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Industry 5.0 provides significant social, environmental and economic benefits over previous industrial revolutions. However, research in the field of industry 5.0 is still at a very nascent stage. Little is known about research trends in the field and its applications in specific sectors as construction which have relatively low sustainability index. Hence, this study aims to explore research trends in industry 5.0 and its applications in the construction industry.

The study adopted a bibliometric analysis with the use of the vosviewer. The main search words used in the study were “Industry 5.0”, “Society 5.0” AND “Fifth Industrial Revolution”. Initial extracted papers with these keywords were 1036. After refining based on language, document type, key words and timeframe, a total of 188 papers were found suitable for the analysis.

The most impactful research on Industry 5.0 to date was from the United States, Australia and Sweden while the journal sustainability was found to be the highest document source on Industry 5.0. The application areas of industry 5.0 in the construction industry include health and safety, collaborative working, waste management, measurement of environmental features (indoor air quality, atmospheric pressure, noise, humidity and temperature) and forecasting of environmental, social or financial outcomes.

The study used review based papers which form the bulk of the existing research on industry 5.0. This limits understanding of the practical applications, benefits and challenges associated with the use of industry 5.0.

This work contributes to the theory and practice of industry 5.0 by providing baseline data for future research directions on industry 5.0. The work specifically highlights the application areas of industry 5.0 in the construction industry and also indicates the need for questionnaire, interviews or case study based research to enhance understanding of the practical applications of industry 5.0.

Studies on personal characteristics that influence managers' performance in their jobs and their ability to innovate focus mainly on for-profit organizations. We argue that non-profit organizations (NPOs) differ substantially from for-profit organizations in their organizational set-up and processes, so the skills they demand from their managers and employees also differ. We undertake this research to explore the personal factors that could be particularly relevant to managers' performance and innovativeness in the non-profit sector.

We conduct a qualitative, model-building study to derive the personal factors that influence managers' intention to perform and to innovate and their behavior in that regard. The base of our analysis is 15 interviews with knowledgeable informants who either work in NPOs, provide services to them or perform research about them.

We derive 14 personal factors that can be aggregated into four categories—experience, virtues and vices, interpersonal skills and management skills—each of which affect NPO managers' individual performance and/or individual innovativeness.

This study adds to existing research on Ajzen's (1985) Theory of Planned Behavior by extending it to the nonprofit context, so it contributes to the literature on individuals' behavioral intentions.

Overall employee satisfaction may be used as a referral point when trying to understand or explain a dissatisfying incident. In this context, this study examines if, in case of a major dissatisfying organizational incident, employees' prior overall view of their employment relationship changes their perception of current employment relationship's quality. Specifically, it is expected that job satisfaction, perceived organizational support (POS), organizational identification, and organizational loyalty cause significant differences among employees, with regards to their beliefs about contract breach after a major organizational change. The study took place in Greece, where organizations that had recently gone through a merger or acquisition (MorA) were asked to allow employee participation in the study. Independent t-tests confirmed most of the hypotheses stated.

‘Collaboration’ and ‘team’ are terms commonly used in literature related to the provision of health care, including rehabilitation. However, the complexity of the phenomena represented by these terms is often overlooked. ‘Collaboration’ is rarely defined, and ‘teams’ are often presented as easily identifiable and stable entities. Simplistic use of these terms often results in different aspects of interprofessional practice being researched and discussed without reference to the ‘messiness’ (the ambiguities and complexities) surrounding professional practice. As a consequence, health professionals may have difficulties in understanding the relevance of such research to their particular situations. This paper explores the complexities of the phenomenon of collaboration and the concept of team, with the aim of highlighting the benefits of researchers embracing rather than simplifying these phenomena. The paper reports on emerging models in action, which is one part of a wider research project exploring collaboration within rehabilitation teams. The research approach was informed by hermeneutic phenomenology. Insights gained through this project led to the development of two models: the first conceptualising collaboration in relation to domains of process, product and players; the other model proposing the notion of collaborative arenas. The model of collaborative arenas recognises the blurred boundaries and interrelated team memberships that occur in rehabilitation teams. Both models informed ongoing data collection and analysis for this research project and have potential to inform conceptualisation of teams and collaboration for other researchers.

The purpose of this paper is to add to knowledge on the environment of self‐initiated expatriates and their perception of justice in their host country, to identify whether the concept of perceived host country justice applies to, or is relevant to, self‐initiated expatriates.

In total, 33 interviews were conducted in two host countries and responses were clustered to identify emerging themes.

Self‐initiated expatriates perceive justice and support from their host country in a similar way to how employees perceive organizational justice, though the consequences may not follow negative perception as quickly as they do in the organizational context.

This paper builds on a new subject perspective, there is no previous literature aiming to transfer perception of justice models from an organizational perspective to a national level.

While robots have increasingly threatened frontline employees’ (FLEs) future employment by taking over more mechanical and analytical intelligence tasks, they are still unable to “experience” and “feel” to occupy empathetic intelligence tasks that can be handled better by FLEs. This study, therefore, aims to empirically develop and validate a scale measuring the new so-called empathetic creativity as being creative in practicing and performing empathetically intelligent skills during service encounters.

This study adopts a multistage design to develop the scale. Phase 1 combines a literature review with text mining from 3,737 service robots-related YouTube comments to generate 16 items capturing this new construct. Phase 2 assesses both face and content validity of those items, while Phase 3 recruits Prolific FLEs sample to evaluate construct validity. Phase 4 checks this construct’s nomological validity using PLS-SEM and Phase 5 experiments dedicated effort (vs natural talent) as an effective approach to foster FLEs’ perceived empathetic creativity.

The final scale is comprised of 13 refined items that capture three dimensions (social, interactive and emotional) of empathetic creativity. This research provides timely implications to help FLEs in high-contact services stay competitive.

This study introduces the new construct of empathetic creativity, which goes beyond the traditional definition of creativity in services and highlights the importance of empathetic intelligence for FLEs in future employment. This study also develops a multi-item scale to measure this construct, which can be applied to future service management research.

The purpose of this paper is to examine the work‐related attitudes (job satisfaction, job stress and the propensity to remain) of Australian academics and their association with organisational, institutional and demographic factors.

Data were collected by distributing a survey questionnaire to 750 academics, from 37 Australian universities.

The results indicate a moderately low level of job satisfaction, moderately high level of job stress, and high propensity to remain. The findings reveal that the organisational factors (management style, perceived organisational support, and the characteristics of the performance management system) exhibited the most significant association with academic work‐related attitudes, with the only significant institutional factor, the declining ability of students, negatively impacting on job satisfaction and job stress. The findings revealed that work‐related attitudes differ, based on discipline, with science academics found to be more stressed and less satisfied than accounting academics. Different organisational and institutional factors were associated with the work‐related attitudes of academics from these two disciplines.

The findings will make university management aware of the work‐related attitudes of staff, and the factors that are associated with such attitudes, thereby assisting management in developing management policies, and taking appropriate action to address the concerns of staff.

The study provides an initial comparison of the work‐related attitudes (job satisfaction, job stress, and propensity to remain) of Australian academics across the accounting and science disciplines. The study also provides an important insight into the association between specific organisational and institutional factors, with the work‐related attitudes of Australian academics across both disciplines.

This study aims to analyze how perceived organizational support (POS), perceived supervisor support (PSS) and perceived co-worker support (PCS) as components of social exchange at work influence turnover intention through affective commitment.

Perception of sales professionals working in life insurance companies, categorized as liquid knowledge workers, on the study variables was assessed through a questionnaire-based survey. Data on a sample of 212 such professionals across 11 companies were analyzed using structured equation modeling. Maximum likelihood estimate method was used to test the extent of model fit. Mediation has been confirmed through bootstrapping.

Results reveal a significant direct relationship between PSS and turnover intention. POS and PCS were found to have significant indirect effects on turnover intention, mediated by affective commitment.

Overall results prompt the authors to recommend that organizations in insurance business must invest resources in promoting organizational support and also adopt a supportive work culture in which social exchange can easily occur. Level of withdrawal intention among sales professionals can be lowered by establishing emotional bonding with them. Supervisors may also be provided adequate training in soft skills to support their subordinates.

This study has highlighted that support at workplace is a binding force between an employee and his/her organization, and thus it negatively affects his/her withdrawal intention directly or indirectly via affective commitment. This paper stands out in the multitude of existing research as especially the relation of PCS and turnover intention has been explored less. It also adds to the scarce literature available on turnover intention among liquid knowledge workers in Indian insurance sector.

The purpose of the study is to investigate the psychological safety, organisation support and emotion in the workplace during the transition from office to home working during the COVID-19 pandemic crisis. Past studies on emotion in the workplace mostly focus on types of discreet emotion, in relation to positive and negative emotions (e.g. Connelly and Torrence, 2018; Rubino et al., 2013). Other studies reported that emotions are derived from social comparison processes (Matta and Dyne, 2020). During a crisis, the emotional responses of the workers and organisational support to the different group of employees differ due to the social exchange relationship. Hence, this study contributes to the field of organisational support by examining the organisational support as the investment of both physical and psychological resources, and the emotional responses of employees to the COVID-19 pandemic crisis during transition from office to work-from-home setting. Through thick descriptions of the workers' emotion responses to this transition, the research examined how organisational support potentially impacts the worker's experience of psychological safety.

The study was conducted in the Singapore context. In light of the COVID-19 pandemic, the Singapore Government imposed regulatory restrictions, the “Circuit Breaker” from April 7 2020 to curb the spread of the virus infections. Most workplaces from the public service agencies to the private enterprises implemented work from home arrangements for most of the employees. The data were generated from an online survey that included self-reported text-based narratives in response to open-ended questions. Open-ended questions effectively allowed respondents to define the real-world situation in their perspectives. Salaried workers from both the public and private organisations were invited to take part in this research. Respondents comprise full-time, part-time and contracted employees from the diverse sectors. The final sample size of 131 respondents was used. A qualitative data analysis was employed to gain deeper insight into the workers' emotional reactions, including their personal experiences of organisational support and psychological safety, during the transition from office to work from home setting.

The qualitative examination, through thematic coding, reveals the phenomenon of emotion triggered by social comparison emotion and critical socio-emotional resources (i.e. task, flexibility, communication, health and safety and social support) during a health crisis. Specifically, the employees' emotional reactions were elicited from the perceived organisational support, in how organisation cares for their well-being and work contributions and, in turn, influence the psychological safety. For example, the approach of the online communication (as a form of organisation support) practised by the managers has implications on the different levels of psychological safety experienced by the employee. In addition, emotional resources can be interpreted as organisation support. The findings revealed that emotions such as anxiety, stress, unfairness, inferiority and vulnerability are triggered by perceived inequity and comparison with the decisions or resources of the referent others of higher level such as the management (upward social comparison emotion). On the other hand, the emotions of pride, empathy, shared goals and support are generated by the care, collective interest and comparison of the referent others of lower level such as the subordinate (downward social comparison emotion). This study adds theoretical depth to the phenomenon of socio-emotional resources and the implications of psychological safety and organisational support of different work groups in the organisation.

The practical implications contribute to human resource management practices to understanding the socio-emotional resources of the core and periphery groups. It is imperative for organisation to exercise equity in the allocation of resources and treatment between different groups (core and periphery). The implications of this study show the phenomenon of emotional responses arise from comparison within groups linking with perceived fairness. The managerial decisions and supervisor management style are key factors in promoting healthy emotion and psychological safety. Management style such as micromanagement and control were not favourable among employees, and autonomy, trust and empathy resonate with employees. During a crisis and major workplace changes, demonstrating employee care through feedback, timely and specific information sharing and participatory form of communication contribute to the positive perception of procedural and interactional fairness. In the initial phase of workplace change amid crisis, some element of control is inevitable. Supervisor support may come in the form of open communication in conveying the rationale for the need to exercise control in one process and flexibility may be accorded in another task. The empowerment of workplace decisions, open communication in shared goals and assurance and trust are critical in enhancing a high psychological safety.

This study examines the roles of emotion, psychological safety and organisational support among different groups of workers (full-time, part-time and contracted employees) in the context of COVID-19 pandemic. There has been scant study in examining the core and periphery groups relating to these research topics. The findings in this study reveal the phenomenon of emotions triggered by social comparison during the workplace changes and the display of different socio-emotional resources within groups. This qualitative research supported the past studies that autonomy in decision-making, supervisor support, employee care and trust affect psychological safety.

Concerned with the pervasive unfriendly relationship between the Nigeria police and the public, and the need to improve upon this relationship, the present study was designed to examine the moderating roles of perceived organizational support and public recognition in the relationship between unethical attitudes and prosocial behaviour among a sample of Nigeria police officers.

Using a cross‐sectional survey design, data was collected from a total of 163 participants randomly drawn among officers and men of the Nigeria Police Force, Oyo State Command, Ibadan, Nigeria.

Results of hierarchical multiple regression analyses reveal an inverse relationship between unethical attitudes and prosocial behaviour among police officers with high or average levels of perceived organizational support and public recognition, while among police officers with low perceived organizational support and public recognition there was a positive relationship between unethical attitudes and prosocial behaviour. The concepts of social exchange theory and the norm of reciprocity were used to explain these findings.

Statements on causality with respect to the present findings must be made with caution because of the non‐experimental nature of the study. Furthermore, perceived organizational support and public recognition were used as global concepts; future studies could explore different facets of these constructs and see how they moderate the relationship between unethical attitudes and prosocial behaviour.

The results of the study suggest that the Nigerian police must be supported and accorded their due recognition if they must behave ethically and prosocially to the Nigerian public.