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Based on self-consistency theory and conservation of resource theory, this study aims to discuss the impact of career calling congruence on employees’ innovation performance (IP) and analyzes the mediating effect of work passion [harmonious passion (HP) and obsessive passion (OP)].

To avoid serious common method biases, data in this paper were collected at three-wave. This paper investigated 381 employees to assess their career calling in time 1, measured their work passion in time 2 and assessed the IP of these employees in time 3. This paper also conducts confirmatory factor analysis, polynomial regression, response surface analysis, bootstrapping test and simple slope test to verify the research hypothesis in this paper.

In the career calling congruence case, employees’ HP, OP and IP are higher when both levels of serving oneself career calling and helping others career calling are high than when both are low; In the career calling incongruence case, employees’ HP, OP and IP are higher in the “low serving oneself and high helping others” case than in the “high serving oneself and low helping others” case; The more congruent the “serving oneself” and “helping others” career calling are, the higher the employees’ HP, OP and IP will be; and HP and OP mediate the relationship between career calling congruence and IP.

This study further clarifies the structure of career calling and find the positive effects of career calling on IP. The results present a deeper understanding of career calling and are universal applicable to the eastern culture context.

Research was conducted to empirically demonstrate the relationships between personal meaning, calling and organizational commitment in the context of spiritual leadership. Wong's Personal Meaning Profile was used to establish the various sources of personal meaning and identify those that predict calling. The results showed significant positive correlations between self‐transcendent personal meaning and calling. Further, calling was also positively correlated with organizational commitment and contrasted with work‐as‐job as a predictor of commitment. The study suggests that not all sources of personal meaning are predictive of calling, and that calling mediates the relationship between self‐transcendent personal meaning and organizational commitment. Theoretical and practical implications are discussed.

What is my purpose in life? Why am I in this job, this organization, this industry? How did I get here in the first place? Am I working to live or living to work? How do I measure my success? Does my work serve any greater purpose? Many individuals ask these kinds of questions at some point in their lives. When faced with life and death situations, as many were during and after the September 11th attack, these questions move out of the shadows. For some of us, questioning our purpose in life and career are frequently forced to the forefront by the pressures and challenges – and sometimes boredom and emptiness – of our workplace. Still, these questions are a powerful way in which our human spirit manifests itself. Therefore, finding meaningful answers to them is one of the essential tasks we face when we attempt to integrate spirituality more fully in our lives.

This study sought to understand how having a calling influenced engagement, work–life balance and career satisfaction for Professional Golfers Association of America (PGA) and Golf Course Superintendent of America (GCSA) professionals.

A conceptual model was used to examine callings among golf course supervisors and its impact on their engagement, work–life balance and career satisfaction. This study also explored the moderation effect of employees’ generalized or specialized role on the calling–engagement relationship. Surveys were collected from a single golf management company and partial least squares structural equation modeling (PLS-SEM) was used for data analysis.

The results revealed significant relationships among all of the variables, with the exception of the impact of having a calling on work–life balance. Additionally, the more having a calling increased, the more important it was for supervisors to have specialized roles to increase their engagement.

This study identifies important differences in factors that promote career satisfaction for golf course supervisors and extends current understanding of role theory.

This research aims at examining how authentic leadership impacts social workers' withdrawal behaviors through two intermediate mechanisms: sense of calling and job satisfaction.

A cross-sectional survey was distributed among social workers from 26 social work organizations in the cities of Guangzhou, Shanghai, and Shenzhen in China (N = 667). SPSS was used to conduct preliminary analyses and structural equation modeling (SEM) was used to test the hypotheses developed.

This study found that authentic leadership has a negative direct effect on social workers' turnover intention. In addition, social workers' sense of calling and job satisfaction mediate the relationship between their perceptions of authentic leader behaviors and turnover intention.

Based on this study's findings, the authors suggest social work organizations to invest in authentic leadership development to promote employees' psychological capacities and prevent employee turnover. Social work organizations need to foster employees' sense of calling to the field which improves the workplace outcomes.

This study is among those few empirical studies which help to validate the role of authentic leadership within social service organizations in China and shed light on understanding the underlying mechanisms through which authentic leaders affect organizational outcomes.

Based on cognitive appraisal theory of stress, this study develops an integrated model to examine the double-edged sword effect and boundary conditions of the impact of organizational crisis on employee behavior.

This study collected 672 employees’ data through three stages of longitudinal follow-up. Hierarchical regression analysis and SPSS macro process were used to test the hypotheses.

The paper finds that organizational crisis induces unethical pro-organizational behavior through enhanced job insecurity and foster taking charge by stimulating career calling. Employee resilience negatively moderates the relationship between organizational crisis and job insecurity as well as the indirect effects of organizational crisis on unethical pro-organizational behavior through job insecurity. Conversely, it positively moderates the association between organizational crisis and career calling and the indirect effects on taking charge through career calling.

This study not only expands the research on the mechanisms of organizational crisis' effects on employees' behaviors but also provides practical guidance for corporate managers on how to respond to organizational crisis.

The following insights are available to organizations and managers: first, this study confirms that organizational crisis can be perceived as threatening stressors that create job insecurity, which in turn leads to pro-organizational unethical behavior. Therefore, managers in organizational crisis should focus on stress regulation and guidance, pay timely attention to changes in the mindset of employees to reduce job insecurity, and strictly prohibit unethical pro-organizational behavior. They should promptly calm and control the atmosphere of panic and anxiety in the organization, do a good job of coordinating the division of labor, reduce personnel conflicts and contradictions, create a good organizational climate and reduce employees' sense of stress and negative perceptions of organizational crisis, thus reducing job insecurity and being able to meet the challenges in a better state. Secondly, this study confirms that employees also perceive organizational crisis as challenges and develop career calling, which in turn inspires proactive change behaviors. This suggests that managers in organizational crisis should promote the positive perception of organizational crisis as challenge, stimulate the career calling of employees in organizational crisis and call on and encourage employees to actively adopt taking charge. Therefore, managers should promptly give employees work affirmation, rewards and punishments, enhance the sense of participation and intrinsic motivation of subordinates, improve self-efficacy and self-confidence levels, effectively reduce the negative perception of organizational crisis, awaken positive psychological energy within individuals, increase their sense of belonging to the organization and thus, increase employees' awareness of the positive challenges of organizational crisis, stimulate employees' career calling through positive and optimistic beneficial pressure drive them to lead the corresponding changes in the crisis. Finally, this study confirms that employees' own resilience can change the double-edged sword effect of organizational crisis. Employees with high resilience are more likely to see organizational crisis as challenge and are thus more likely to develop career calling and are more inclined to initiate change, while employees with low resilience are more likely to see organizational crisis as threat, are more negatively affected by them, develop greater job insecurity and are, thus, more inclined to commit unethical pro-organizational behaviors. This reflects the fact that organizations should constantly cultivate employees' resilience and enhance their cognitive toughness at the same time. For instance, the organization can regularly use promotional lectures and scenarios to help leaders and employees establish corporate ethics, strengthen moral beliefs and correctly understand the nature of unethical affinity behavior. Managers should encourage and advocate positive and correct behaviors such as overcoming difficulties, positive innovation and positive suggestions to promote the sustainable and healthy development of the organization.

The results of this study can increase the organization’s understanding of the negative effects of crisis, help the organization take measures to manage and guide the employees in organizational crisis, more effective and targeted functional changes within the organization, reduce stress damage and improve the efficiency and effectiveness of crisis management. It is also beneficial to improve competitiveness and foresight in the organization’s industry and enhance organizations and employees’ resilience.

This study explores the double-edged sword effect of organizational crisis on employees’ behavior from the perspective of the cognitive appraisal theory of stress, which theoretically opens up a new research perspective, enriches the research in the fields of organizational crisis and taking charge, pro-organizational unethical behavior relationship and practically provides theoretical guidance for enterprises and managers on how to effectively respond to organizational crisis from the employees, which is of great practical significance.

This paper presents a model of long distance telephone demand based on route‐specific short‐haul (intraLATA) calling minutes. The data used in the estimation comes from 2,813 intraLATA long‐distance routes in the state of Florida for 1990. Route‐specific information (mileage, minutes of use, access lines, prices, route‐specific optional calling plans) is matched to socio‐economic data (income, average household size, race, education) obtained in the 1990 census. The results reveal a number of important economic and demographic insights on route‐specific long distance calling. Estimated price and income elasticities of demand are −0.54 and 1.24, respectively.

Uses qualitative data to explore how contemporary religious beliefs mark conceptions of work, particularly with regards to the beliefs of conservative protestant women. Compares liberal protestant women and men as well as conservative men against this group. States that conservative women consider motherhood as their most important work yet they are also most likely to feel “called” to their paid work. Cites that this has important implications for the sociological literature on gender and work. Builds on the original work of Max Weber.

The celebrated “Weber thesis” is, in essence, an assertion of causal connections among four terms, namely the “protestant ethic” (PE), the “spirit of capitalism” (SC), “modern western capitalism” (MWC) and the “industrial revolution” (IR), as follows:

The purpose of this paper is to empirically investigate the effects of subjective career success, organizational learning climate, and the calling work orientation on the protean career.

For this study employees of a Korean financial service company are encouraged to answer a web survey. To examine the hypotheses, structural equation modeling is used.

The results provide evidence of potential predictors of the protean career based on the empirical approach. Also, this study shows an integrative model for predictors of the protean career with the structural equation modeling method. All independent variables – subjective career success, the calling work orientation, and organizational learning climate – have a significant relationship with the protean career. Among the independent variables, the calling orientation has the strongest effect on the protean career.

The generalization of the results may be limited to the research population. Also, as results are based entirely on cross‐sectional self‐report data, the causality of the findings cannot be confirmed.

The importance of the protean career concept has increased in the modern career context, underscoring the individual's self‐direction of career management. This study uses empirical evidence to examine the psychological and environmental predictors of the protean career.