• Energy Research

Promoting sustainable commuting represents a valuable contribution to tackle the climate crisis, and organizations could act as frontrunners in this regard. Accordingly, conceptualizing and measuring how organizational environments contribute to sustainable commuting has become relevant. This study aims to conceptualize and operationalize the construct of Organizational Climate for Sustainable Commuting (OCSC) and validate the OCSC scale in the Italian language. Data were gathered in an Italian university from 8542 participants. The validation was based on EFA and CFA, reliability, and aggregation indices analyses. To validate the scale, convergent, discriminant, internal construct, and criterion validities were assessed. Results confirmed a unidimensional structure of the tool, satisfactory reliability, justified aggregation, and provided evidence for validity. The proposed concept and scale offer a new perspective and measurement tool to be used when promoting sustainable commuting in the workplace is the objective.

Promoting sustainable commuting represents a valuable contribution to tackle the climate crisis, and organizations could act as frontrunners in this regard. Accordingly, conceptualizing and measuring how organizational environments contribute to sustainable commuting has become relevant. This study aims to conceptualize and operationalize the construct of Organizational Climate for Sustainable Commuting (OCSC) and validate the OCSC scale in the Italian language. Data were gathered in an Italian university from 8542 participants. The validation was based on EFA and CFA, reliability, and aggregation indices analyses. To validate the scale, convergent, discriminant, internal construct, and criterion validities were assessed. Results confirmed a unidimensional structure of the tool, satisfactory reliability, justified aggregation, and provided evidence for validity. The proposed concept and scale offer a new perspective and measurement tool to be used when promoting sustainable commuting in the workplace is the objective.

This paper takes the first steps to empirically validate the widely used model of safety culture of the International Atomic Energy Agency (IAEA), composed of five dimensions, further specified by 37 attributes. To do so, three independent and complementary studies are presented. First, 290 students serve to collect evidence about the face validity of the model. Second, 48 experts in organizational behavior judge its content validity. And third, 468 workers in a Spanish nuclear power plant help to reveal how closely the theoretical five-dimensional model can be replicated. Our findings suggest that several attributes of the model may not be related to their corresponding dimensions. According to our results, a one-dimensional structure fits the data better than the five dimensions proposed by the IAEA. Moreover, the IAEA model, as it stands, seems to have rather moderate content validity and low face validity. Practical implications for researchers and practitioners are included.

This paper takes the first steps to empirically validate the widely used model of safety culture of the International Atomic Energy Agency (IAEA), composed of five dimensions, further specified by 37 attributes. To do so, three independent and complementary studies are presented. First, 290 students serve to collect evidence about the face validity of the model. Second, 48 experts in organizational behavior judge its content validity. And third, 468 workers in a Spanish nuclear power plant help to reveal how closely the theoretical five-dimensional model can be replicated. Our findings suggest that several attributes of the model may not be related to their corresponding dimensions. According to our results, a one-dimensional structure fits the data better than the five dimensions proposed by the IAEA. Moreover, the IAEA model, as it stands, seems to have rather moderate content validity and low face validity. Practical implications for researchers and practitioners are included.

Background: There is compelling evidence to suggest that leadership behaviour and teamwork are critical success factors in healthcare organisations facing increasingly complex demands and limited resources. Effective teamwork is essential to deliver high-quality care, requiring integrating different professionals in the healthcare sector. Leaders play a significant role in facilitating teamwork by managing conflicts and promoting cooperation among team members. The COVID-19 pandemic has further highlighted the importance of leadership in supporting the mental health and well-being of team members. Methods: A cross-lagged research design was used to examine the relationship between mental health-specific (MHS) leadership and teamwork. Participants were 118 healthcare professionals (76.3% female; 44.9% aged between 45 and 54 years old). Results: A serial mediation model was confirmed, showing an indirect effect of mental health leadership on teamwork through interpersonal conflict and cooperation. Conclusions: Effective (MHS) leadership can positively impact the teamwork of healthcare professionals, particularly during times of crisis.

Background: There is compelling evidence to suggest that leadership behaviour and teamwork are critical success factors in healthcare organisations facing increasingly complex demands and limited resources. Effective teamwork is essential to deliver high-quality care, requiring integrating different professionals in the healthcare sector. Leaders play a significant role in facilitating teamwork by managing conflicts and promoting cooperation among team members. The COVID-19 pandemic has further highlighted the importance of leadership in supporting the mental health and well-being of team members. Methods: A cross-lagged research design was used to examine the relationship between mental health-specific (MHS) leadership and teamwork. Participants were 118 healthcare professionals (76.3% female; 44.9% aged between 45 and 54 years old). Results: A serial mediation model was confirmed, showing an indirect effect of mental health leadership on teamwork through interpersonal conflict and cooperation. Conclusions: Effective (MHS) leadership can positively impact the teamwork of healthcare professionals, particularly during times of crisis.

Organizations that integrate new technologies, such as collaborative robots, often struggle to maintain workers’ psychological well-being during transitions. Integrating new technologies can, in fact, negatively impact job satisfaction, motivation, and organizational culture. It is thus essential to prioritize workers’ psychological sustainability to benefit fully from these technologies’ advantages, such as reduced production times and increased flexibility. This study evaluates the impact of eight guidelines designed to support organizations in optimizing human–robot collaboration. The guidelines focus on safety, training, communication, worker agency, and stakeholder involvement. We investigated possible implementation solutions and assessment methods or KPIs for each guideline. We conducted an online survey targeting experts in robotics to gather opinions on the guidelines’ potential impact on workers’ psychological well-being, safety, and performance. The survey also asked about implementation solutions and KPIs for evaluating their effectiveness. Proposed solutions, such as demonstration videos and hands-on training, have the potential to enhance users’ perceived safety and confidence in the system. KPIs, such as subjective perceived safety, risk assessment, and user satisfaction, can be employed to assess the success of these implementations. The study highlights key strategies for ensuring workers’ psychological well-being, optimizing performance, and promoting a smooth integration of robotic technologies. By addressing these factors, organizations can better navigate technology integration challenges, fostering a more sustainable and human-centric approach to deploying robotic systems in the workplace.