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The paper examines the role of learning organization in enhancing employees’ proactive work behavior. Furthermore, drawing on the conjectures of broaden-and-build and conservation of resources theory, this study tested the mediating role of employee resilience on the relationship between learning organization and proactive work behavior.

The data for this study were collected over two measurement periods (six months apart) via a structured questionnaire among Indian IT/ITES (Information Technology Enabled Services) organizational employees. The study utilized confirmatory factor analysis to test the proposed measurement model. Additionally, the study employed Preacher and Hayes PROCESS macro to investigate the mediating effect of employee resilience.

The study results demonstrated that employee’s perceptions of learning organization (measured at time 1) positively predict proactive work behavior (measured at time 2), with the relationship being mediated by employee resilience (measured at time 1).

The study asserts that organizational practitioners who aim to boost their employees’ proactive behavior need to first invest in nurturing learning organization and focus on building their employees’ resilient capability. As a matter of fact, despite focusing on alleviating the adverse events and chiefly emphasizing on stress management, the organizational practitioners should concentrate on building their employees’ resilient capability.

The present study explores the links between learning organization, employee resilience and proactive work behavior. This study tested a cohesive research model to investigate the role of both the contextual and individual resilient capability in enhancing employee proactivity at work. Furthermore, the study unfolds the underlying mechanism between the study variables by exploring the mediating role of employee resilience.

The purpose of this study is to validate an explanatory structural equation model for the evaluation of territorial branding tourism policies for local development and its application in cities in Mexico and Colombia.

A sample was calculated for finite populations of residents in the municipalities of Girón Santander, Colombia and El Fuerte, Sinaloa, Mexico, of 125 individuals for each locality, in total, 250 individuals. The study includes three latent variables, which in turn constitute three models (Model 1: State and Public Policies; Model 2: Territorial Brand for Development; Model 3: Local Development) to explain the multiple relationships with the observable variables. The results were analyzed by using IBM AMOS software (SPSSS Extension), using the maximum likelihood method.

Multiple relationships between the variables were evident, with excellent to acceptable indices. Model 1 (CMIN/DF = 1.742; CFI = 0.948; RMSEA = 0.057; PClose = 0.059) Model 2 (CMIN/DF = 1.528; CFI = 0.921; RMSEA = 0.073; PClose = 0.044). Model 3 (CMIN/DF = 3.210; CFI = 0.951); RMSEA = 0.057; PClose = 0.049), obtaining an adequate fit. The correlations between the variables reveal that the tourism policy is weak in both contexts, in its implementation in terms of the participation of residents in decision-making with respect to the management of the policy and in the lack of education and training of collaborators/workers to provide a better tourism service.

It was possible to establish that the measurement model is applicable in the municipalities of the two countries by considering the similarities in tourism policies, as well as the differences (social, cultural, political and economic), but with a need for explicit articulation between the pillars of the territorial brand with the legitimized public policy.

This study contributes to the generation of new knowledge in relation to territorial branding from residents, within the framework of a tourism policy, allowing to establish its limitations in terms of implementation.

Organizations must be resilient to be agile and sensitive to numerous shifting situations due to the pandemic. There is limited research on how to bring the disparate perspectives and requirements of different generational cohorts in companies together to achieve outcomes that encourage organizational development and sustainability. Therefore, the purpose of the present study is to explore how Gen Z’s competencies can be banked upon to foster organizational learning to sustain.

Considering the constantly changing scenario in business organizations and the growing need for organizational learning to sustain, the authors have conducted an extensive review of the literature to understand how to sustain organizational learning for and through Gen Z. An integrative secondary search was carried out for specific and relevant work on the topic. The authors have considered both empirical and qualitative studies in their review to highlight the various themes that emerge from the extant literature.

The study indicates that much of the knowledge and experience is filtered through a generational lens, and organizations must encourage the development of Gen Z employees through e-learning, psychological contract, intrapreneurship and reverse mentoring. Based on the findings, the authors have proposed an ICES model which unifies the above four factors. The proposed ICES model encompasses specific interventions of having an Integrated 360 degrees learning experience (I), Coaching leadership for enabling intrapreneurship (C), revamping EVP for Gen Z-specific psychological contract (E) and building a Skill-will inventory for reverse mentoring (S).

There is limited research on how to bring the disparate perspectives and requirements of different generational cohorts in companies together to achieve outcomes that encourage organizational development and sustainability. This study will enable organizations to break down generational barriers, enhance organizational harmony, foster initiative and innovation and boost organizational performance through sustained organizational learning.

In view of the pandemic situation, organizations need to adapt not just their systems and processes but also to look for ways to engage their talent. The proposed ICES model will enable the sustainability of organizational learning for and through the Gen Z workforce by fostering individual development and organizational performance.

The purpose of this study seeks to examine how nonfamily employees' job autonomy and work passion can influence their job satisfaction and intention to quit in family small-to-medium-sized enterprises (SMEs). Current, research regarding the determinants of nonfamily employees' job satisfaction and turnover intentions has largely focused on the effects of family influence and family firm characteristics. Accordingly, not much is known of how the job characteristics and emotions of nonfamily employees influence their job satisfaction and intention to quit.

Data were collected from 160 nonfamily employees across 28 family-SMEs. Process macro was used to analyze the mediating role of nonfamily employees' work passion in the relationship between their job autonomy and job satisfaction and intention to quit.

Findings showed that nonfamily employees' job autonomy only had a significant direct effects on their job satisfaction and not their intention to quit. Subsequently, nonfamily employees' work passion was found to only partially mediate the relationship between their job autonomy and job satisfaction.

By focusing on the concepts of job autonomy and work passion, the study adds additional insights about the drivers of nonfamily employees' pro-organizational attitudes in family-SMEs. Also the study represents one of the first efforts in the literature to establish a link between job autonomy and the work passion of nonfamily employees with respect to their job satisfaction.