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PurposeThe purpose of this study is to explore knowledge management (KM) initiatives for achieving sustainable development goal (SDG) 4.7 and to investigate enablers and barriers to insert KM to prepare higher education institutions (HEIs) ready to contribute to SDGs’ performance. At the end, this paper provides a practical perspective of KM initiatives for higher education for sustainable development (HESD).Design/methodology/approachThis is an exploratory study. It applies a descriptive-interpretative-qualitative approach. The analysis is based on the opinions collected from 170 HEIs’ stakeholders. Discussions among participants have been organized through zoom meetings, telephone interviews and focus group discussions in three phases. In the first phase, a total of 113 informants took part in the discussion on various dates. In the second phase, 10 interviews were conducted with university officials using three open-ended questions; and in the third phase, three focus group discussions were organized to interact about the effectiveness of the Masters in Business Administration in Global Leadership and Management programme and curriculum with teachers, students and the programme initiators.FindingsFrom the analysis of stakeholders’ views, it appears that Nepalese HEIs have yet to move forward with integrating KM activities into their aims, structure and functions to address the government’s policy guidelines applicable to maximizing SDG’ performance. A KM cultural framework that values intellectual capital is urgently needed to fill the knowledge-doing gap for the benefit of society. HEIs appear to require multidisciplinary teaching, learning and research methods to play a civic role in society. They have to improve their rules and regulation, develop a boundary-spanning structure from a conventional structure and apply KM initiatives to support achieving SDGs’ performance. Understanding and inculcating these initiatives in the academic programmes could provide a value-adding higher education in the country.Research limitations/implicationsThis paper is entirely based on the perspectives of stakeholders in higher education. So, understanding their points of view and perspectives may have resulted in vague explanations. Furthermore, because the setting of Nepal’s HEIs differs from that of developed countries, the results should only be interpreted in Nepalese contexts.Practical implicationsThis paper acknowledges the gaps and complexities in Nepalese HEIs from the standpoints of HEIs’ leaders, teachers and students for the application of KM initiatives to reform HEIs, with HESD in consideration, and enhance SDGs’ performance.Originality/valueTo the best of the authors’ knowledge, the paper is the first of its kind in the context of Nepal, exploring KM initiatives for SDGs. It provides a new perspective on KM and comprehends KM initiatives in the case of Nepalese HEIs transformation into HESD for achieving SDG 4.7.

Purpose This paper aims to assess the state of the art of quality of education, research and governance to incorporate sustainable development goal 4 (SDG 4) in Nepalese higher education institutions (HEIs). In particular, it raises questions to initiate a discourse on HEIs to achieve SDG 4. Design/methodology/approach The idea of undertaking this research is heavily borrowed from scientific literature and policy documents. It is an exploratory study that assesses the current status of quality of education, research and governance and suggests policy measures to inculcate SDGs culture in Nepalese HEIs. This study follows a qualitative approach. The analysis is based on the opinions of 113 HEIs stakeholders and high-ranked university officials. Discussions among stakeholders have been organized using online facilities such as Zoom and Team. Findings Nepalese universities had not incorporated SDGs in their policy, planning, budget and curriculum. The research finds that even after the government’s commitment to SDGs, HEIs are not honestly involved in academic discourse on these goals. From the conversation with university officials, it appears that Universities have understood it as a government policy for development, rather than incorporating it as their sectoral responsibility to ensure the quality of education for future generations. Practical implications This paper prescribes policies to inculcate SDGs culture practically throughout the university structure and operations and opens the floor to discourse on the sectoral role to reach SDG 4. Second, this research suggests activities and policies integrated toward the common good agenda. Originality/value The paper is the first of its type in the context of a least developed country, Nepal, to raise the issue of HEIs for SDGs. This paper also represents the situation of HEIs for SDGs of similar countries.

In Western literature, employment relations/human resource management (ERs/HRM) is a widely debated area. Most of the debate was focus on strategic HRM, integration, and devolvement, pluralist and unitary, soft, and hard HRM. However, from the research perspective, the basic conceptualization has not been changed. The new wave of sustainable ERs research emerged, realizing the problems of inclusiveness and multiple stakeholders of organizations. The Nepalese economy and business, national culture, and institutions vary widely to the West. Therefore, difficult to emulate the ERs framework originated in the West to conceptualize Nepalese ERs. The paper aims to discuss the Nepalese organizational context, to examine the impact of contextual factors conceptualize ERs, and to discourse on approach to ERs for Nepalese organizations. A wide range of literature is reviewed from scattered sources to IRs conceptualization in the Nepalese context. The paper finally suggests sustainable ERs for Nepalese organizations compatible with Sustainable Development Goals (SDGs). Therefore, a substantial discourse is required institutionally to achieve these goals.

The purpose of this paper is to assess the quality of education, research, and governance of Nepalese higher education institutions (HEIs) as a supplement to achieve Sustainable Development Goal 4 ...

Purpose The paper aims to assess the corporate social responsibility (CSR) domains in Nepalese companies and explain the active CSR activities related to concerned domain. Design/methodology/approach The study is descriptive and is based on a review of previous research findings and focus group discussion. Findings It has three major findings. First, there is a gradual shift from philanthropic domain of CSR to the economic domain. Second, a number of CSR activities have emerged from within the domains. Finally, some of the CSR intents are even linked to the Millennium Development Goals of the country. Research limitations/implications This study is mainly based on qualitative analysis (focus group discussions) of the participants in three different discussion programs. Practical implications This paper is useful to academicians and companies seeking to understand what kind of CSR activities are undergoing in Nepalese companies in different domains. Originality/value This is perhaps the very first investigation of its kind in the Nepalese context.

PurposeThe paper aims to examine the status of corporate social responsibility (CSR) in Nepalese companies.Design/methodology/appoachThe study is descriptive‐cum‐analytical and is based on a review of the literature.FindingsThe cases presented in the paper show a low intensity of CSR in Nepal. Both government and employers are somehow not serious in implementing labor laws. At the company level, employees' awareness of CSR can bring a positive attitude towards the company.Practical implicationsThis paper is useful to academicians and companies seeking to understand the factors supporting and inhibiting CSR in Nepalese companies.Research limitations/implicationsThe main limitation is that although there are many variables by which to measure CSR initiatives, only labor laws, employees' awareness and a few HRM dimensions have been covered.Originality/valueThis is perhaps the very first investigation of its kind in the Nepalese context.

Over the past decade or so a number of changes have been observed in traditional Japanese employment relations (ERs) systems such as an increase in non-regular workers, a move towards performance-based systems and a continuous decline in union membership. There is a large body of Anglo-Saxon and Japanese literature providing evidence that national factors such as national institutions, national culture, and the business and economic environment have significantly influenced what were hitherto three ‘sacred’ aspects of Japanese ERs systems (ERSs). However, no research has been undertaken until now at the firm level regarding the extent to which changes in national factors influence ERSs across firms. This article develops a model to examine the impact of national factors on ER systems; and analyses the impact of national factors at the firm level ER systems. Based on information collected from two different groups of companies, namely Mitsubishi Chemical Group (MCG) and Federation of Shinkin Bank (FSB) the research finds that except for a few similarities, the impact of national factors is different on Japanese ER systems at the firm level. This indicates that the impact of national factors varies in the implementation of employment relations factors. In the case of MCG, national culture has less to do with seniority-based system. Study also reveals that the national culture factors have also less influence on an enterprise-based system in the case of FSB. This analysis is useful for domestic and international organizations as it helps to better understand the role of national factors in determining Japanese ERSs.

PurposeThe paper aims to: examine the evolution of Japanese corporate management (JCM); review the Japanese vs American corporate management model; discuss typical corporate strategy of Japanese companies; and evaluate emerging scenarios of JCM.Design/methodology/approachThe paper mainly reviews past and current literature to discuss emerging scenarios of JCM.FindingsDriven by persistent pressures from environmental forces in the postwar period, there have been changes in the way of managing ideas, things and people in Japanese corporations in order to cope in the world of competition.Research limitations/implicationsThe paper is mainly theoretical and no empirical evidences are presented to explore the situation of JCM in practice.Practical implicationsWith growing competition in the domestic and international markets in the recent past, Japanese firms have tried to achieve a new level of industrialization and a rapid technological advancement; they have faced an erosion of traditional values, a growing labor shortage and an ever‐increasing complexity in size and operation. Therefore, this paper is mainly useful to academicians and professional to know about how JCM practices have been changing.Originality/valueVery few Japanese researchers attempted to write about emerging Japanese management scenario of the prewar period. The paper contributes by exploring different facts about prewar and emerging scenarios of JCM and adds value in this perspective.

PurposeA firm's competitiveness depends on its capacity to manage performance and improve the development of the skills and competencies of employees – creating a learning environment. Although the Nepalese economy has embraced an open market policy and is attempting to join the global market, competitive advantage is being hindered by a failure to address human resource development (HRD) and by poor performance management (PM) practices. This paper seeks to address this issue.Design/methodology/approachThe research article raises three research questions: What is the concept of PM – how does it relate to HRD? What is the PM and HRD context and what are the associated issues in Nepalese organizations? and How could new structure and roles improve HRD for PM? In order to answer these research questions Anglo‐Saxon and Nepalese literature is reviewed.FindingsIn order to manage PM in Nepalese organizations a clear link between organizational objectives and outcomes should be established by developing a human capital base in organizations. HRD professionals help to integrate HRD functions and organizational objectives by creating a learning environment.Research limitations/implicationsThe study is not survey‐based and thus information is largely collected from published literature rather than perceptions of employees, management and labour unions and the authenticity of the prescribed four‐column‐model is yet to be tested.Originality/valueA four‐column model comprising HRD and PM context, PM issues, HRD issues, and the new HRD structure and functions is developed and can be used as a framework for undertaking future research. This framework is the main contribution of the paper.

PurposeThe purpose of this paper is to present a concept of knowledge among the campus chiefs and other university leaders to make them aware of how important knowledge management (KM) is to achieve quality education criteria.Design/methodology/approachThe approach of the article is basically conceptual and descriptive. The article was presented at three different seminars of professors and campus chiefs and their suggestions are also incorporated.Originality/valueThe article deals with KM and quality education relations. The author believes that this article is valuable to academic leaders to know the issues and challenges of Nepalese academic institutions and apply the concept of KM to achieve quality education goals.Practical implicationsThe article was prepared to familiarize Nepalese educational leaders with the tools and processes of KM.Originality/valueThis is a conceptual article and there is still a need for research in Nepalese academic institutions to know the real situation of KM. However, the article helps educational leaders to know how important are KM concepts, tools and practices to fulfill the objective of quality education.

PurposeThis paper aims to review how far Nepalese firms are complying quality of work life (QWL) provisions of the Labor laws and to assess expectations of union leaders on different dimensions of QWL.Design/methodology/approachThis paper is mainly based on a literature survey. To answer the research, three different labor laws are reviewed. In order to understand expectation of union leaders, a questionnaire survey is administered.FindingsIn Nepalese workplaces, the QWL situation is deteriorating and thus commitment of the part of government, employers, and union leaders is required to work on QWL initiatives and to create a sound and harmonious industrial relations environment.Research limitations/implicationsThere are various dimensions affecting QWL initiatives. However, in this study only labor legislation is taken as a measure to examine QWL initiatives. Similarly, to understand expectations towards different dimensions of QWL only views of union leaders are collected. No other views than those of union leaders are considered.Practical implicationsThe clear deviation in the implementation of labor laws and widening expectation gap of union leaders can be referred as a poor QWL situation in Nepalese firms. This paper clearly makes an open debate on different QWL issues and provides clues for researchers in making future studies of the QWL situation in Nepal.Originality/valueA paper of this kind focusing on QWL and labor legislation together with inputs from literature has never been written and published before. This is the original contribution of the authors to familiarize readers with the situation of QWL in Nepalese organizations.