scholar
• Nolan, J., & Bott, G. (2018). Global supply chains and human rights: Spotlight on forced labour and modern slavery practices. Australian Journal of Human Rights, 24(1), 44–69. https://doi.org/10.1080/1323238X.2018.1441610
   Google Scholar
• Nwankwo, S., & Richardson, B. (1996). Quality management through visionary leadership. Managing Service Quality: An International Journal, 6(4), 44–47. https://doi.org/10.1108/09604529610120285
   Google Scholar
• Patterson, F. (2001). Developments in work psychology: Emerging issues and future trends. Journal of Occupational and Organizational Psychology, 74(4), 381–390. https://doi.org/10.1348/096317901167442
   Google Scholar
• Petriglieri, G., Ashford, S. J., & Wrzesniewski, A. (2019). Agony and ecstasy in the gig economy: Cultivating holding environments for precarious and personalized work identities. Administrative Science Quarterly, 64(1), 124–170. https://doi.org/10.1177/0001839218759646
   Web of Science ®Google Scholar
• Pfajfar, G., Shoham, A., Małecka, A., & Zalaznik, M. (2022). Value of corporate social responsibility for multiple stakeholders and social impact – Relationship marketing perspective. Journal of Business Research, 143, 46–61. https://doi.org/10.1016/j.jbusres.2022.01.051
   Web of Science ®Google Scholar
• Pham, N. T., Tuan, T. H., Le, T. D., Nguyen, P. N. D., Usman, M., & Ferreira, G. T. C. (2023). Socially responsible human resources management and employee retention: The roles of shared value, relationship satisfaction, and servant leadership. Journal of Cleaner Production, 414. https://doi.org/10.1016/j.jclepro.2023.137704
   Google Scholar
• Phillips, R. A. (1997). Stakeholder theory and a principle of fairness. Business Ethics Quarterly, 7(1), 51–66. https://doi.org/10.2307/3857232
   Google Scholar
• Quintana, L., Salas, C., Duarte, C., & Correa-Quezada, R. (2020). Regional inequality and labour precariousness: An empirical regional analysis for Brazil, Mexico and Equador. Regional Science Policy & Practice, 12(1), 61–81. https://doi.org/10.1111/rsp3.12251
   Web of Science ®Google Scholar
• Renwick, D., Jabbour, C., Muller-Camen, M., Redman, T., & Wilkinson, A. (2016). Contemporary developments in green (environmental) HRM scholarship. The International Journal of Human Resource Management, 27(2), 114–128. https://doi.org/10.1080/09585192.2015.1105844
   Web of Science ®Google Scholar
• Renwick, D. W., Redman, T., & Maguire, S. (2013). Green human resource management: A review and research agenda. International Journal of Management Reviews, 15(1), 1–14. https://doi.org/10.1111/j.1468-2370.2011.00328.x
   Web of Science ®Google Scholar
• Rice, D. B., & Cotton-Nessler, N. (2022). I want to achieve my goals when I can? The interactive effect of leader organization-based self-esteem and political skill on goal-focused leadership. Current Psychology. https://doi.org/10.1007/s12144-022-03429-9
   Web of Science ®Google Scholar
• Rothenberg, S., Hull, C. E., & Tang, Z. (2017). The impact of human resource management on corporate social performance strengths and concerns. Business & Society, 56(3), 391–418. https://doi.org/10.1177/0007650315586594
   Web of Science ®Google Scholar
• Scheibmayr, I., & Reichel, A. (2023). Beating the advertising drum for the employer: How legal context translates into good HRM practice. Human Resource Management Journal, 33(1), 95–114. https://doi.org/10.1111/1748-8583.12413
   Web of Science ®Google Scholar
• Shen, J., & Jiuhua Zhu, C. (2011). Effects of socially responsible human resource management on employee organizational commitment. The International Journal of Human Resource Management, 22(15), 3020–3035. https://doi.org/10.1080/09585192.2011.599951
   Google Scholar
• Shen, J., & Benson, J. (2016). When CSR is a social norm: How socially responsible human resource management affects employee work behavior. Journal of management, 42(6), 1723–1746.
   Google Scholar
• Solinger, O. N., Jansen, P. G., & Cornelissen, J. P. (2020). The emergence of moral leadership. Academy of Management Review, 45(3), 504–527. https://doi.org/10.5465/amr.2016.0263
   Web of Science ®Google Scholar
• Tian, A. W., Cordery, J., & Gamble, J. (2016). Staying and performing: How human resource management practices increase job embeddedness and performance. Personnel Review, 45(5), 947–968. https://doi.org/10.1108/PR-09-2014-0194
   Web of Science ®Google Scholar
• Treviño, L. K., Brown, M., & Hartman, L. P. (2003). A qualitative investigation of perceived executive ethical leadership: Perceptions from inside and outside the executive suite. Human Relations, 56(1), 5–37. https://doi.org/10.1177/0018726703056001448
   Web of Science ®Google Scholar
• Turnbull, P. J., & Wass, V. (2015). Normalizing extreme work in the Police Service? Austerity and the inspecting ranks. Organization, 22(4), 512–529. https://doi.org/10.1177/1350508415572513
   Web of Science ®Google Scholar
• Ulrich, D., & Brockbank, W. (2005). The HR value proposition. Harvard Business School Press.
   Google Scholar
• Usman, M., Ali, M., Soetan, G. T., Ayoko, O. B., & Berber, A. (2022). Seeing others’ side to serve: Understanding how and when servant leadership impacts employee knowledge-hiding behaviors. Human Relations. https://doi.org/10.1177/00187267221125353
   Web of Science ®Google Scholar
• Usman, M., Ali, M., Yousaf, Z., Anwar, F., Waqas, M., & Khan, M. A. S. (2020). The relationship between laissez-faire leadership and burnout: Mediation through work alienation and the moderating role of political skill. Canadian Journal of Administrative Sciences / Revue Canadienne Des Sciences de L’Administration, 37(4), 423–434. https://doi.org/10.1002/cjas.1568
   Web of Science ®Google Scholar
• Usman, M., Rofcanin, Y., Ali, M., Ogbonnaya, C., & Babalola, M. T. (2023). Toward a more sustainable environment: Understanding why and when green training promotes employees’ eco-friendly behaviors outside of work. Human Resource Management, 62(3), 355–371. https://doi.org/10.1002/hrm.22148
   Web of Science ®Google Scholar
• Voegtlin, C., & Greenwood, M. (2016). Corporate social responsibility and human resource management: A systematic review and conceptual analysis. Human Resource Management Review, 26(3), 181–197. https://doi.org/10.1016/j.hrmr.2015.12.003
   Web of Science ®Google Scholar
• Vosko, L. (2010). Managing the margins: Gender, citizenship, and the international regulation of precarious employment. Oxford University Press.
   Google Scholar
• Wankhade, P., Stokes, P., Tarba, S., & Rodgers, P. (2020). Work intensification and ambidexterity-the notions of extreme and ‘everyday’ experiences in emergency contexts: Surfacing dynamics in the ambulance service. Public Management Review, 22(1), 48–74. https://doi.org/10.1080/14719037.2019.1642377
   Web of Science ®Google Scholar
• Wehrmeyer, W. (Ed.). (2017). Greening people: Human resources and environmental management. Routledge.
   Google Scholar
• Wikhamn, W. (2019). Innovation, sustainable HRM and customer satisfaction. International Journal of Hospitality Management, 76, 102–110. https://doi.org/10.1016/j.ijhm.2018.04.009
   Web of Science ®Google Scholar
• Zhang, S., & Tu, Y. (2018). Cross-domain effects of ethical leadership on employee family and life satisfaction: The moderating role of family-supportive supervisor behaviors. Journal of Business Ethics, 152(4), 1085–1097. https://doi.org/10.1007/s10551-016-3306-4
   Web of Science ®Google Scholar
• Zhao, H., Zhou, Q., He, P., & Jiang, C. (2021). How and when does socially responsible HRM affect employees’ organizational citizenship behaviors toward the environment? Journal of Business Ethics, 169(2), 371–385. https://doi.org/10.1007/s10551-019-04285-7
   Web of Science ®Google Scholar