Editorial Team
In this issue, we bring you some recent articles on sustainability
Green training in enhancing green creativity via green dynamic capabilities in the Indian handicraft sector: The moderating effect of resource commitment.
Joshi, G., & Dhar, R. L. (2020). Green training in enhancing green creativity via green dynamic capabilities in the Indian handicraft sector: The moderating effect of resource commitment. Journal of Cleaner Production, 267, 121948.
The paper attempts to explain how green training, an important human resource function, influences green creativity in the handicraft organisations. The mediating role of green dynamic capabilities and the moderating role of resource commitment are also examined. A survey of 211 handicraft managers is conducted to test the proposed hypotheses, followed by a qualitative approach in which cases of two handicraft organisations are examined. The findings of the study indicate that green training influences the organisations green creativity both directly and indirectly and that green dynamic capabilities further influence the green creativity indirectly via the moderating role of resource commitment to producing superior creative outcomes. The study is the first to assess green creativity as an outcome of green training.
Understanding Human Values through Integrative Dialogue
Nandram, S. S., Sukhada, S., Joshi, A., & Bindlish, P. K. (2022). Understanding Human Values through Integrative Dialogue: The Śāstrārtha Method. In Global Perspectives on Indian Spirituality and Management (pp. 91-106). Springer, Singapore.
The way we understand the issues in management today has evolved over time as a result of profound changes in the business environment; recent examples are VUCA [Volatility, Uncertainty, Complexity, and Ambiguity](Nandram & Bindlish, 2017), the Fourth Industrial Revolution (Schwab, 2016; Schwab & Davis, 2018), globalisation, and diversity in the workplace. Moreover, topics like human values orientation (Chakraborty, 2018), spirituality at work (Karakas, 2010; Milliman et al., 2003; Pawar, 2009), spirit-centred leadership (Chakraborty, 2004), spirituality and business (Biberman & Tischler, 2008; Bouckaert, 2010; Bouckaert & Zsolnai, 2011; Brophy, 2015; Delbecq, 2009; Nandram, 2010; Tischler, 1999), and spiritual leadership (Benefiel et al., 2014; Chakraborty, 2004; Fairholm, 1996; Fry, 2003; Fry & Slocum, 2008; Fry et al., 2005) are becoming increasingly prominent in organisations. The motivation that underlies these topics is the search for a form of harmony or coherence that will engage people in their workplaces and citizens in their communities, to realise inclusiveness, or in a broader sense, integrativeness. However, the research approaches applied to understand and foster these areas in management are mostly still embedded in schismatic or dichotomous methodologies. This is apparent, for example, in the dichotomies created by qualitative versus quantitative research design; fundamental versus applied research; inductive versus deductive research; and existentialist versus essentialist paradigms. This chapter proposes an integrative research approach based on an integrative worldview
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