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This paper examines the mediating process of enhancing employees' psychological ownership among family hotel employees.

A total of 1,005 employees from 197 budget-to-three-star family hotels took part in the study by completing an either self-reported or interviewer questionnaire. The respondents were selected using a convenient sampling technique. A partial least square structural equation was used to analyse the data.

Work engagement and organisational performance were shown to significantly predict psychological ownership, except for counterproductive work behaviour. Both counterproductive work behaviour and organisational performance were found to predict psychological ownership. Finally, the relationship between (1) counterproductive work behaviour and psychological ownership and (2) organisational performance and psychological ownership is mediated by work engagement.

Replication of this model in different countries and other work settings is highly recommended for cross validating the reported findings in this study. The study emphasises the need for family hotel owners to create a conducive work environment devoid of conditions that promote counterproductive work behaviour among employees and encourage them to engage in higher productivity.

This study appears to be one of the first to have investigated a model linking counterproductive work behaviour, performance to psychological ownership through work engagement in the family hotel context.

While worker well-being is increasingly recognised as a performance driver and marker of socially responsible organisations, workaholism is ubiquitous and remains poorly understood. This study aims to uncover workaholism precursors, dynamics and trajectories, and explains how organisations can manage its emergence and impact.

Fifteen semi-structured interviews were conducted with a diverse sample of self-identified workaholics in New Zealand and analysed through interpretivist phenomenological analysis.

This study contributes to the workaholism literature by elucidating how the work–identity link is formed and maintained, the psychophysiological experiences and worldviews of workaholics and the role families, organisations and culture play in workaholism. The findings also elucidate the relationship between workaholism, work addiction and engagement.

The authors outline how leaders and organisations can detect and manage workaholism risk factors and understand its trajectories to develop healthy workplaces.

The retrospective experiential accounts obtained from a diverse sample of workaholics enabled the identification of workaholism precursors, including some previously undetected in the literature, their complex interrelations with environmental factors and workaholism trajectories.

This study aims to examine the extent to which organizational dissent predicts perception of workplace bullying. As previous studies have reported inconsistent and sometimes contradictory results regarding the interaction between the reporting of bullying and demographic variables, these variables are examined in the New Zealand context. Organizational communication research provides considerable insight into the ways individuals make sense of and resist workplace bullying through juxtaposition with the concepts of dissent and intragroup conflict.

A nationally representative sample of managers in New Zealand (n = 239) was conducted. Surveys included demographic questions and the following measures: Organizational Dissent Scale and Negative Acts Questionnaire Revised Scale.

Key results and indications for further research are highlighted by the third model in this study. First, workers who reported they engaged in either articulated dissent or latent dissent were more likely to perceive workplace bullying. Second, workers who are more likely to express contrary opinions in the workplace are more likely to recognize, acknowledge and tolerate less positive interactions in the workplace such as bullying.

To the best of the authors’ knowledge, this study is the first to analyze dissent and bullying in the New Zealand context. Second, this research raises the question of whether there is a conflation of work-related bullying behaviors and bad leadership styles that may not be targeted (e.g. authoritative leadership and micromanaging). Finally, communication research provides a distinctive contribution by exploring the narrative form of worker responses to perceived bullying. In this manuscript, the authors examine potential predictors on the perception of workplace bullying in the context of New Zealand, particularly focus on the relationship between dissent and the perception of workplace bullying.

This paper aims to identify and report the differential effects of activity control and capability control on role stressors, which subsequently affect salespeople’s job satisfaction and sales performance.

Drawing on job demands-resources (JD-R) theory, the authors defined active control and customer demandingness as the job demands and capability control as the job resource, and designed their relationship with role stressors, which are indicated as role ambiguity, role conflict and role overload. The authors enrolled a sample of 223 industrial salespeople from pharmaceutical companies. After collecting the data, the authors used structural equation modeling using AMOS to test and estimate causal relationships along with a two-step approach to examine the interaction effect. The authors have also tested the simple slope of two-way interactions. All of the measured variables were identical to those used in previous studies.

The study findings indicate that behavior-based control can be counterproductive. Reducing activity control can decrease role stress, increase job satisfaction and improve job performance; increasing capability control, however, can reduce role stress and increase job satisfaction and performance. It is also important to acknowledge the external environment of the sales context in which behavior-based control is most effective: whereas high customer demandingness and capability control are related to reduced role stress, high customer demandingness and activity control are related to increased role stress.

Sales managers should recognize that different control management regimes reinforce or mitigate salespeople’s job stressors and outcomes under specific conditions (i.e. work environments marked by higher or lower customer demandingness).

Drawing on JD-R theory, the research shows that a behavior control (i.e. activity control and capability control) has differential, and even opposite, psychological consequences.

This study aims to understand the mechanisms through which workplace spirituality affects employees’ entrepreneurial behavior. It proposes and tests a mediation model in which psychological ownership (PO), a feeling of ownership regardless of legal ownership, mediates the relationship between workplace spirituality and employees’ entrepreneurial behavior.

An empirical analysis was conducted with survey data collected from 351 postgraduate students who were also currently working. Structural equation modeling was applied to test the study hypotheses using Mplus software.

Workplace spirituality is associated with employees’ entrepreneurial behavior, and PO fully mediates this relationship. The findings highlight that PO is the missing link that connects workplace spirituality and employees’ entrepreneurial behavior.

This study offers organizations a new insight by showing that PO plays a key role in contributing to the entrepreneurial behavior of employees who consider themselves spiritual.

The mechanism for the relationship between workplace spirituality and employees’ entrepreneurial behavior is explained.

The purpose of this study is to test the role of familiness-related team forces induced by the CEO of family firms. In particular, we report on the effects of the transformational leadership style of CEOs on their respective top-management team (TMT) and firm performance when viewed through a familiness lens.

Survey measures were taken from a snowballed sample of 72 CEOs of German family firms as well as from 245 members of their TMTs. We tested the aggregated firm-level data with objective performance indicators of the firms they led.

Support was obtained for the three hypothesized team-force mediations and the four-path mediation model. The relationship between CEO’s transformational style and high family-firm performance is found to be serially mediated by TMT cohesion, behavioral integration and efficacy. Together, these three types of collective forces are assumed to be the familiness effect of a family-member CEO with a transformational leadership style.

With our model, we quantitatively tested familiness-type forces vis-à-vis firm performance. Theoretical and practical implications of these findings are discussed.

This study analyses the relationship between the use of work–family benefits and job satisfaction (JS). Furthermore, it proposes that work-to-family conflict (WFC) and work-to-family enrichment (WFE) play a mediating role in this relationship. The purpose of this paper is to address these issues.

Data are gathered from 1,051 employees of Colombian organisations. Partial least squares path modelling is used.

The results show that the perception of WFE to a greater extent and the WFC perception, to a lesser extent, are significant mediators in the relationship between the use of benefits and JS.

This study justifies investments and initiatives on the adoption and promotion of work–family benefits. Moreover, it provides practical clues on how to boost JS: WFC and WFE are variables to be considered.

This study proposes a multiple mediation model to analyse the relationship between the actual use of work–family benefits and JS from a family perspective. It contributes to the literature in examining antecedents of JS, highlighting the role of WFE.

Building upon Social Exchange Theory, this study explores the relationship between perceived opportunities for competency development (POCD), subjective career success (SCS), and organizational citizenship behaviors (OCBs). Given the importance of SCS in providing mutual benefits for both the employee and the organization, this study examines how SCS plays a mediating role in the relationship between POCD and OCBs.

Data was collected from 353 full-time working professionals in Malaysian organizations through a two-wave hardcopy questionnaire survey. The data was then analyzed using structural equation modeling and the bootstrapping method.

The study found no significant direct relationship between POCD and OCBs. However, the bootstrapping analysis uncovered that SCS mediated this relationship, indicating a significant full mediation effect.

To increase the external validity of findings, future studies should include samples from various industries in both the public and private sectors.

In contrast to the findings from previous studies, this study adds value to the career literature by demonstrating that without a sense of SCS, even with competency development opportunities, employees are less likely to engage in OCBs. It highlights the importance of SCS in fostering mutual benefits for both the employee and the organization.