Amidst the unprecedented economic backdrop of a global pandemic, the intricate web of greenwashing discourse in times of fake news has woven its threads into the fabric of corporate sustainability, reshaping managers’ perceptions and challenging their attitudes toward sustainable decision-making. In a two-phase qualitative study, this research explores the impact of greenwashing discourse on managers’ perceptions and attitudes toward sustainability post pandemic in France. The results reveal a disconnection between external greenwashing discourse and the managerial mindset, as claims of greenwashing are often linked to “fake news.” Furthermore, the study shows that the pandemic has shifted the spotlight onto financial concerns, overshadowing sustainability in strategic decision-making and thereby altering the landscape of corporate responsibility. Going beyond the conventional focus on consumers and clients, this study aims to fill a critical gap in greenwashing research by examining the impact on different stakeholders. In this investigation, we aim to contribute to research on greenwashing discourse by offering more comprehensive understanding of the complexities and nuances involved in managerial perceptions of the discourse and sustainability initiatives in an era marked by unprecedent challenges.
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This study explores the influence of legal uncertainties on the process of innovating human resources (HR) practices in developing countries. Through a case study focused on introducing remote work within Kazakhstan’s Technical Gas Industry during a healthcare crisis, we examine the multifaceted challenges and opportunities that emerge when navigating a complex legal landscape. Our findings reveal that legal uncertainties, stemming from inadequacies in legislation and the tightness of norms, significantly impede the ability to adapt and modernize HR practices during crises. Furthermore, the criticality of the company’s position within the industry, combined with a low degree of legal enforcement, underscores the concept of ‘responsibilization’ among HR professionals. This phenomenon compels HR practitioners to assume greater responsibility and make strategic decisions that occasionally push the boundaries of existing laws and regulations. In this context, we propose a novel conceptualization of responsibilization, distinct from empowerment, as it involves embracing negative legal consequences associated with proactive decision-making during crises. This study contributes significantly to our understanding of how legal uncertainties influence the process of HR innovation in developing countries, highlighting the intricate interplay between regulatory frameworks, crisis management, and organizational transformation.
- Research
- Digital Transformation, Human Resources Management
