Green talent management and turnover intention: the roles of leader STARA competence and digital task interdependence
| DOI | https://doi.org/10.1108/JIC-01-2021-0016 |
| Published date | 30 April 2021 |
| Date | 30 April 2021 |
| Pages | 27-55 |
| Subject Matter | Information & knowledge management,Knowledge management,HR & organizational behaviour,Organizational structure/dynamics,Accounting & finance,Accounting/accountancy,Behavioural accounting |
| Author | Samuel Ogbeibu,Charbel Jose Chiappetta Jabbour,John Burgess,James Gaskin,Douglas W.S. Renwick |
Green talent management and
turnover intention: the roles of
leader STARA competence and
digital task interdependence
Samuel Ogbeibu
Faculty of Business, Curtin University, Miri, Malaysia
Charbel Jose Chiappetta Jabbour
University of Lincoln, Lincoln, UK
John Burgess
RMIT University, Melbourne, Australia
James Gaskin
Brigham Young University-Provo, Provo, Utah, USA, and
Douglas W.S. Renwick
Nottingham Trent University, Nottingham Business School, Nottingham, UK
Abstract
Purpose –Congruent 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,
organisationalleaders 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/approach–The authors used a cross-sectionaldata collection techniqueto obtain 372
useable samples from 49 manufacturing organisations in Nigeria.
Findings –Findings 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/value –Our study offers novel insights into how emerging concepts like LSC, DTI, and green
hard and soft TM simultaneously act to predict turnover intention.
Keywords Green talent management, Turnover intention, Leader STARA competence, Digital task
interdependence, Environmental sustainability and green human resource management
Paper type Research paper
Green talent
management,
STARA,
turnover
27
© Samuel Ogbeibu, Charbel Jose Chiappetta Jabbour, John Burgess, James Gaskin and Douglas W.S.
Renwick. Published by Emerald Publishing Limited. This article is published under the Creative
Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create
derivative works of this article (for both commercial and non-commercial purposes), subject to full
attribution to the original publication and authors. The full terms of this licence may be seen at http://
creativecommons.org/licences/by/4.0/legalcode
Research funding: This study was not funded by any grant from a funding-awarding body.
Declaration of competing interest: The authors declare that they have no known competing financial
interests or personal relationships that could have appeared to influence the work reported in this paper.
The current issue and full text archive of this journal is available on Emerald Insight at:
https://www.emerald.com/insight/1469-1930.htm
Received 12 January 2021
Revised 18 March 2021
Accepted 26 March 2021
Journal of Intellectual Capital
Vol. 23 No. 1, 2022
pp. 27-55
Emerald Publishing Limited
1469-1930
DOI 10.1108/JIC-01-2021-0016
Introduction
Challenged by the pressures of government programmes to address global warming concerns
amid the rising volatility of the fourth industrial revolution’s (4IR) advances in smart technology,
artificial intelligence, robotics, algorithms (STARA), and digitalisation, organisational leaders face
an imperative to develop and retain staff talent to address global climate change and
organisational sustainability (Brougham and Haar, 2018;Li et al.,2020;Nirino et al., 2020;Pinto,
2017). The global war for talent and how to manage talent remain major challenges for
organisations, especially given that talent familiar with 4IR technologies is needed to help
organisations respond to the United Nations Global Compact (UNGC) to foster environmental
sustainability (Ariss et al.,2014;Bamel et al., 2020;Farndale et al., 2020;Gardas et al.,2019;John
et al.,2009). Likewise, previous conceptualisations of talent management (TM) require updating to
recognise the contemporary environmental sustainability context and the need for TM practices
to focus on green human capital development programmes(green TM) in o rder toattract, nurture,
retain and deploy the right talent to advance workplace green initiatives forward (Gardas et al.,
2019;John et al.,2009). As an emerging conc ept, green TM in organisations is argued to be a
strategy by which organisational leaders attempt to ensure the right talent is systematically
attracted, nurtured and retained (Bui and Chang, 2018;Gardas et al.,2019). Green TM, which
consists of green soft and hard TM, entails the attraction, identification, selection, nurturing,
retention and positioning of team members with green centred skills and values together with the
potential to drive green initiatives in an organisation (Bui and Chang, 2018;John et al., 2009).
Turnover intention refers to team members’deliberate and conscious desire, and
behavioural intent to leave an organisation in the near future (Mahlasela and Chinyamurindi,
2020); however, little is known as to how developments in STARA and digitalisation within
the workforce influence staff turnover intention (Abdul et al., 2019;Oosthuizen, 2019). Studies
suggest that STARA and digitalisation pose challenges and benefits that significantly
impact the future of work, and it is important for organisations to ensure their human capital
is consistently equipped with relative competencies fundamental to helping organisations
stay relevant over time (Antikainen et al., 2018;Brougham and Haar, 2018;Nerdrum and
Erikson, 2001). Consequently, recent debates opine the need for team leaders in today’s
digitalised world to be competent in managing and deploying radical innovations grounded
in STARA (Brougham and Haar, 2018;Ogbeibu et al., 2021a;Oosthuizen, 2019). Team leaders
that are STARA competent can play major roles to further drive work operations, reduce
complexities of cumbersome tasks and share related knowledge that may improve team
productivity (Oosthuizen, 2019). The demonstration of leader STARA competence (LSC) can
consequently help to reduce the weight of task demands of team members involved in green
initiatives and aid quicker milestones’completion (Ogbeibu et al., 2021a). When LSC is
deployed, team leaders’transfer and cultivation of STARA-related knowledge in their team
members could reduce turnover intention in team members who may be overwhelmed with
complex task-related pressures driven by technological change (Mahlasela and
Chinyamurindi, 2020;Oosthuizen, 2019). While LSC can support organisational long-term
survival, it could also help bolster the implementation of green initiatives required to
engender environmental sustainability (Ogbeibu et al., 2020a).
LSC can be conceptualised as the ability of a leader to typify expertise in STARA so as to
more effectively and efficiently foster organisational objectives essential to defined task
processes (Brougham and Haar, 2018;Ogbeibu et al., 2020a,2021a). By demonstrating
STARA-related competencies via an application of one or more of the STARA components,
leaders can effectively catalyse initiatives relevant for achieving organisational green
objectives (Oosthuizen, 2019). Given technological change, it is important for leaders to go
beyond just possessing basic skills and competencies as they may not be sufficient to combat
future challenges provoked by the 4IR (Li et al., 2020). For organisations to win in the short
run, bolster competitive edge and survive in the long r un, leaders must cultivate
JIC
23,1
28
Get this document and AI-powered insights with a free trial of vLex and Vincent AI
Get Started for FreeStart Your Free Trial of vLex and Vincent AI, Your Precision-Engineered Legal Assistant
-
Access comprehensive legal content with no limitations across vLex's unparalleled global legal database
-
Build stronger arguments with verified citations and CERT citator that tracks case history and precedential strength
-
Transform your legal research from hours to minutes with Vincent AI's intelligent search and analysis capabilities
-
Elevate your practice by focusing your expertise where it matters most while Vincent handles the heavy lifting
Start Your Free Trial of vLex and Vincent AI, Your Precision-Engineered Legal Assistant
-
Access comprehensive legal content with no limitations across vLex's unparalleled global legal database
-
Build stronger arguments with verified citations and CERT citator that tracks case history and precedential strength
-
Transform your legal research from hours to minutes with Vincent AI's intelligent search and analysis capabilities
-
Elevate your practice by focusing your expertise where it matters most while Vincent handles the heavy lifting
Start Your Free Trial of vLex and Vincent AI, Your Precision-Engineered Legal Assistant
-
Access comprehensive legal content with no limitations across vLex's unparalleled global legal database
-
Build stronger arguments with verified citations and CERT citator that tracks case history and precedential strength
-
Transform your legal research from hours to minutes with Vincent AI's intelligent search and analysis capabilities
-
Elevate your practice by focusing your expertise where it matters most while Vincent handles the heavy lifting
Start Your Free Trial of vLex and Vincent AI, Your Precision-Engineered Legal Assistant
-
Access comprehensive legal content with no limitations across vLex's unparalleled global legal database
-
Build stronger arguments with verified citations and CERT citator that tracks case history and precedential strength
-
Transform your legal research from hours to minutes with Vincent AI's intelligent search and analysis capabilities
-
Elevate your practice by focusing your expertise where it matters most while Vincent handles the heavy lifting
Start Your Free Trial of vLex and Vincent AI, Your Precision-Engineered Legal Assistant
-
Access comprehensive legal content with no limitations across vLex's unparalleled global legal database
-
Build stronger arguments with verified citations and CERT citator that tracks case history and precedential strength
-
Transform your legal research from hours to minutes with Vincent AI's intelligent search and analysis capabilities
-
Elevate your practice by focusing your expertise where it matters most while Vincent handles the heavy lifting
