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Both uncertainty reduction theory and uncertainty management theory suggest that uncertainty reduction during organizational change is imperative as it may influence positively employees’ attitudes and behaviors. By drawing on the theory of planned behavior that links individual’s beliefs and behavior, the study seeks to examine how employees’ self- and other-interest in change may reduce perceptions of change uncertainty and consequently, foster their behavioral change support (i.e. compliance, cooperation and championing).

The study hypothesizes that employees’ self- and other-interest in change mediate the relationship between perceptions of change uncertainty and behavioral change support. The research was conducted in two large IT companies co-located in a big science park in an EU country in South-eastern Europe. Data were collected from 105 employees and their supervisors in three sequential phases.

The research findings suggest that both self- and other-interest in change partially mediate the negative relationship between perceptions of change uncertainty and behavioral change support.

The findings indicate that change management practitioners will benefit considerably if they try to decrease employees’ perceived change uncertainty by increasing their self- and other-interest in change to provoke supportive behaviors. Relevant suggestions are made.

The findings provide new insights into how perceptions of change uncertainty and self- and other-interest in change can affect employees’ change participation. Further, the research findings add to the uncertainty reduction theory and uncertainty management theory as well as, other related notions.

In the current dynamic world, organizations required rapid changes to meet the increasing demands of their customers. On the other hand, the practice side claims that the majority of the organizational change attempts fail due to resistance from the employee side. Based on the behavioral theory of leadership, the authors examined the relationship between ethical leadership and organizational change with moderated mediation effect of behavioral resistance to change and commitment to change on the stated relationship.

Data were obtained from 333 employees, selected at random, in three waves (i.e. pre-change, during change and post-change) using survey methods from services sector organizations operating in Pakistan.

The authors found that ethical leadership was positively linked to organizational change and this relation was partially mediated by the commitment to change. Further, behavioral resistance to change weakened the relationship between ethical leadership and commitment to change.

The current study illuminates the importance of ethical leaders in the organizational change process, and empirical findings also gave an important direction to build change commitment in employees to reach positive results. Further, change leaders should use ethical practices in the workplace during organizational change initiatives to deal with behavioral resistance to change.

This study links ethical leadership with organizational change using the behavioral theory of leadership, an unexplored area in the existing literature that gives a new insight to academia and practice side officials to successfully implement any organizational change initiative.

Information sharing is vital to organizational operations, yet employees are often reluctant to share negative information. This paper aims to gain insight into which employees will be reluctant to share negative information and when by drawing from the proactive motivation literature examining effects of proactive personality and motivational states on individuals’ willingness to share negative information.

A cross-sectional design was used, with data collected from a final sample of 393 individuals via an online survey. Hypotheses were tested using correlation and hierarchical multiple regression analyses.

Interactive effects indicate proactive individuals with accompanying high levels of role breadth self-efficacy (“can do”) or high levels of felt responsibility for constructive change (“reason to”) were less likely to be reluctant to share negative information. However, findings also suggest proactive individuals with lower levels of proactive motivation avoid sharing negative information.

The findings extend what is known about personality factors and employee willingness to share information to highlight which employees may be likely to avoid sharing negative information. The authors also examine the moderating influence of proactive motivational states on the relationships between proactive personality and reluctance to share negative information.

By drawing on the perceived organizational support (POS) theory and the extended job demands-resources model (JD-R model), the aim of this study is to investigate the influence of different levels of organizational support during change (i.e. organizational level, supervisory level, coworker level) on firm financial performance and to explore the role of employee work engagement.

Data were collected during the second outbreak of the COVID-19 pandemic in two waves, approximately 2 weeks apart. A total of 291 employees in the Greek telecommunication industry completed questionnaires examining the POS during change and consequently, their supervisors evaluated their work engagement. The research model was tested with the use of structural equation modeling.

The research findings note the importance of different levels of organizational support during change; they describe how each level influences employees' work engagement as well as they confirm that employee work engagement mediates the relationship between POS during change and firm financial performance. Theoretical and practical implications of these findings are discussed.

The results indicate that should firms manage to influence positively employees' work engagement by providing support at all levels during change, they may boost their financial performance.

The research findings provide new insights into how POS and work engagement may influence firm financial performance. The originality of this study lies in the finding that employees' work engagement mediates the relationship between POS during change and firm financial performance. Further, the study was carried out in the Greek telecommunication industry during the second outbreak of the COVID-19 pandemic.

This paper aims to answer these questions: “Is the public adopting energy-saving and water-saving facilities because they want to save energy and water in their psychological perception?”, “Is it convenient to use energy-saving and water-saving facilities?”, “If the inductive design of energy-saving and water-saving facilities attracts the public’s interest, the public is it more willing to install energy-saving and water-saving facilities in a widespread manner?” and “Can inductive energy-saving and water-saving facilities be introduced into the smart manufacturing system of manufacturing industries that require a lot of water to effectively save water and save costs for the company?”.

This paper aims to investigate the attitudes of employees toward using energy-saving and water-saving facilities by constructing a questionnaire based on the ABC (Affect, Behavior, Cognition) model to survey the attitudes of employees from the Southern and Eastern of Taiwan and establishing a structural equation modeling (SEM) to examine the relationship between affect, behavior and cognition while using energy-saving and water-saving facilities.

There are some findings in this paper that the affective design have a strongly significant positive impact for using energy-saving and water-saving facility in the proposed model. People are willing to use energy-saving and water-saving facilities but are more willing to adopt those energy-saving and water-saving products of smart designs, as those take into account the emotional factors. The critical factor for the public to adopt energy-saving and water-saving facilities is smart design, which incorporates emotional elements.

There are still some limitations of this study that the ABC model can only be used as a psychological discussion, and the development and design of related facilities still needs to be jointly developed with professionals in related technical fields. The introduction of induction water supply facilities needs to be considered while the company introduces the design of the smart manufacturing system. Therefore, professionals related to induction water supply should participate in the planning at the initial stage of the company's concept of introducing the smart manufacturing system.

On the practical side, based on preliminary research conclusions, this study proposes to introduce inductive water supply into smart manufacturing systems for manufacturing companies that require a lot of water in their manufacturing processes. In practice, the company can actually save a lot of water, thereby saving costs and reducing waste water discharge.

The results of this study show that the public has a cognition of energy-saving and water-saving. However, there is a Chinese proverb that “easy to know and hard to do”, when actually using facilities, convenience is an important consideration for public. Smart facilities of energy-saving and water-saving, in addition to the benefits of energy-saving and water-saving, it is easy to use, and interacts with users through inductive water supply, which can more emotionally attract people's willingness to use.

This study found that smart facilities, which can more emotionally attract people's willingness to use. On the academic side, this study proves that using the ABC theory to explore the public’s psychological affective, behavior and cognition response to the use of facilities is a very suitable method. On the practical side, based on preliminary research conclusions, this study proposes to introduce inductive water supply into smart manufacturing systems for manufacturing companies that require a lot of water in their manufacturing processes. In practice, the company can actually save a lot of water, thereby saving costs and reducing waste water discharge.

Given the important role of change capability for organizational development and competitive advantage, the purpose of this study is to clarify the influences of transformational leadership (TL) on organizational change capability (OCC) via mediating roles of two specific aspects of trust in leadership namely disclosure-based trust and reliance-based trust.

Structural equation modeling is applied to test the degree of influences of TL and employee trust on OCC via empirical data collected from 376 participants in 115 small and medium firms in China.

The results show the positive and significant impacts of TL and aspects of employee trust in leadership on OCC. It indicated that disclosure-based trust in leadership has a greater influence on change capability in comparison with the effect of reliance-based trust in leadership. Especially, the findings have shown the evidence supporting the mediating mechanism of aspects of employee trust in leadership between TL and OCC.

This study provides the practical initiatives that highlight the importance of applying TL style to build and improve the trust of employees in their leadership for fostering OCC.

The paper has significantly advanced and deepened insight of how transformational leaders nurture employee’s specific shades of trust in leadership for fostering OCC. The valuable findings of this study contribute to enriching the theoretical basis of organizational behavior and change management, and can be used to analyze and explain the relationships between TL, employee’s trust in leadership and organizational capability for change.

Grounded on trait activation and social learning theories, this study aims to examine the effects of bottom-line mentality (BLM) and perceived abusive supervisory behaviour on proactive employee work behaviour and employee bottom-line mentality (EBLM) in micro-, small- and medium-sized enterprises (MSMEs) in Ghana. The moderating effects of relational attachment on how abusive supervisory behaviour relates to employee proactive work behaviour (PWB) and BLM were examined.

The study was based on a quantitative approach. An online questionnaire was used in a cross-sectional survey to elicit data from 643 conveniently sampled employees. Structural equation modelling was used to analyse the data.

The results support the proposition that owner-manager bottom-line mentality (OMBLM) positively and significantly predicts abusive supervision. The findings also revealed that owner-manager abusive supervisory behaviour significantly predicts employee PWB and EBLM. While the moderating effect of relational attachment on the relationship between perceived owner-manager abusive supervisory behaviour and EBLM is positive and significant, its effect on perceived owner-manager abusive supervisory and proactive employee work behaviour relationship was positive but insignificant.

The authors studied owner-manager abusive supervisory behaviour to understand how OMBLM relates to proactive employee work behaviour and EBLM among MSMEs in Ghana. The study sets the tone to investigate further the impact of OMBLM and the functional effect of owner-manager abusive supervisory behaviour on manager–employee relationships and outcomes among MSMEs in emerging economies.

The purpose of this study is to analyze the determinants of intention for energy and water conservation behavior in Prishtina, Kosovo by using the theory of planned behavior (TPB) conceptual framework and then examine the influence of intention and demographic factors on the conservation behavior itself. In addition, the present study examines the differences between urban and rural consumers in Prishtina in terms of their intention for energy and water conservation behaviors and their actual conservation behavior.

This study uses a qualitative approach by conducting ten in-depth interviews followed by one focus group with urban consumers and ten in-depth interviews followed by one focus group with rural consumers in Prishtina to analyze the influence of determinants on the conservation intention. In addition, the present study uses the quantitative research method to empirically examine the influence of intention and demographic variables on the actual conservation behavior.

The findings show that there is a difference between the urban and rural sample populations in Prishtina in terms of determinants that influence their intention to conserve energy and water. While attitude is the strongest determinant among the urban population, the social norms seem to be the strongest antecedent of the behavioral intention among the rural population. In addition, the study finds that the intention, income, family size and place of residence as a whole influence the actual behavior; however, the manifestation of the influence of separate variables on the actual conservation varies between urban and rural population. While intention is very strong among urban respondents and the actual conservation behavior is less dependent on the income level and family size, in the case of rural respondents, intention alone is not sufficient to predict the actual behavior and varies also on the income level.

The study brings unique and new knowledge about the application of the TPB in the context of small and developing economies bridging the research gaps arising from few scholarly research studying the differences between urban and rural populations.

Different leadership styles are used to make innovations in organizations. So, a sound system of social exchanges has always been a need in this dynamic and technological world to challenge organizational problems. Drawing on the social exchange theory, this study aims to empirically investigate the mediating relationship of a set of social exchanges, e.g. leader-member exchange (L.M.X.), knowledge sharing behavior (K.S.B.) and voice behavior (V.B.), between transformational leadership (T.L) and innovative work behavior (I.W.B). Particularly, it explores the best social exchange behavior between T.L and I.W.B that plays a highly constructive role in the innovativeness of the hospitality industry in Pakistan.

The study targeted 403 frontline employees from hotels situated near Swat Valley, Pakistan. The study used a quantitative approach by using a convenient sampling technique. Structural equation modeling was run by using Smart partial least square 3.3.3 to test the proposed model.

The research supported that T.L significantly influenced I.W.B via a L.M.X., K.S.B. and V.B. T.L did not directly and significantly influence I.W.B so, there were full mediations between T.L and I.W.B. Specifically, knowledge-sharing behavior played a highly constructive role in innovativeness.

The study targeted frontline employees from one place, Swat valley; however, data collection from different tourist places may generalize the results based on social exchanges and innovative behavior. A dyadic interaction between top-level and middle-level management may closely trace the innovative ideas among the employees.

The study found knowledge sharing to be a highly effective mechanism that supports employee innovation more than a L.M.X. and V.B. As a result, the managers should establish a sound system of knowledge sharing, which means a knowledge economy so that employees innovativeness can be boosted and promoted.

The present study was the first study in the hotel industry of Pakistan that reveals a highly effective mediating mechanism: K.S.B., which exists with T.L to increase workers’ innovativeness highly.

The purpose of this study is to draw from conservation of resources theory to examine how employees’ experience of resource-draining interpersonal conflict might diminish the likelihood that they engage in championing behaviour. Its specific focus is on the mediating effect of their motivation to leave the organization and the moderating effect of their peer-oriented social interaction in this connection.

The research hypotheses are empirically assessed with quantitative survey data gathered from 632 employees who work in a large Mexican-based pharmacy chain. The statistical analyses involved an application of the Process macro, which enabled concurrent estimations of the direct, mediating and moderating effects predicted by the proposed conceptual framework.

Emotion-based tensions in co-worker relationships decrease employees’ propensity to mobilize support for innovative ideas, because employees make plans to abandon their jobs. This mediating role of turnover intentions is mitigated when employees maintain close social relationships with their co-workers.

For organizational practitioners, this study identifies a core explanation (i.e. employees want to quit the company) for why frustrations with emotion-based quarrels can lead to a reluctance to promote novel ideas – ideas that otherwise could add to organizational effectiveness. It also highlights how this harmful process can be avoided if employees maintain good, informal relationships with their colleagues.

For organizational scholars, this study explicates why and when employees’ experience of interpersonal conflict translates into complacent work behaviours, in the form of tarnished idea championing. It also identifies informal peer relationships as critical contingency factors that disrupt this negative dynamic.