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AbstractThe purpose of this article is to shed light on how the blockchain technology can lead to the creation of new sustainable business models (SBMs). The literature highlights the need to merge the sustainability perspective into business models, creating new SBMs. Using a case study methodology, the paper investigates how the blockchain can foster the creation of SBMs, thus exploring the following Research Question (RQ): How can blockchain facilitate the development of new SBM? The case represents an example of an SBM merging more theoretical definitions. The unique features of the blockchain foster inclusivity even in traditional sectors, allowing widespread distribution of the benefits for the community with a long‐term orientation. Consequently, our study provides systematized evidence of how the blockchain can foster financial and social sustainability. This manuscript adds to the state‐of‐the‐art literature on the application of emerging technologies to organizational sustainability by shedding light on real business case evidence.

PurposeAn original systematic review of the academic literature on applications of artificial intelligence (AI) in the human resource management (HRM) domain is carried out to capture the current state-of-the-art and prepare an original research agenda for future studies.Design/methodology/approachFifty-nine journal articles are selected based on a holistic search and quality evaluation criteria. By using content analysis and structural concept analysis, this study elucidates the extent and impact of AI application in HRM functions, which is followed by synthesizing a concept map that illustrates how the usage of various AI techniques aids HRM decision-making.FindingsA comprehensive review of the AI-HRM domain's existing literature is presented. A concept map is synthesized to present a taxonomical overview of the AI applications in HRM.Research implications/limitationsAn original research agenda comprising relevant research questions is put forward to assist further developments in the AI-HRM domain. An indicative preliminary framework to help transition toward ethical AI is also presented.Originality/valueThis study contributes to the literature through a holistic discussion on the current state of the domain, the extent of AI application in HRM, and its current and perceived future impact on HRM functions. A preliminary ethical framework and an extensive future research agenda are developed to open new research avenues.

Purpose
The authors originally explore the factors for blockchain technology (BCT) adoption in agricultural supply chains (ASCs) to enhance circularity and understand the dependencies, hierarchical structure and causalities between these factors.


Design/methodology/approach
Based on an extant literature review and expert opinion, the present study identified ten enablers for adopting BCT to leverage the circular economy (CE) practices in the ASCs. Then, using an integrated interpretive structural modeling and decision-making trial and evaluation laboratory (ISM-DEMATEL) approach, hierarchical and cause–effect relationships are established.


Findings
It was observed that traceability is the most prominent enabler from the CE perspective in ASCs. However, traceability, being a net effect enabler, will be realized through the achievement of other cause enablers, such as seamless connectivity and information flow and decentralized and distributed ledger technology. The authors also propose a 12 Rs framework for enhancing circularity in ASC operations.


Research limitations/implications
The paper identifies enablers to BCT adoption that will enhance circularity in ASC operations. The ISM hierarchical model is based on the driving and dependence powers of the enablers, and DEMATEL aids in identifying causal relationships among the enablers.


Practical implications
The study's findings and proposed 12 Rs framework may help the practitioners and policymakers devise effective BCT implementation strategies in ASCs, thereby empowering sustainability and circularity.


Originality/value
This study enriches the literature by identifying and modeling enablers for BCT adoption in ASCs. The study also proposes a new 12 Rs framework to help enhance ASC circularity.

PurposeCongruent with the world-wide call to combat global warming concerns within the context of advancements in smart technology, artificial intelligence, robotics, algorithms (STARA), and digitalisation, organisational leaders are being pressured to ensure that talented employees are effectively managed (nurtured and retained) to curb the potential risk of staff turnover. By managing such talent(s), organisations may be able to not only retain them, but consequently foster environmental sustainability too. Equally, recent debates encourage the need for teams to work digitally and interdependently on set tasks, and for leaders to cultivate competencies fundamental to STARA, as this may further help reduce staff turnover intention and catalyse green initiatives. However, it is unclear how such turnover intention may be impacted by these actions. This paper therefore, seeks to investigate the predictive roles of green hard and soft talent management (TM), leader STARA competence (LSC) and digital task interdependence (DTI) on turnover intention.Design/methodology/approachThe authors used a cross-sectional data collection technique to obtain 372 useable samples from 49 manufacturing organisations in Nigeria.FindingsFindings indicate that green hard and soft TM and LSC positively predict turnover intention. While LSC amplifies the negative influence of green soft TM on turnover intention, LSC and DTI dampen the positive influence of green hard TM on turnover intention.Originality/valueOur study offers novel insights into how emerging concepts like LSC, DTI, and green hard and soft TM simultaneously act to predict turnover intention.

PurposeThe metaverse development is in the early stages in most organizations and supply chains. There has been exponential growth in metaverse investments by leading tech and other types of companies and governments worldwide. This article aims to shed light on the topic by providing detailed insights for the operations and supply chain management (O&SCM) community concerning the potential, opportunities and challenges associated with the metaverse.Design/methodology/approachThe authors mapped 15 benefits and 15 challenges regarding metaverse in O&SCM-related fields from the literature, which in turn were empirically tested by a panel with 150 experts from more than 12 countries, from operations and supply chains and with experience in metaverse technologies.FindingsThe authors found notable similarities and differences between metaverse adopters and non-adopters in the O&SCM. Accordingly, some benefits and challenges are expected before and after the implementation, but it's still relevant. In contrast, there are ones that change their importance after the implementation.Research limitations/implicationsFirst, this paper points out the need for an urgent call for action to develop high-quality research on the interplay between metaverse and O&SCM. Second, the metaverse will reshape several established business models by offering new products and services, consequently resulting in the remodeling of O&SCM. Third, our paper provides a call for action to engage the community of scholars and practitioners to consider the metaverse as one of the last frontiers of O&SCM in the digital age.Originality/valueThis paper is one of the first that investigates the metaverse benefits, challenges and expectations in the O&SCM. Also, it provides robust directions by an empirical approach to the metaverse as a new and important research stream for O&SCM and related fields. The authors provide a prospective research agenda that scholars and practitioners could use as a roadmap to capture metaverse opportunities in O&SCM.

Whistleblowers have significantly shaped the state of contemporary society; in this context, this research sheds light on a persistently neglected research area: what are the key determinants of whistleblowing within government agencies? Taking a unique methodological approach, we combine evidence from two pieces of fieldwork, conducted using both primary and secondary data from the US and Indonesia. In Study 1, we use a large-scale survey conducted by the US Merit Systems Protection Board (MSPB). Additional tests are conducted in Study 1, making comparisons between those who have and those who do not have whistleblowing experience. In Study 2, we replicate the survey conducted by the MSPB, using empirical data collected in Indonesia. We find a mixture of corroboration of previous results and unexpected findings between the two samples (US and Indonesia). The most relevant result is that perceived organizational protection has a significant positive effect on whistleblowing intention in the US sample, but a similar result was not found in the Indonesian sample. We argue that this difference is potentially due to the weakness of whistleblowing protection in Indonesia, which opens avenues for further understanding the role of societal cultures in protecting whistleblowers around the globe.

The outbreak of the global COVID-19 pandemic has presented unprecedented challenges to both developed and less developed local economies. The aim of the book is to uncover the best practises in responding to a pandemic from global perspectives, as well as from a trans-disciplinary point of view. Scholars from various spheres in arts, culture, education, health, environment, business and the public sector present their perspectives on the impacts, responses and consequences for local economies and communities.
As a fundamental part of LED, the arts, culture, education, health, environment, business and the public sector domains were some of the hardest hit by the pandemic. The pandemic has certainly exposed the weaknesses of current development policies and calls for new, innovative measures in developing resilient local regions. This book will form an essential part of the development series of CENLED as it offers insight into how a global pandemic (COVID-19) impacted LED in the global North and Global South and the different responses from different spheres.