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This study investigates the relationship between the individual’s levels of innovativeness (ILI) and the individual’s intention to finance (IIF) an equity crowdfunding campaign to understand whether and to what extent individuals' personalities (IP) can foster crowdfunding success.

OLS models are applied based on survey data collected from 385 US and UK citizen respondents. Further, the baseline relationship between ILI and IIF is broken down on the basis of the interactions with two behavioral characteristics: proactive personality (PP) and openness to experience (OE).

Results show a positive relationship between individual’s levels of innovativeness and the individual’s intention to finance an equity crowdfunding campaign. Furthermore, this relationship continues to be positive when moderators are introduced in the models, demonstrating that PP and OE are personal traits that strengthen the main relationship.

Our findings contribute to enriching the stream of literature according to which equity crowdfunding is a helpful tool not only able to bridge the financial gap of companies during the first phase of their life cycle. The findings also contribute to the development of the innovation process, creating also a social identity within the crowdfunding community.

This paper aims to bring these areas closer by exploring the relationship between the dimensions of strategic intelligence (SI) for leadership and the proactive work behaviours (PWBs) of Upper Egypt universities' employees. Therefore, the research question revolves around: is there a relationship between SI and PWB?

The study relied on a descriptive analytical approach and a stratified random sample. The paper opts for a descriptive study using the survey lists that depends on three scales: strategic leadership intelligence. The sampling unit is represented by the individuals working in Upper Egypt Universities, distributed on a sample of 364 Upper Egypt universities' employees.

The results indicate a significant relationship between dimensions of SI for leadership and the PWBs.

Because of the chosen research approach, the research results may lack generalisability. Therefore, researchers are encouraged to test the proposed propositions further. This paper is the first to examine, to the authors' knowledge the relationship between intelligence for leadership and the PWBs.

The present paper contributes to the development of sustainable strategies by focusing on the social perspective and the role played by HRM. Specifically, we identified and compared the employee competencies that supported the compliance strategy as well as the innovative/proactive sustainability strategies – and their impacts on social outcomes.

After formulating hypotheses, we tested them on a sample of 179 companies from the chemical and metallurgical industries using the bootstrap method.

The results revealed that both sustainability strategies were present in the sample. The compliance sustainable strategy showed to be negatively associated with employee competencies, whilst proactive sustainable strategy firms presented a positive relationship with employee competencies. We also found that compliance strategies failed to have any impact on social outcomes, but proactive strategies had a positive effect on social outcomes. Indeed, normative and foresighted thinking competencies acted as mediating variables in such a relationship.

The originality of this paper lies in three aspects hitherto unaddressed in the literature: first, the conceptualisation and assessment of sustainable strategies focused on a social dimension; second, the identification of individual competencies required developing sustainable strategies; and third, the demonstration that it is only the firms that adopt proactive sustainable strategies that obtain positive social outcomes.

The vulnerability of the tourism industry to an array of risks, encompassing family-related, small- and medium-sized enterprise-specific, strategic, tourism-specific and external factors, highlights the landscape within which small and medium family enterprises (SMFEs) operate. Although SMFEs are an important stakeholder in the dynamic tourism sector, they are not one homogenous group of firms, but have different strategic orientations. This study aims to investigate the interplay between strategic orientation and risk perception to better understand SMFEs risk perception as it is impacting their decision-making processes, resilience and long-term survival. The authors investigate how different strategic orientations contribute to different perspectives on risk among owner-managers.

Based on a qualitative data corpus of 119 face-to-face interviews, the authors apply various coding rounds to better understand the relationship between strategic orientations and the perceptions of risks. Firstly, the authors analysed the owner–manager interviews and identified three groups of different strategic orientations: proactive and sustainability-oriented SMFE, destination-affirmative and resilience-oriented SMFE and passive SMFE. Secondly, the authors coded the interviews for different risks identified. The authors identified that the three groups show differences in the risk perceptions.

The data unveil that the three groups of SMFEs have several differences in how they perceive risks. Proactive and sustainability-oriented SMFEs prioritize business risks, demonstrating a penchant for innovation and sustainability. Destination-affirmative and resilience-oriented SMFEs perceive a broader range of risks, tying their investments to destination development, emphasizing family and health risks and navigating competitive pressures. Passive SMFEs, primarily concerned with external risks, exhibit limited awareness of internal and strategic risks, resist change and often defer decision-making to successors. The findings underscore how different strategic orientations influence risk perceptions and decision-making processes within SMFEs in the tourism industry.

The authors contribute to existing knowledge include offering a comprehensive status quo of perceived risks for different strategic orientations, a notably underexplored area. In addition, the differences with respect to risk perception shown in the paper suggest that simplified models ignoring risk perception may be insufficient for policy recommendations and for understanding the dynamics of the tourism sector. For future research, the authors propose to focus on exploring the possible directions in which strategic orientation and risk perception influence one another, which might be a limitation of this study due to its qualitative nature.

Varying strategic orientations and risk perceptions highlight the diversity within the stakeholder group of SMFE. Recognizing differences allows for more targeted interventions that address the unique concerns and opportunities of each group and can thus improve the firm’s resilience (Memili et al., 2023) and therefore leading to sustainability destinations development. The authors suggest practical support for destination management organizations and regional policymakers, aimed especially at enhancing the risk management of passive SMFEs. Proactive SMFE could be encouraged to perceive more family risks.

Viewing tourism destinations as a complex stakeholder network, unveiling distinct risk landscapes for various strategic orientations of one stakeholder has the potential to benefit the overall destination development. The proactive and sustainability-oriented SMFEs are highly pertinent as they might lead destinations to further development and create competitive advantage through innovative business models. Passive SMFEs might hinder the further development of the destination, e.g. through missing innovation efforts or succession.

Although different studies explore business risks (Forgacs and Dimanche, 2016), risks from climate change (Demiroglu et al., 2019), natural disasters (Zhang et al., 2023) or shocks such as COVID-19 (Teeroovengadum et al., 2021), this study shows that it does not imply that SMFE as active stakeholder perceive such risk. Rather, different strategic orientations are in relation to perceiving risks differently. The authors therefore open up an interesting new field for further studies, as risk perception influences the decision-making of tourism actors, and therefore resilience.

Drawing upon social learning theory (SLT), the study examines the consequences of ethical leadership on followers' voice behavior facets (promotive and prohibitive). The study tests hypotheses about the processing mechanism (moral identity) and the boundary condition (proactive personality) to understand these relationships.

The study collected time-lagged survey data through an online structured questionnaire from 182 respondents. Confirmatory factor analysis (CFA) was used to ensure the validity and reliability of the data. Moreover, structural equation modeling was run to test the hypotheses using AMOS.

Ethical leadership positively affects followers' promotive and prohibitive voice behavior via the psychological mechanism of moral identity. Proactive personality moderates the moral identity – promotive and moral identity – prohibitive voice relationships, such that these relations are stronger when the individuals are high on proactive personality.

Robust evidence of a genuine cause-and-effect relationship may not be yielded owing to cross-sectional and self-reported data at the follower level of analysis. Future researchers can use dyadic, longitudinal and experimental designs to overcome these limitations. Organizations targeting to increase voice behavior can benefit from maintaining ethical leaders and proactive followers at the workplace.

The study significantly contributes to the ethical leadership and voice behavior literature. Ethical leadership enhances followers' promotive/prohibitive voice behaviors through their moral identity enhancement. The paper also confirmed that a proactive personality is a critical boundary condition in these relationships. Empirical evidence from the Eastern context has been added, and research directions have also been provided.

Public service organizations (PSOs) face a critical dilemma: how to generate more value for society but with a much-reduced resource base. The article advances the strategy axis of entrepreneurial orientation (EO) research by examining EO and proactive market orientation (PMO) as joint-strategic approaches to this end, and how the characteristics of public managers may moderate the paths to value creation.

The article draws on a unique survey-based dataset developed from Brazilian PSOs and employs structural equation modelling for hypotheses testing. Post-hoc analysis, by way of analysis of variance, demonstrates the joint impact of the two strategic approaches on public service performance level.

Entrepreneurial and PMOs are revealed as routes to enhanced service performance, but managers’ domain expertise negatively moderates these relationships. Post-hoc analysis reveals how organizations displaying higher levels of both orientations realize superior performance, relative to those favouring either/or.

The study contributes new evidence for EO model specificity by examining a narrowly bounded sample of PSOs; addresses the neglect of other outcome variables beyond traditional performance, showing the value of EO for society and offers new insights to the managerial conditions that moderate the positive synergies between EO, PMO and service performance.

This study attempts to answer the question: “how are the two drivers, accountability focus and organizational learning, independently and interactively associated with public agencies’ proactive policy orientation?” The first driver is the multiple accountabilities that public agencies pursue: (1) bureaucratic, (2) legal, (3) professional and (4) political. The second driver is the organizational learning activities of public agencies: (1) socialization, (2) externalization, (3) combination and (4) internalization.

For data, 800 respondents from the public agencies in South Korea were surveyed.

The analysis provided several findings: (1) the discretionary accountabilities (professional and political) have a greater positive influence on the proactive policy orientation; (2) the conventional accountabilities (legal and bureaucratic) tend to have negative impacts on the proactive policy orientation and (3) among the four types of accountability, legal accountability can be more significantly complemented by organizational learning activities, which can enable both visionary and realistic administration in a balanced manner.

This study provides a unique insight on how organizational proactivity can be ensured through the interactions of organizational accountabilities and organizational learning.

The purpose of the study is to investigate how employee ambidexterity (studied as passive and active ambidexterity; EPA and EAA) impacts employee agility (in terms of proactivity, resilience and adaptability) along with the moderating influences of employee organizational tenure (EOT).

A simple random sampling technique is used to collect primary responses from bank managers working in various public, private and regional rural banks in India. The analysis is performed using AMOS (Version-25), a covariance-based structural equation modeling approach.

The two-folded findings include first, the EAA–agility relationship is stronger than the EPA–agility linkage. Second, EOT negatively influences the EAA–EPA–agility relationships.

Although the performance impact of ambidexterity is well documented in the literature there is a dearth of empirical investigation on its agility impact. Since most of the extant researchers have studied ambidexterity and agility from an organizational context, this research highlights the less-studied ambidexterity-agility connection from an employee perspective. Further, EOT is mostly studied as a control variable, while this research investigates as a moderator influencing the ambidexterity–agility linkage in the context of emerging economies such as India.

This paper aims to investigate the direct and combined impacts of entrepreneurial orientation (EO) and conservative orientation (CO) on perceived business performance (PBP) of small- and medium-sized enterprises (SMEs) under strategic-hybrid orientation (SHO) theory.

The data collected from the SABI NEO international database has 90 companies in 13 medium-to-high and high-tech activity sectors. The authors used partial least squares structural equation modelling to test the research model.

Business strategies match a SHO that includes both orientations, i.e. EO and CO. Moreover, as expected, the authors found evidence that each orientation produces performance-related sign-opposite significant impacts. Finally, the hypothesis regarding the positive synergistic effect of both orientations (EO and CO) on PBP was also supported.

One stems from the study’s cross-sectional nature, requiring a longitudinal approach. Another one resides in the absence of further examinations concerning multigroup analysis. Another restraint is the limitedness of data, focused on firms with med/high-tech intensity. For last, while the use of results in the initial stages of theory development can be beneficial, it is important to note that such results cannot be simply extrapolated or generalized to other industrial sectors without careful consideration of the contextual factors at play.

This study humbly endeavours to contribute to the finality of SMEs’ more steady and prosperous existence concerning the consciousness of the need to improve labour stability and wage fairness, conditions such as requiring a continuous commitment.

In this study, the authors aimed to investigate the impact of SHO on SMEs’ PBP. To this end, the authors simultaneously used two different strategic orientations (SOs): EO, which is widely studied in the literature, and CO, which has been less researched. The authors also examined their synergistic effects on PBP. The authors’ approach is based on Venkatraman’s strategic orientation of business enterprises model and the comparative paradigm of SOs.

Grounded in the conservation of resources theory, this study proposes the mechanisms and conditions under which customer mistreatment affects employee proactive behavior. This study focuses on insomnia as a mediating mechanism and resilience as a boundary condition for the indirect effect of customer mistreatment on employee proactive behavior via insomnia.

We conducted a single survey in two phases, with a time lag of three weeks, among 302 frontline South Korean employees. The data collected from these two points were then analyzed using hierarchical regression analysis and the PROCESS macro.

The findings demonstrated that there was a significant negative relationship between customer mistreatment and employee proactive behavior, and this relationship was mediated by insomnia. Furthermore, the results revealed that resilience moderates both the effect of customer mistreatment on insomnia and the indirect effect of customer mistreatment on employee proactive behavior through insomnia.

This research primarily focuses on Korean frontline workers, potentially limiting cultural generalizability. The reliance on self-reported data may introduce common method bias. Future studies should diversify participant demographics and utilize multi-source feedback to validate findings. Grounded in the Conservation of Resource Theory, this study underscores the neglected linkage between customer mistreatment and proactive behavior, especially in frontline employees. We introduce insomnia as a pivotal mediator, deepening our understanding of why mistreatment dampens proactivity. Additionally, we spotlight the role of resilience, revealing its buffering effect against mistreatment’s adverse outcomes.

Organizations should be aware of the detrimental effects of customer mistreatment on frontline employees, as it can hamper proactive behavior, primarily through the exacerbation of insomnia. Implementing resilience-training programs can be a proactive step, offering frontline staff tools to buffer against such negative outcomes. Managers are encouraged to recognize and address instances of customer mistreatment and prioritize employee well-being, which in turn can foster a more proactive and resilient workforce, enhancing organizational performance and customer satisfaction.

This study underscores the broader societal challenge of customer mistreatment in the service sector, highlighting its ripple effects on employee well-being and proactive behavior. It sheds light on the importance of fostering respectful interactions in public and private spaces, emphasizing mutual respect between customers and service providers. Recognizing the adverse impacts of mistreatment can prompt societal discourse on workplace ethics and encourage organizations to advocate for their employees' rights. Ultimately, nurturing a culture that condemns customer mistreatment can lead to healthier work environments, benefitting both employees and society at large.

This study presents a novel approach by investigating the impact of customer mistreatment on employee proactive behavior, considering insomnia as a mediator, a perspective that has received limited attention in existing literature. Additionally, it introduces the concept of resilience as a moderator, offering fresh insights into how individual resilience levels can affect the relationship between customer mistreatment and proactive behavior. The research goes beyond traditional analyses of workplace dynamics to explore the broader implications of these interactions on personal well-being and sleep patterns. Through the application of a moderated-mediation framework, this study enhances understanding of complex organizational behavior dynamics, particularly in the service sector, and provides valuable implications for both theoretical understanding and practical application.