Rasa Smaliukienė

Green human resource management (GHRM) is bringing positive transformations in business and society, as well as challenges for hotels. Drawing from social cognitive theory (SCT), this study examined green HRM with environmental and social performance. Significantly, this paper also used organizational green culture as a mediation variable. This empirical study employed a quantitative research method. Data were collected from 155 employees working in Pakistan’s hotels. The results demonstrate that green HRM (t-statistic value = 9.676, p-value = 0.000) is positively related to organizational green culture. In addition, organizational green culture (t-statistic value = 11.254, p-value = 0.000, t-statistic value = 16.882, p-value = 0.000) has a significant effect on environmental and social performance. Moreover, organizational green culture fully mediated the relationship between green HRM and environmental performance (t-statistic value = 5.444, p-value = 0.000). Finally, organizational green culture fully mediated the relationship between green HRM and social performance (t-statistic value = 7.218, p-value = 0.000).

Acknowledgment
This work is partially funded under FaME TBU No. IGA/FaME/2023/012 “Closed and open innovations: role of human resource, servant leadership, digitalisation, and uncertainty.” Authors would like to thank Prof. Rasa Smaliukienė for partially funding this research. This work also acknowledged Grant No.FSR-FORD 5-6/2022-23/FaME/006 “Linking stakeholder pressure, green HRM application and competitive advantage in the hotel industry.”

The purpose of this study is to investigate the interplay between government initiatives, public trust in government, and citizen engagement within the context of two distinct crisis scenarios: a global health crisis caused by the COVID-19 pandemic and an international security crisis caused by Russian aggression against Ukraine. A two-stage biennial survey methodology is used to collect quantitative data. In the first phase, which took place in the context of a global health crisis, an omnibus survey was conducted, involving a randomly selected sample of 3,175 respondents from three Baltic countries: Estonia (n = 1002), Latvia (n = 1017), and Lithuania (n = 1006). In the second stage, which took place in the context of an international security crisis, a random sample was carried out of 2026 respondents from two Baltic countries: Estonia (n = 1002) and Lithuania (n = 1024). The analysis examined causal relationships in political, rational, and social trust.
The findings reveal that the relationship between trust in the government and government initiatives that foster political, rational, or emotional trust is stronger during international security crises than during health crises. This means that citizens perceive government behavior as more credible in the context of external security threats. Research on the interaction between government behavior and citizen participation is more nuanced than on public trust. In general, government initiatives have a greater impact on citizen participation than public trust in both crises. This highlights the positive impact of government initiatives in cooperation with the population.

Acknowledgment
The study is financed from the funds of the study-supporting project “Research on the Management of Security and Defense Institutions of Small States” (General Jonas Žemaitis Lithuanian Military Academy, 2020-12-17, No. V-828).

Modern bureaucratic competencies, such as creativity, innovative problem-solving, and critical thinking, have become essential in contemporary public management due to complex challenges in a wide range of areas, including the economy, social welfare, and the environment. This has led to a greater focus on developing these competencies, through innovative methods like creative problem-solving (CPS) in the training of public management specialists. The aim of this study is to identify specific competencies among public management professionals that can be cultivated through the CPS approach and to explore the critical conditions for its successful implementation. The analysis was conducted at the Military Academy of Lithuania, where CPS techniques have been consistently integrated into public management-related subjects for several years, forming a stable foundation for the in-depth investigation. First, the study examines Lithuania’s legal framework for public management and public management education to implement CPS. Second, a qualitative data analysis of open-ended feedback (n = 199) highlights practical application. The findings reveal that the Lithuanian legal context underscores the importance of fostering creativity and innovation among public managers. Furthermore, the practical integration of CPS into public management curricula promotes modern bureaucratic qualities such as teamwork, critical thinking, problem-solving, creativity, innovation, and leadership. However, effective CPS implementation requires additional curriculum time, a supportive and creative learning environment, and strong teacher and student commitment. These findings underscore CPS’s potential as a valuable tool for cultivating public management competencies.

Acknowledgment
The study is financed from the funds of the study-supporting project “Research on the Management of Security and Defense Institutions of Small States” (General Jonas Žemaitis Lithuanian Military Academy, 2020-12-17, No. V-828).

Type of the article: Research Article

Abstract
Drawing upon stakeholder theory, this paper aims to examine the link between servant leadership and corporate social responsibility (CSR) through organizational ethical culture as a mediation mechanism. The study deployed a quantitative method. Data were collected through a survey of 261 hotel managers, employees, and top managers at 12 hotels in major cities within the provinces of Balochistan, Khyber Pakhtunkhwa, Punjab, and Sindh, Pakistan, from January to May 2025. Hotels were chosen due to their active engagement in CSR and commitment toward sustainability. This study used SmartPLS 4.0 for data analysis with the PLS-SEM technique. The data revealed that servant leadership (t-statistic value 30.746, p-value 0.000) has a significant relationship with CSR implementation. Additionally, servant leadership (t-statistic value = 37.26, p-value = 0.000) is significantly related to organizational ethical culture. The findings indicate that organizational ethical culture (t-statistic value = 9.057, p-value = 0.000) is positively associated with CSR implementation. Finally, organizational ethical culture (t-statistic value 8.718, p-value 0.000) mediates the linkages between servant leadership and CSR implementation. This study contributes to the body of knowledge by integrating leadership-CSR domains as well as offering a unique and under-explored context, such as the hotel industry in South Asia, with a particular focus on Pakistan. These findings provide valuable insights to practitioners and leaders in the hotel sector by devising their CSR initiatives as a mindset of implementation rather than merely policy or practice.

Acknowledgment
We are thankful to the Internal Grant Agency of FaME TBU No. IGA/FaME/2025/010. Project Title: “Enterprise Performance and Innovation: The Role of Corporate Social Responsibility, Digitalization, Servant Leadership, and Uncertainty”.
This scientific work was supported by the Tomas Bata University in Zlin (IGA/FaME/2025/010).