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The study aims to attain insights into the impact of destructive leadership and citizenship pressures in inducing employee silence through the lens of social exchange and the conservation of resources theory. The research further relies on Friedkin’s attitude-behaviour linkage framework (2010), while taking into account the role of employees’ defensive cognitive evaluations, as against the previously accented emotion-focused explanations.

In order to corroborate the pertinence and contextual relevance of the framework, a survey-based study was conducted with a purposively selected sample of 133 full-time employees from the systemically important banks. The sample size was determined through an a-priori power analysis using G*Power, and the hypothesized serial mediation model was tested using PLS-SEM in SmartPLS v_4.0.

The findings accentuate the significance of destructive leadership in navigating employees’ silence directly and serially through continuance commitment and compulsory citizenship behaviours. The study also underlines that rather than being portrayed as unidimensional outcomes centered on attitudes, employee behaviours ought to be considered contingent retorts under attitude-behaviour cascades.

The study contributes to strategic human resource management literature by offering a cognition-based explanation for employees’ silence, taking Pakistan’s cultural and contextual orientation into cognizance. Extending on the attitude-behaviour linkage framework, the study provides that attitudes shaped by defensive cognitive evaluations may concurrently foster involuntary (citizenship) as well as voluntary (silence) behaviours.

This study aims to use self-determination and social exchange theory to investigate how transformational leadership influences employees’ motivation for their work behaviors, with job autonomy serving as a mediator. This study hypothesized that transformational leadership could promote employees’ autonomy in performing their tasks, leading to the development of innovative work behaviors and organizational citizenship behaviors.

Using a multilevel approach, data was collected from 409 public service employees across 39 departments.

The findings indicate the significant impact of transformational leadership on shaping employees’ innovative work and organizational citizenship behavior. Notably, job autonomy emerges as a pivotal mediator, facilitating the positive effects of transformational leadership by empowering employees to explore innovative tasks beyond their prescribed roles, thereby enhancing team effectiveness and employee engagement.

This study’s originality lies in its innovative use of multilevel analysis to reveal job autonomy’s mediating role, offering fresh insights into promoting innovation and organizational in public service settings.

The aim of the study is to investigate the relationship between humble leadership, project success, and service-oriented organizational citizenship behavior (OCB) and how task complexity may moderate this relationship. The study aims to determine if humble leaders are more likely to promote service-oriented OCB among team members and if this behavior in turn leads to greater project success, especially in complex task environments. These relationships are examined through the lens of the conservation of resources theory.

The data were collected from the employees working in software companies using a closed-ended questionnaire, and a total of 214 complete questionnaires were analyzed. The research model was tested using structural equation modeling with the help of Smart PLS 3 software.

Humble leadership is positively associated with service-oriented organizational citizenship behavior (OCB), which in turn is linked to project success. Task complexity does not appear to have a significant impact on this relationship.

Humble leadership is positively related to IT project success through its influence on service-oriented organizational citizenship behavior and task complexity. Implications include the importance of fostering a humble leadership style to enhance IT project success, as well as the potential benefits of promoting service-oriented behavior among employees. It also highlights the need to consider task complexity when evaluating project success.

The research explores the relationship between “humble leadership” and project success, and how it relates to “service-oriented organizational citizenship behavior” and “task complexity”. It presents an original perspective on the role of leadership in project success and the impact of organizational culture on project outcomes through the lens of the conservation of resources theory.

Communication with employees during times of crisis has become a crucial aspect of crisis management for building organizational resilience knowledge. Thus, explaining how internal crisis management promotes positive employee behaviour has become imperative. This study aims to investigate the relationship between internal crisis communication, job engagement, Organizational Citizenship Behaviour towards the Environment, Communicative behaviour for sensemaking and sensegiving and organizational resilience.

An online survey was conducted with 483 full-time employees in Pakistan. The structural equation modelling technique was employed to assess the study's hypotheses.

The findings of this study demonstrate that internal crisis communication can boost employee job engagement, organizational citizenship behaviour towards environment, sensemaking and sensegiving, which will also have a downstream effect on organizational resilience.

The findings of this study indicated that effective internal communication can aid managers in making well-informed decisions, coordinating response efforts and disseminating vital information to relevant stakeholders. As a result, this study contributes to the literature on internal crisis management by incorporating employee behavioural intention towards the environment. It provides managers and practitioners with knowledge on managing employees during a crisis.

Surprisingly, the conservation of resource theory (COR) does not explain communicative conduct (sensegiving) and environmental (e.g. organizational citizenship behaviour towards environment) components. This research combines the tenets of COR theory that have yet to be researched with the employees' environmental responses element. The mechanisms of cognition and communication were also ignored in earlier studies. This study sheds light on the process through which higher levels of job engagement, organizational citizenship behaviour towards environment and the capacity for comprehension (e.g. sensemaking) and meaning-transmission (e.g. sensegiving) ultimately help organizations navigate the crisis successfully.

This study aims to investigate the influential factors driving customer-oriented constructive deviance (COCD) within the context of the tourism and hospitality industry. Specifically, the authors explore the role of moral emotions as mediators and moral disengagement as a moderator.

In Study 1, the participant pool consisted of 259 frontline service employees hailing from a diverse selection of 54 four- and five-star hotels. Study 2 took an alternative approach, using a scenario-based experiment with 212 participants.

The results reported that organizational injustice toward customers is positively related to other-condemning emotions and leads to COCD. The results also reported that perceived customer citizenship behavior (CCB) positively relates to other-praising emotions, resulting in constructive deviance from customer-oriented. Moreover, these findings support moral emotions and moral disengagement interactions.

This paper shows that an organization’s injustice of external parties, such as customers, may provide important information that employees use to shape their moral emotions (e.g. other condemning emotions) and behavior toward the organization (e.g. COCD). Furthermore, this study confirms that perceived customer citizenship behavior contributes to COCD through other-praising emotions.

Tourists' environmentally responsible behaviour (ERB) is very important for the environmental sustainability of popular tourist destinations. The main purpose of this research paper is to explore the relationship between environmental citizenship behaviour (ECB) and trust in local government with ERB.

A theoretical model was proposed and tested. Data were collected from domestic tourists (n = 555) visiting Antalya, on the Mediterranean coast of Turkey.

The results show that all dimensions of ECB (helping, engagement and initiatives) have a positive effect on the formation of ERB among domestic tourists. The results also show that trust in the local government of the destination has a moderating effect on the relationship between the two dimensions of ECB (engagement and initiatives) and ERB. The helping dimension of ECB has the highest positive impact factor on ERB. The results provide a comprehensive framework for further research. The proposed model is strongly supported by the findings.

Local policy makers can focus on how to increase the environmental motivation of domestic tourists. Environmentally friendly projects can be developed to attract their attention. This will ensure that they take more responsibility for the environment at the destination.

Understanding the potential impact of local government on tourist behaviour is crucial for sustainability. However, there are few studies that directly examine the moderating effect of trust in local government on the relationship between ECB and ERB. This study addresses this gap and makes novel contributions to the relevant literature.

Employee green behavior contributes to the achievement of hospitality organizations’ sustainability goals. However, there is a need to examine how green human resource management (GHRM) fosters employees’ green behavior. Anchored on the conservation of resources (COR) theory, we anticipate that GHRM may have double-edged effects on employees’ organizational citizenship behavior for the environment (OCBE) via two opposing mechanisms (e.g. environmental passion and emotional exhaustion). Moreover, we expect that the relationship of GHRM on environmental passion and emotional exhaustion depends on environmentally specific empowering leadership (ESEL).

The data were garnered from 356 hospitality employees in Pakistan and analyzed using partial least squares structural equation modeling (PLS-SEM).

The findings revealed a significant and positive link between GHRM and employee OCBE and environmental passion and a significant and negative relationship between GHRM and emotional exhaustion. Similarly, the link between environmental passion and employee OCBE was significant and positive and between emotional exhaustion and employee OCBE was significant and negative. Our results indicate that the impact of GHRM on OCBE among hospitality employees was mediated by environmental passion and emotional exhaustion. Further, ESEL strengthened the association of GHRM with environmental passion while mitigating the effect of GHRM on emotional exhaustion.

Anchored on the COR theory, our study provides novel empirical evidence by investigating the mechanisms and boundary conditions between GHRM and employee OCBE nexus in the hospitality realm.

The purpose of this study is to examine the intricate dynamics within the hospitality service sector, which predominantly employs low-wage and low-skilled workers. These employees frequently encounter challenges related to breaches in their psychological contracts. Despite their critical role in customer service, their experiences are often overlooked in organizational inclusion research. We investigate the relationship between employees’ perceptions of organizational inclusion and their assessments of organizational ethical virtues (OEVs), considering the potential moderating effect of psychological contract breach. Furthermore, it explores how these factors influence customer- and organizationdirected organizational citizenship behaviors (OCBs).

Our research design incorporates a two-stage moderated-mediation model to test our proposed hypotheses empirically. A two-source sample of 451 European hotel managers and employees extends the inquiry with the proposed model. Structural Equation Modeling (SEM) was employed to analyze the proposed relationships.

Findings reveal that organization inclusion is positively associated with OEV and employee-perceived OEV mediates an indirect link between organization inclusion on customer-oriented OCB. Moreover, psychological contract breach (P CB) attenuates the association between organization inclusion and OEV at the first stage and OEV, and OCB at the second stage.

The findings robustly corroborate our proposed model. The study findings culminate in a discussion accentuating the extensive implications of our findings for both research and practicality within the hospitality sector. Anchored in empirical revelations, we delineate avenues for future exploration in this pivotal domain.

The purpose of this paper is to examine the influences of employee perception of corporate social responsibility (CSR) in the Readymade Garment Industry (RMG). The RMG industry in Bangladesh has faced constant criticism of their working practices, and following some fatal incidents, the industry was faced with external pressures of implementing CSR practices and policies. Manufacturers invested and initiated CSR in their business and marketing strategy to survive in the global competition. Employees are internal stakeholders that help to implement and disseminate strategies successfully; however, there is not enough knowledge in the area of employee perception of CSR.

The paper is an exploratory study using the quantitative data collection method. In total, 128 responses have been collected from participants who are employees of garment factories in Bangladesh to understand their perception of CSR. Regression analysis has been conducted to ascertain the relationships between the factors that influence employee perception. Theories of stakeholder management, organizational citizenship behaviour, social exchange theory and employee engagement have been used to analyse the factors that influence employee perception.

The findings show that the factors that influence perception of CSR are not confined to the stakeholder’s initiatives but are significantly dependent on the employees’ direct involvement, engagement and personal values as a beneficiary and an executioner. In addition to the stakeholder’s initiatives that are a key deliverable to the marketing strategy, the employees are influenced by their personal beliefs and practices that can be associated with influences of religion, culture and the wider social landscape.

The data is limited to a small number of factories located near the capital, Dhaka, this is a small sample compared to the 4,000 factories in Bangladesh. Further research can be conducted based on a larger data set, which could represent a wider range of employee perspectives from different factories relating to size, product category and geographical location. The study does not expand on the factors that influence employee perception specifically.

The findings of the study can help the employers understand that the organization’s priority and participation are not the only factors that influence the employee’s perceptions. The employees’ assessment of the stakeholder’s intentions of CSR, which are reflected in the organization’s priority, shapes employee perceptions that are influenced by their personal values and beliefs. The awareness of the factors that influence the employees will enable organizations to motivate them and deliver on expectations of the business partners.

It is the practices aimed at the employees that enhance their engagement in CSR that enable them to reciprocate and influence their perception of the organization’s fair and genuine motives. The effectiveness of this aids the macro-marketing aspects of managing social concerns and the impact of businesses.

The data collected is primary data from employees of garment manufacturers. The hypothesized framework is developed by the authors, and the outcomes of the factors that influence the employee perception of CSR are escalated from the analysis conducted by the authors.

Online health communities (OHCs) have emerged on the Internet, substantially changing the conventional healthcare delivery model. Despite this emergence, the lack of patient participation and contribution always limits the success and sustainability of OHCs. Previous studies have disclosed that patients’ value co-creation behavior (VCB) helps organizations sustain OHCs. However, how the recent surge in artificial intelligence (AI) tools, such as social support chatbots (SSCs), drives patients’ VCB is still unknown. Therefore, this study examines the complex mechanism behind patients’ VCB to establish sustainable OHCs.

Using value co-creation and social support theories, the author develops a moderated mediation model and analyzes survey data from 338 respondents using partial least squares structural equation modeling (PLS-SEM) and artificial neural network (ANN) methods.

Results demonstrate that perceived social support (PSS) from SSCs positively affects VCB directly and indirectly via patient learning (PL). This indirect effect is stronger when patient ability/readiness (PAR) is high. ANN findings highlight the model’s robustness and the significant role of PAR in VCB.

This study’s integrated framework offers unique insights into key drivers of patients’ VCB in OHCs. The findings indicate that PSS from SSCs enhances PL and VCB, with PAR influencing the strength of these relationships. Understanding these dynamics can inform user-centric interventions to promote effective learning and collaboration in OHCs.