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Lack of individual awareness of knowledge sharing practices to prevent identity theft is a significant issue for online retail organisations (OROs). Agile learning processes and sharing of knowledge is essential, but the lack of relevant training inhibits these processes within the online industry. This study aims to identify the inhibiting factors in agile learning and knowledge sharing process with recommendations for best practice for organisations and staff to effectively share knowledge on identity theft prevention.

Three qualitative case studies were undertaken in OROs in the UK. Data were collected using semi-structured interviews, internal documents and related external material. The data were analysed using a thematic analysis method.

The findings identified that individual staff members within OROs from the information security and fraud prevention departments often share their knowledge as a community. However, there is no formal knowledge sharing process or any related training facilitating this exchange. There is a need for agile learning environment in OROs of the UK.

The study offers both theoretical and practical contributions to the extant literature of agile learning of knowledge sharing to prevent identity theft in OROs. Existing learning opportunities are not being used to enhance the knowledge of individuals, and OROs need to increase the skills and trust of their staff to share knowledge efficiently. This study identifies the systemic weaknesses inherent in the process of knowledge sharing and existing training provision within OROs. It provides ORO managers with practical guidelines in facilitating trust between individuals and developing appropriate training systems to educate staff on sharing organisational knowledge. This study contributes by extending the knowledge sharing framework proposed by Chong et al. (2011) for enhanced individual knowledge sharing processes to prevent identity theft within OROs. It also identifies OROs’ weaknesses in knowledge sharing learning processes for theft prevention and offers prevention guidelines and recommendations for developing effective agile learning environments.

Knowledge-sharing (KS) for preventing identity theft has become a major challenge for organisations. The purpose of this paper is to fill a gap in the literature by investigating barriers to effective KS in preventing identity theft in online retail organisations.

A framework was proposed based on a reconceptualisation and extension of the KS enablers framework (Chong et al., 2011). A qualitative case study research method was used for the data collection. In total, 34 semi-structured interviews were conducted in three online retail organisations in the UK.

The findings suggest that the major barriers to effective KS for preventing identify theft in online retail organisations are: lack of leadership support; lack of employee willingness to share knowledge; lack of employee awareness of KS; inadequate learning opportunities; lack of trust in colleagues; insufficient information-sourcing opportunities and information and communications technology infrastructure; a weak KS culture; lack of feedback on performance; and lack of job rotation.

The research provides solutions for removing existing barriers to KS in preventing identity theft. This is important to reduce the number of cases of identity theft in the UK.

This research extends knowledge of KS in a new context: preventing identity theft in online retail organisations. The proposed framework extends the KS enablers framework by identifying major barriers to KS in the context of preventing identity theft.

This study examines the effect of multidimensional constructs on citizen loyalty to e-government services. More specifically, it examines the effects of service quality, trust and satisfaction on loyalty to these services.

The data were collected via a questionnaire that was completed by 780 foundation-year students in government universities in Saudi Arabia. The students who participated in the study had used a unified system provided by the Ministry of Education in Saudi Arabia for university admission. The data were analysed using structural equation modelling.

The key findings revealed that the factors service quality, trust in government, trust in e-government services and citizen satisfaction play a significant role in developing citizen loyalty to e-government services. Trust in government has the strongest direct effect on citizen loyalty to e-government services, and service quality has the strongest total effect on citizen loyalty. In contrast, citizen satisfaction has the least significant influence on citizen loyalty to e-government services.

This study proposes a new model for citizen loyalty to e-government services that combines the service quality model and trust theory. In addition, this study is among the first to categorise trust into three factors – trust in government, trust in e-government and disposition to trust – and integrate them into a model. Furthermore, the study reveals the roles of satisfaction and service quality in developing citizen loyalty. The findings of this study fill a gap in knowledge on citizen trust in, satisfaction with and loyalty to e-government services.

Transformational leadership has caught the significant attention of many academic scholars in the leadership domain. In recent studies, emphasis has been given on green transformational leaders who empower their subordinates, which, in turn, leads to employees’ discretionary behavior toward environmental management of the organization, which has been denoted as organizational environmental citizenship behavior. Organizational citizenship behavior has been strongly advocated as a means to improve the environmental performance of organizations. A green transformational leader encourages his subordinates to undertake activities that are beneficial to the organization’s environmental management, such as thinking about the sustainable development of the organization, solving environmental problems and contributing to the firm’s environmental performance. This study aims to investigate the domain of environmental leadership by examining the mechanism and conditions under which green transformational leaders induce organizational environmental citizenship behavior.

Information technology (IT) firms across four major cities in India were considered for the survey to examine the proposed hypotheses. Online questionnaires were shared with 1,286 employees working across seven branches of IT companies. A total of 378 respondents completed the survey, but only 293 questionnaires were suitable for further analysis using structural equation modeling.

The findings of the study show that green transformational leadership promotes green empowerment and organizational citizenship behaviors toward the environment (OCBE) among the employees. It also reveals that environmental passion plays a key role in promoting eco-initiative and eco-helping behavior among the employees when they are empowered for green practices. Also, the influence of resource commitment fosters eco-civic engagement among the employees.

Results hold strong implications for human resource managers on how green transformational leadership approaches can help trigger organizational citizenship behavior among employees. Also, understanding the impact of green empowerment on employees’ involvement in extra-role behavior will help organizations to develop strategies to strengthen their sense of empowerment toward green practices.

This study attempts to investigate the impact of green transformational leadership on employees’ OCBE and the mechanisms through and conditions under which green transformational leadership may impact the indicators of OCBE. The study proposes a mechanism and social and psychological conditions that can potentially explain the linkages between green transformational leadership and OCBE: green empowerment, resource commitment and environmental passion.

This study investigates the interrelationships between the components of perceived organisational commitment (affective, continuance and normative commitment) and knowledge sharing (KS) intentions, attitudes and contributions amongst academics. It was hypothesised that organisational commitment has a positive mediating role in KS behaviours.

To reveal the interrelationships between the components of perceived organisational commitment and KS, a correlational research design through path analysis was employed.

There were significant correlations between organisational commitment components and KS. Participants with higher perceived affective commitment had higher levels of KS intentions. Similarly, participants with higher perceived normative commitment had higher levels of attitudes towards KS. However, higher levels of perceived continuance commitment were related to lower levels of expected contributions to KS.

The study was limited to participants working for a state university in Turkey. In Turkish state universities, continuance and normative commitment may be regarded differently due to unique working conditions.

The results revealed that commitment to an organisation facilitates KS in higher education institutions, which suggests that administrators and practitioners should increase organisational commitment to create a working environment with more KS.

Although organisational commitment and KS have been investigated in educational settings previously, this study contributes to the literature by discovering the specific interrelationships between these factors, offering a more complete picture that could be beneficial for practice.

The study investigates the effect of autocratic, democratic and transformational leadership styles on employees' organizational citizenship behavior (OCB). The study further examines the moderating role of leaders' emotional intelligence between leadership styles and OCB.

Questionnaires were used to collect data from 618 small and medium-sized enterprises' (SMEs) employees in Ghana. For this study, both simple random and convenient sampling were adopted in selecting respondents. Regression was used to test the hypotheses in the research model using IBM–Statistical Package for the Social Sciences (SPSS).

The results show that democratic and transformational leadership styles both positively predicted the OCB of SME employees, although transformational leadership has a more significant influence. On the contrary, autocratic leadership style was found to have an insignificant relationship with OCB of SME employees when the interactive effect of the various leadership styles and emotional intelligence were introduced into the model. The results also show that whereas leaders' emotional intelligence positively moderate the relationship between autocratic leadership style and OCB, the relationships between democratic leadership style and OCB and between transformational leadership style and OCB are not significantly moderated by leaders' emotional intelligence.

An examination of other prominent leadership styles (for example, the transactional leadership style and the laissez faire leadership style) could be key areas for future research as it is a potential limitation of this study. Similarly, the use of a Western leadership instrument could also be a potential limitation in the Ghanaian context, although these instruments and scales may be applicable. Future studies could also consider a longitudinal approach to give a more holistic picture of the effect of the leadership styles on OCB.

In general, the findings of the study support the idea that the autocratic leadership style affects SME employees' OCB both directly and indirectly through leaders' emotional intelligence. This study recommends that leaders of SMEs should focus on leadership styles that combine both result-oriented and people-centric behaviors to encourage SMEs' employees to engage in OCB.

This study provides firsthand information on the impact of autocratic leadership style, democratic leadership style and transformational leadership style on an employee's OCB from the Ghanaian SME perspective.

The purpose of this study is to explore the relationship between ambidextrous leadership and sustainability performance. In addition, this study also discusses how ambidextrous leadership affects sustainability performance through employees' green creativity and green product innovation.

This study obtained research data from a questionnaire survey of 307 manufacturing enterprise leaders in China and used regression and bootstrap analysis to test the research hypotheses.

(1) Ambidextrous leadership positively influences sustainability performance. (2) Employees' green creativity mediates the relationship between ambidextrous leadership and sustainability performance. (3) Green product innovation also mediates the relationship between ambidextrous leadership and sustainability performance. (4) The intermediary chain constructed by employees' green creativity and green product innovation has serial mediation effects on the relationship between ambidextrous leadership and sustainability performance.

This study contributes to the literature on leadership and corporate sustainability by clarifying the relationship between ambidextrous leadership and sustainability performance. Meanwhile, this study reveals the influence mechanism of ambidextrous leadership on sustainability performance by analyzing the serial mediation effects of employees' green creativity and green product innovation.

This paper examines the effect of green creativity (GC) on the business sustainability (BS) of large manufacturing firms (LMFs) in Malaysia and investigates the mediating effect of total quality management (TQM) on this relationship.

A quantitative approach was adopted, using a sample of 206 LMFs; the formulated hypotheses were analysed using partial least squares structural equation modeling.

The findings revealed a significant positive effect of GC on the TQM and BS of LMFs and a significant positive effect of TQM on their BS. TQM also has a full mediating effect on the relationship between GC and BS.

One of the limitations of this study is its focus on Malaysian LMFs. It nevertheless contributes to the literature by extending knowledge concerning their TQM, GC and multi-faceted perspectives. This is largely ignored in literature and, as such, the study paves the way for additional research.

The findings of this study may be used as guidelines for CEOs, particularly on the way TQM and GC can be developed for enhanced BS, in the context of South Asian countries.

This study is the first to test the influence of GC on Malaysian LMFs’ BS and the first worldwide to investigate the mediating effect of TQM on their GC-BS relationship.