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Previous studies have treated general belongingness as an aggregated construct that encompasses all belongingness types and have ignored the importance of context specific belongingness. This omission can be attributed to the lack of any context specific instrument to measure belongingness. Thus, the purpose of this paper is to develop and validate a self-report measure of workplace belongingness that will uniquely capture and test individual’s sense of belongingness in organisational context.

In total, 824 managerial executives working in several Indian MNCs operating in manufacturing and service sectors participated in the study. Data were collected through face-to-face survey and through online questionnaire.

The 12-item unidimensional scale was revalidated through confirmatory factor analysis after obtaining the results from exploratory factor analysis.

The current study developed and tested a unidimensional workplace belongingness scale that fully captures the essence of an individual’s belongingness in workplace setting.

The purpose of this paper is to fill important gaps by using the belongingness theory and examining the effects of individual-level workplace ostracism on members’ voice behavior and the effects of group-level workplace ostracism.

The authors used samples of 77 groups from a high-technological company.

Individual-level workplace ostracism is detrimental to group members’ promotive and prohibitive voice behavior, and group members’ belongingness mediates such effect; and group-level workplace ostracism is negatively related to group cohesion. The influence of group members’ perception of ostracism on their voice behavior is contingent on overall level of ostracism.

Despite of a growing body of studies on workplace ostracism “the extent to which an individual perceives that he or she is ignored or excluded by others at workplace”, the effects of workplace ostracism on individual’s voice behavior in group settings have received scant attention.

The purpose of this study is to examine the relationship between diversity climate and tacit knowledge sharing and the mediating role of workplace belongingness between them.

The sample for this study consists of 495 employees (52.1% male, n = 258) drawn from varied occupational groups. Data were collected online using existing self-report measures. Hypotheses were tested with ordinary least squares regression-based path analysis.

This study provides evidence that diversity climate is positively related to workplace belongingness and tacit knowledge sharing. Furthermore, workplace belongingness is positively related to tacit knowledge sharing. Finally, workplace belongingness mediates the relationship between diversity climate and tacit knowledge sharing.

The findings highlight the need for organizations to promote fair human resource (HR) policies and practices by enacting and judiciously implementing policies that promote inclusiveness and fair treatment to stand a chance of benefiting from employees’ tacit knowledge sharing.

This study builds on existing research but shifts the focus to the influence of diversity climate on tacit knowledge sharing and thus sets up a precedent for subsequent research in this area. This study is, therefore, the first to attempt to link diversity climate to tacit knowledge sharing through workplace belongingness.

By drawing on the need to belong theory, the paper aims to propose a moderated mediation model to examine the role of workplace belongingness and meaning-making in the positive relationship between inclusive leadership and employee change participation.

Participants were 155 employees from 31 teams from a branch of a multinational pharmaceutical company located in an EU country. The company faces constant legal, regulatory and technology-related changes after the coronavirus disease 2019 (COVID-19) pandemic outbreak. Data were collected in three waves, approximately three weeks apart between March 2020 and May 2020. To test the mediating effect of workplace belongingness were performed first – a series of regression analyses – and second, bootstrapping to assess the statistical significance of the indirect effect (Preacher and Hayes, 2008).

Workplace belongingness mediates the relationship between inclusive leadership and employees change participation. Further, the research findings provide support that meaning-making moderates the relationship between workplace belongingness and change participation as well as the indirect relationship between inclusive leadership and change participation through workplace belongingness such that the positive relationships are stronger when meaning-making is higher.

The results indicate that should leaders and change management practitioners manage to influence positively employees' workplace belongingness by employing inclusive practices and procedures; leaders and change management practitioners will increase the level of participation during change and further the results note from an applied perspective the importance of mean-making as a facilitating factor during change in organizational settings. Relevant suggestions are made.

The findings provide new insights into how inclusive leadership and workplace belongingness can affect employees' change participation. Further, the research findings note the significant moderating role of meaning-making regarding both the relationship between workplace belongingness and change participation as well as the indirect relationship between inclusive leadership and change participation through workplace belongingness.

The purpose of this paper is to examine the main and indirect effects of belongingness and interactional fairness on interpersonal citizenship behavior.

Field data were obtained from 141 subordinate-supervisor dyads from diverse occupations and organizations within Canada. The study was cross-sectional in nature.

Consistent with expectations the findings demonstrates that interactional fairness positively predicts employee sense of belongingness, and employees show more helping behavior (supervisor rated) when they have a stronger sense of belongingness at work. Belongingness partially mediates the relationship between interactional fairness and interpersonal behavior.

Future research could involve investigating a broader range of mediating mechanisms that might promote interpersonal citizenship behavior; for example, trust. As previously indicated, belongingness partially mediates the relationship between interactional fairness and interpersonal citizenship behavior, implying other possible mechanisms through which interactional fairness influences follower behaviors. Moreover, this research can be extended to include to other forms of prosocial behaviors (e.g. innovative behavior).

Satisfying employees’ need for belonging is an important aspect of organizational life and useful in promoting helping behaviors among coworkers, it is essential for organizations to, therefore, create a work culture of inclusiveness. It is prudent for organizations to also expend greater effort to maximize interactional fairness by introducing programs intended for training organizational leaders how to be fair.

Interpersonal citizenship behavior is important for group and organizational functioning; however, current psychological models are insufficient for understanding these behaviors. To advance the understanding, this study attempts to directly test individuals’ sense of belongingness as the psychological mechanism through which interactional justice can influence interpersonal citizenship behavior.

Although graphic-based emoticons in mobile instant messenger (MIM) services became an important revenue source for their service provider, empirical research investigating factors influencing graphic-based emoticon purchase from the consumer's perspective is insufficient. The authors explore how user's achieved belongingness (acceptance or rejection) affects graphic based emoticon usage motivations and its purchase intentions.

A structural model is used to examine the relationship among individual's overall achieved belongingness, motivation factors of graphic-based emoticon usage in MIM such as perceived usefulness, perceived enjoyment, perceived enjoyment for others, social norm and emoticon purchase intentions. The authors collected and analyzed survey data of 279 Korean KakaoTalk users.

The analysis shows that perceived acceptance/inclusion positively impacts perceived usefulness, enjoyment and enjoyment of others in graphic-based emoticon usage. Meanwhile, perceived rejection/exclusion positively impacts perceived enjoyment and enjoyment of others but negatively influences perceived social norms. Moreover, social norms and perceived enjoyment directly affect graphic-based emoticon purchase intentions. The authors also find that perceived enjoyment of others and perceived social norms in a serial causal order mediate the relationship between perceived acceptance/inclusion (and rejection/exclusion) and emoticon purchase intentions.

Additional research including users from other demographic groups, such as other age groups, is required to generalize our findings and to increase external validity.

Unique implications related to the role of user's achieved belongingness and perceived enjoyment of others in graphic-based emoticon usage in purchase intentions are found.

The peer review history for this article is available at: https://publons.com/publon/ 10.1108/OIR-02-2020-0036

The purpose of this study is to assess the pathway through which authentic leadership influences organizational citizenship behavior (OCB). The authors examine how the perception of overall fairness and a sense of belongingness mediate the relationship between authentic leadership and OCB.

The authors distributed survey questionnaires to full-time employees working for an insurance company. Data were collected in two phases. To test the hypotheses, the authors conducted hierarchical multiple regression analysis using the PROCESS macro by Hayes (2012).

PROCESS analysis reveals that overall fairness mediates the relationship between authentic leadership and subordinates' sense of belongingness, which is then positively related to OCB. Taken together, these findings are largely in line with the authors’ theoretical model.

Empirical research has yet to explore how authentic leaders create the perception of fairness, which influences subordinates' OCB. Thus, this study extends the authors’ knowledge on the extant literature of organizational behavior by integrating two important domains—authentic leadership and organizational fairness—to propose that authentic leadership is a fair leadership that aids in promoting OCB. Also, studies on authentic leadership processes have examined basic models and neglected the possibility of sequential mediation. To better understand the complex relationship of authentic leadership and OCB, the authors examine overall fairness and belongingness as sequential mediators.

The purpose of this study is to investigate coproduction behavior in networking alumni communities via the progress from platform belongingness, knowledge sharing and citizenship behavior. Alumni networking communities have emerged as valuable assets for conserving institutional resources, supporting members and contributing new resources for alumni-institutional professional development. However, the previous literature has not yet captured the explicit processes by which these contributions are made.

Data from 711 respondents selected from an alumni collaboration network were subjected to structural equation modeling analysis.

The study explored resource conservation (belongingness) as the primary relational mechanism for alumni to share their instrumental resources (knowledge sharing), supporting resources (citizenship behavior) and competent resources (coproduction behavior). Knowledge sharing and citizenship behavior act as intermediate agents to trigger coproduction behavior. The authors show how subjective norm, group norm and trust is regarded as a tool to reduce bonding intrusiveness (i.e. the intrusive side-effects of a bond) and moderate the indirect effect of belongingness on coproduction and the direct effect of citizenship on coproduction.

By applying attachment theory, conservation of resources theory and digital platform networking perspectives, this study describes major implications for designing inspiring and compatible community platforms.

Guidance is provided for improving sustainable alumni communities through citizenship-sharing and coproduction behavior.

Online alumni communities are regarded as resource conservators, which can result in valuable coproduction, via the sharing of knowledge, expertise and skillsets to create profit for a range of institutions and industries.

Alumni networking platforms encourage alumni cohesiveness, stimulate knowledge exchange and improve professionalism.

This study aims to explore various determinants of university attractiveness and its relationship with sustainable institutes. Further, the study examines the mediating role of perceived student support and sense of belongingness on the relationship between university attractiveness and sustainable institutes.

The data analysis was conducted with 637 responses from the students from private universities located in the northern region of India. Variance based partial least square structural equation modeling (PLS-SEM) was applied in the study to investigate the proposed conceptual model on sustainable higher institutions. Additionally, by applying PLS Predict, the predictive relevance of sustainable institutions with important and performing constructs was found out.

The results of this study indicate that university attractiveness plays a critical role in enhancing perceived student support, and it has a direct and significant impact on developing sustainable institutes. Further, students’ sense of belongingness is expressed as significant mediator between university attractiveness and sustainable institutes. The predictive relevance of the study was reported to be high. Most important indicators of university attractiveness were found to be teaching, research and publications, branding and promotion, and diversity in courses offered by the private universities.

The conceptual model under study can be investigated with a moderating effect of private and government universities in future. Additionally, the role of additional variables in online scenario under current pandemic situation can be assessed through the model used in this study. Future research can be done by using qualitative analysis through thematic analysis and sentiment analysis of students in higher education institutes.

The present study is the first to explore the mediating relationship of perceived student support and sense of belongingness with university attractiveness and sustainable institutes. The conceptual framework can prove to be important for education specialists, administrators of education institutes at university level and policymakers. The study offers effective ideas for policymakers to bring sustainability in education sector in near future especially in emerging economies and attain sustainable development goals.

The purpose of the article is to examine the experiences of workers with intellectual disability (WWID) and subtle discriminatory practices that hold these workers back from thriving at the workplace.

The research design employs the Shore et al. (2011) framework of inclusion supported by optimal distinctiveness theory (ODT) (Brewer, 1991). These theoretical frames are used to examine the potential for WWID to become members of a work group and experience the opportunity to develop their unique selves, negotiate and thrive through their work for purposeful career outcomes. A qualitative case study approach was adopted through interviews and focus groups with a total of 91 participants: 41 WWID, 5 human resource (HR) managers, 5 duty/department managers (DMs), 24 colleagues and 16 supervisors.

The authors found that enhancing inclusion is underpinned by the positive impact of human resource management (HRM) practices and line management support for WWID feelings of belongingness and uniqueness that enable them to thrive through their work activities. The authors demonstrate that WWID need manager support and positive social interactions to increase their learning and vitality for work to embrace opportunities for growth. However, when WWID do not have these conditions, there are fewer opportunities for them to thrive at the workplace.

There is a need for formal HRM and management support and inclusive organisational interventions to mitigate discriminatory practices and better support WWID at work. There is an opportunity for HRM to design training and development around belongingness and uniqueness for this cohort of workers to maximise WWID opportunities to thrive through their work.

This study examines a cohort of WWID who are often forgotten and subtly discriminated against more so than other minority or vulnerable cohorts in the workplace, especially in terms of their development and reaching their full potential at work, which has an impact on their ability to thrive through their work. The paper makes an innovative contribution to the HRM literature through unpacking the processes through which Shore et al.'s (2011) conceptualisation of belongingness and uniqueness contributes to thriving for a marginalised and often overlooked cohort of workers.