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This paper explores the extent to which SMEs can adapt and develop circular economy practices in an emerging market context. Since the evidence provided by the literature is mostly based on large firms operating in developed countries, our focus on India's indigenous Ayurveda industry allows a much-needed and nuanced lens through which to view circular economy activities. We use a two-step research design involving a systematic bibliometric analysis as a first step in the highlighting of numerous themes emanating from the circular economy literature. Second, we complement these insights with two case studies based on SMEs in the Indian Ayurveda industry. Our findings reveal that SMEs engage and contribute to the circular economy. More specifically, we present unique insights into the reasons, drivers, and motivations for SME involvement in the circular economy, wherein we observe a blending of indigenous practices and modern technology. Our findings allow us to propose several important implications for theory and practice.

PurposeUnlike multinational companies, small and mid-size enterprises (SMEs) have budget constraints and, thereby, cannot invest heavily in improving the creativity of employees. They look for alternative budget-friendly ways to do the same. The authors of the current paper attempt to identify two psychological-based constructs which positively influence creativity among employees. Both these psychological constructs may be improved among the employees using suitable interventions from the human resource (HR) professionals and line managers working in the organization. This study is an attempt to test the influence of organization-based self-esteem (OBSE) and psychological capital (PC) (both malleable) on creative performance behaviour (CPB) among SME employees.Design/methodology/approachValidated instruments were used to collect data. Structural equation model (SEM) was used to evaluate the 377 responses collected from the employees working in three SME's in India. All three SMEs work in the area of innovative process design and require a high level of creativity among employees.FindingsPC fully mediates the relationship between OBSE and the CPBs of employees. Employees experiencing higher levels of OBSE will develop higher self-esteem, and these employees will exhibit more creative behaviours, increasing the likelihood of achieving creative results.Research limitations/implicationsThis study provides valuable inputs to the creativity literature as it describes the process of how self-esteem influences the creativity of an employee. HR professionals working in SMEs can work on enhancing the OBSE and PC (both malleable) of employees to improve creativity among employees.Originality/valueTo the best of the researcher's knowledge, this is the first attempt to identify frugal ways to improve creativity, especially in SMEs.

PurposeInnovation goes beyond creation, concentrating on enhancement, which is essential for advancement. Since 1998, theEuropean Journal of Innovation Management(EJIM) has been a leading forum dedicated to thought leadership and research on the advances in innovation management. Given thatEJIMhas run over two decades, the time is now opportune to reflect on the journal's contributions to innovation management. Thus, this paper aims to retrospectively review the productivity, impact and knowledge of innovation management research inEJIM.Design/methodology/approachThis paper adopts a bibliometric methodology to engage in a retrospective review ofEJIM. The bibliographic data of 757 papers published inEJIMfrom 1998 to 2021 were retrieved from Scopus and analyzed using performance analysis and science mapping techniques.FindingsThe productivity (publication) and impact (citation) of innovation management research curated byEJIMhave grown prolifically over time. ThoughEJIMoperates with a European title, the journal receives and publishes contributions worldwide (e.g. Asia, Europe, North America, South America and Oceania). Noteworthily, the knowledge of innovation management research inEJIMcan be divided into four categories: basic themes (general), which comprise innovation, open innovation, new product development and product and process innovation; motor themes (well-developed), which consist of organizational culture and innovation and leadership and creativity; niche themes (very specialized), which include dynamic capabilities and business model innovation; and emerging or declining themes (weakly developed or marginalized), which is made up of research and development (R&D) and green innovation.Originality/valueThis paper offers a seminal retrospection ofEJIMand the journal's productivity, impact and contribution to innovation management.

Purpose This study aims to quantitatively review previous empirical studies on leadership style and safety culture using meta-analysis and identify the most influential leadership style across organizations. Further, the moderating effect of riskiness in the organizational process on the relationship between leadership style and safety culture was also done. Design/methodology/approach The authors conducted a systematic literature review and applied meta-analysis based on 24 empirical studies to calculate the effect size for the relationships between leadership style and safety culture. Findings A substantial effect size between leadership style and safety culture (r = 0.50). It was interesting to note the significant relationship between leadership and safety culture, irrespective of high- and low-risk organizations. Moreover, empowering leadership style (r = 0.60) emerged as the most influential leadership style across all organizations and in high-risk organizations. Originality/value The meta-analysis established leadership as an essential antecedent of safety culture and suggests implications for future research and practice related to safety and leadership.

PurposeThe objective of this paper is to employ a model to expand the literature's comprehension of the organisational citizenship behaviour (OCB) phenomenon in the Indian banking sector. The authors examine OCB as a mediator of the relationship between job embeddedness (JE), self-efficacy (SE) and organisation effectiveness (OE). The authors also verify the moderating role of affective commitment (AC) on the JE, SE and OE relationship.Design/methodology/approachData for the purpose of this paper are collected from 568 employees in 89 branches of banks located in North and Central India using a survey questionnaire. The data collected were analysed using structural equation modelling (SEM).FindingsThe findings confirm the positive association between JE, SE and OE. The results also suggest that OCB mediates the association between the independent and dependent variables. Furthermore, the authors observed that AC moderates the OCB and OE relationship.Practical implicationsThe results of this examination will assist the employees to realise the substance of OCB in directing their performance towards OE. This investigation will inspire bank managers to notice that employee readiness to put in extra effort in a bank is primarily the effect of apt individual characteristics, namely JE and SE, that can be shaped and developed. Furthermore, this study draws the attention of bank managers towards the significance of AC, as an essential phenomenon to emotionally attach the employees to their organisation.Originality/valueThis study contributes to the existing literature on OCB by examining how OCB leads to desired outcomes and the conditions that promote the effect of OCB. The authors address these questions by building on a more contemporary perspective, i.e., PsyCap.