Velaga Sri Sai

This study aims to investigate the impact of leadership support on the interplay between role stressors and turnover intentions among IT workers in Bengaluru. The study focuses on five constructs: role stressors, job performance, job satisfaction, supervisor support, and turnover intention. Using a questionnaire, data were collected from 196 IT employees, with 187 valid responses for analysis. Structural equation modeling (SEM) through Smart PLS software assessed the relationships between the constructs. The findings reveal that role stressors significantly contribute to IT workers’ intention to leave their organizations. Moreover, the connections between role stressors and both job performance and job satisfaction are influenced by the level of supervisor support. Supervisor support emerges as a crucial moderator in the relationship between role stressors and job satisfaction, highlighting its role in mitigating the negative effects of stress on employees. However, no mediating effect was observed between role stressors and job satisfaction when supervisor assistance was present. Furthermore, the study identifies a negative impact of role stressors on job satisfaction and, subsequently, a negative influence of job satisfaction on turnover intentions. These findings underscore the importance of supportive leadership in enhancing employee performance and job satisfaction, reducing the likelihood of turnover. This paper emphasizes the significance of leadership support as a key factor in shaping the dynamics between role stressors and turnover intentions among IT workers. The results suggest that fostering a supportive supervisory environment can positively influence employee well-being and retention in the IT industry.

This study aims to investigate the complex association between institutional pressure, adoption of environmental management accounting (EMA), and financial performance, with corporate environmental ethics as a moderating component. It explains why and how firms adopt EMA in response to institutional demand to factor environmental factors into their strategic decision-making processes. Quantitative information is gathered using a structured questionnaire from 256 manufacturing companies’ environmental managers and executives who monitor environmental practices and policies and decision-makers who shape business environmental ethics and strategy in the Indian state of Karnataka. Data are analyzed using SmartPLS 4, and PLS-SEM tests the hypotheses. The results show that coercive pressure (β = 0.244, p = 0.000), mimetic pressure (β = 0.221, p = 0.000), and normative pressure (β = 0.209, p = 0.000) have a major role in determining the rate of EMA adoption. It is further identified that EMA adoption (β = 0.217, p = 0.000) positively influences the organization's financial performance. Furthermore, EMA adoption mediates the relationship between coercive pressure (β = 0.053, p = 0.000), normative pressure (β = 0.045, p = 0.000), mimetic pressure (β = 0.048, p = 0.000), and firm’s financial performance. Coercive pressure is associated with higher EMA adoption, although the impact of this link is moderated by corporate environmental ethics (β = 0.069, p = 0.000).

This study investigates the implication of environmental strategies and environmental management accounting (EMA) on the environmental performance of manufacturing micro companies in India. It also assesses the mediating influence of EMA and the moderating impact of environmental proactivity. This paper employs the natural resource-based view theory to evaluate the domination of environmental strategies and EMA on environmental effectiveness. Even though MSMEs play a significant role in the Indian economy, their environmental impact is considerable due to less stringent adherence to environmental standards and practices. The data were gathered via a survey administered to managers of MSMEs. In the analysis, 107 reliable responses were included. Partial least square structural equation modeling is employed for the analysis of the dataset. The results show that environmental strategies positively influence environmental performance and EMA. EMA operates as a mediator for environmental strategies and environmental outcomes. Moreover, environmental proactivity moderates the association between environmental strategies and environmental performance. Hypotheses testing results conclude that manufacturing micro companies that emphasize environmental strategies and factors have improved environmental performance. Companies that proactively deal with environmental issues develop strategies to achieve sustainability.