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This study aims to posit that managerial value would be one of the responsible factors for the difference in corporate social responsibility practice among businesses. It then empirically tested the effect of managerial value, with the moderation of organizational culture, on corporate social responsibility practice.

The authors have devised a “moderated micro-macro model” type of multilevel model, wherein managerial value took the micro (individual level) predictor variable role, stakeholder-based corporate social responsibility practice the macro (organizational level) outcome variable role and organizational culture the macro level moderating variable role. Because they need the attention of inquiry, large manufacturing firms in the Amhara region of Ethiopia, with a sample size of 53, constituted the organizational level units. The recent performance of the firms against corporate social responsibility practice and organizational culture have been judged by 473 randomly chosen employees. Managerial value has been rated by randomly picked managers, numbered 253. Analytically, Croon and van Veldhoven’s multilevel analytical package and Mplus software suited the designed model.

The study has revealed that managerial value, indeed, is a potential positive driver of CSR practice, the two managerial value dimensions demonstrated differential effects on corporate social responsibility practice and only one of the organizational culture dimensions, hierarchical culture, played a moderation role in managerial value – corporate social responsibility practice link.

The model and this empirical test have not been previously verified.

Although nonwork mastery generates personal resources and improves employee well-being and performance, employees must invest personal resources to experience mastery during nonwork time. Drawing on conservation of resources theory and resource exchange perspectives, the purpose of this study is to examine the role of day-to-day provisions of affiliation resources by the leader in generating the personal resources necessary for employees to engage in nonwork mastery.

Daily diary data were collected from 198 employees (768 days). The proposed model was tested using Bayesian multilevel path analysis.

The results showed that on days when employees perceived that their leader provided more affiliation resources, they reported higher self-esteem and work engagement and, in turn, experienced higher levels of mastery. Furthermore, employees in high-quality (vs low-quality) leader–member exchange (LMX) relationships benefitted more from the affiliation resources provided by their leader in terms of work engagement.

The findings suggest that leaders can actively manage their employees' daily experience and functioning through seemingly ordinary demonstrations of warmth, care, and positive regard.

This study highlights the important role of leaders in improving employee daily work and nonwork experience and functioning and sheds light on the tangible resource provisions in the work context and the associated personal resources that account for daily variations in mastery. By distinguishing between daily affiliation resources and general perceptions of LMX relationship quality, this study contributes to a more nuanced understanding of the implications that resource provisions by the leader have for employees.

On the basis of the hierarchical organizational structure, this study investigated how empowering leadership influences hotel employees' proactive work behavior through multiple cross-level mediation processes. This study also investigated whether psychological empowerment, positive psychological capital, job characteristics and job embeddedness can activate the linkage of the aforementioned trickle-down effects.

This study draws data from 826 international tourist hotel employees at different times with hierarchical linear modeling (HLM) analyses.

Multiple cross-level mediation analyses indicate that (1) psychological empowerment mediates the cross-level influences of empowering leadership on job characteristics and positive psychological capital; (2) positive psychological capital mediates the cross-level influences of empowering leadership on job embeddedness and proactive work behavior; and (3) job embeddedness mediates the cross-level influences of psychological empowerment and job characteristics on proactive work behavior.

In the post-pandemic era, the valuable trickle-down effects of empowering leadership could spill over into employees' positive beliefs of psychological empowerment, which ultimately benefit working responsibility and organizational operations.

The results support and suggest that maximizing the benefits of empowering leadership could eventually foster proactivity and performance in the workplace under hospitality and tourism settings.

This study aims to investigate organizational learning, represented by the absorptive capacity, as a condition for the firm to learn about marketing data and make more informed decisions. The authors also aimed to understand how the behavior of micro, small and medium enterprises (MSME) businesses differ in this scenario through a multilevel perspective.

Placing absorptive capacity as a mediator of the relationship between business analytics and rational marketing decisions, the authors analyzed data from 224 Brazilian retail companies using structural equation modeling estimated with partial least squares. To test the cross-level moderation effect, the authors also performed a multilevel analysis in RStudio.

The authors found a partial mediation of the absorptive capacity in the relation between business analytics and rational marketing decisions. The authors also discovered that, in the MSMEs firms’ group, even if smaller companies find it more difficult to use data, those that do may reap more benefits than larger ones. This is due to the influence of size in how firms handle information.

The sample size, despite having shown to be consistent and valid, is considered small for a multilevel study. This suggests that our multilevel results should be viewed as suggestive, rather than conclusive, and subjected to further validation.

Rather than solely positioning business analytics as a tool for decision support, the authors’ analysis highlights the importance for firms to develop the absorptive capacity to enable ongoing acquisition, exploration and management of knowledge.

MSMEs are of economic and social importance to most countries, especially developing ones. This research aimed to improve understanding of how this group of firms could transform knowledge into better decisions. The authors also highlight micro and small firms’ difficulties with the use of marketing data so that they can have more effective practices.

The research contributes to the understanding of organizational mechanisms to absorb and learn from the vast amount of current marketing information. Recognizing the relevance of MSMEs, a preliminary multilevel analysis was also conducted to comprehend differences within this group.

Building on the conservation of resources (COR) theory, this study aims to explore how overall justice climate (OJC) and cross-cultural psychological capital (CCPsyCap) help highly skilled expatriates develop creative behaviours despite disruptive global macro-events. This topic has not been extensively researched in the context of expatriation, especially amongst self-initiated expatriates (SIEs) from the Middle East and North Africa (MENA) countries.

The data were collected through a web-based questionnaire from 307 SIEs coming from the MENA region and working in different sectors of the Kingdom of Saudi Arabia. The responses were analysed via partial least squares-structural equation modelling (PLS-SEM).

Empirical evidence shows that no significant direct correlation exists between the OJC and the creativity of SIEs. However, the results demonstrate that this relationship was completely mediated by CCPsyCap.

The context of high uncertainty may limit individuals' cognitive abilities amongst individuals, in turn, reducing their level of creativity. In this regard, this study identifies the need for host organisations to develop fair human resource policies to enhance creative behaviours amongst SIEs in such a context. It also underlines the role of psychological resources as a coping mechanism that helps those expatriates cope with the diverse challenges of their international assignments.

This study offers new theoretical support for understanding how the combination of OJC and psychological resources constitutes a springboard for enhancing SIEs' creativity in a context of hardship. This study also advances the COR theory by adopting a “cross-level resources caravans” approach.

The purpose of this research is to investigate the cross-level effects and mechanisms of inclusive leadership on employee innovation in team contexts, and further explore the boundary conditions of inclusive leadership.

This study collected data from 237 leader-member dyads in 60 teams of Chinese firms. The research utilized multilevel linear models and multilevel structural equation models in the R language to test the hypothesized model.

The findings suggest that inclusive leadership has a positive impact on both employee incremental and radical innovation. Team psychological safety and employee role breadth self-efficacy mediate the effects. Employee risk avoidance propensity negatively moderates the mediating role of role breadth self-efficacy in the relationship between inclusive leadership and incremental innovation.

Leaders should pay attention to team psychological safety, employee role breadth self-efficacy and employee individual risk avoidance propensity that influence employee innovation to maximize the effectiveness of inclusive leadership.

This research expanded the level of analysis from individual to team, exploring cross-level effects and mechanisms of inclusive leadership on employee innovation in team contexts, and clarified the effectiveness conditions of inclusive leadership.

This study aims to investigate the effect of perceived insider status to employees' innovative behavior, the mediating role of knowledge sharing and the moderating role of organizational innovation climate in the relationship between knowledge sharing and employees' innovative behavior.

This study adopted questionnaires to gather data. The sample of 341 employees working in diverse organizations in China was applied to examine the hypotheses.

The results indicate that perceived insider status is positively related to employees' innovative behavior and knowledge sharing mediates the relationship between perceived insider status and employees' innovative behavior. In addition, organizational innovation climate enhances the relationship of knowledge sharing and employees' innovative behavior.

This study builds a system from psychological aspect to behavior, which includes the mechanism of the influence of perceived insider status on employees' innovative behavior and a cross-level analysis of the influence of organizational innovation climate on employees' innovative behavior, breaking through the previous research paradigm of a single level of climate and employee behavior.

Based on the conservation of resource theory, this paper explores the impact of differentiated transformational leadership on employees' taking charge in the context of Chinese organizations, with psychological availability as a mediator and collectivism orientation as a moderator.

The authors distributed paired questionnaires to 67 team managers and 219 team members to obtain research data and established a hierarchical linear model for the hypothesis testing.

The results show that team-focus transformational leadership has a significant positive impact on employees' taking charge, and individual-focus transformational leadership has a significant negative impact on employees' taking charge. Specifically, psychological availability plays a partial mediating role between differentiated transformational leadership and employees' taking charge. Moreover, collectivism orientation has no significant moderating effect between team-focus transformational leadership and psychological availability. But it has a significant moderating effect between individual-focus transformational leadership and psychological availability, i.e. the higher the level of collectivism orientation, the stronger the negative effect of individual-focus transformational leadership on psychological availability.

The paper notes the hierarchy of differentiated transformational leadership and divides it into team-focus transformational leadership and individual-focus transformational leadership. It also provides a new mechanism and boundary condition, i.e. differentiated transformational leadership has an impact on employees' taking charge through psychological availability and collectivism orientation is a moderator.

The study aims to deepen existing knowledge on the specific role of soft total quality management (TQM) practices in the ferry sector. Over the last decade, TQM practices have been thoroughly restructured, allowing us to develop an appropriate framework through which the relevance of each practice to this particular sector can be explained.

A narrative case study has been conducted to enhance the quality orientation and soft TQM practices adopted by a medium-sized company in the ferry sector.

The study identifies five soft TQM practices that offer valuable contributions in terms of quality orientation. These are organised into a configurational and systemic approach according to a three-level framework. At the macro level, a customer-orientated approach is paramount, as this orientation clearly points out the fundamental values of TQM. Coherently, at the micro-level, employees should be trained, involved, and empowered to truly internalise and behave according to a quality orientation. At the meso-level, dedicated leadership should support these practices and foster their effectiveness across the organisational structure.

The main limitation of this study is related to its narrative analysis. More empirically-grounded research should be used in the future to test the validity of the model.

TQM practices can leverage soft aspects, finding mutual integrations and offering reciprocal support if a bundle of practices is enforced and co-present across several layers of an organisational structure.

The model offers a configurational approach to help the ferry sector in leveraging soft TQM practices to implement TQM initiatives successfully. This is subject to external contingencies and thus requires adaptability and flexibility.

Corporate social responsibility (CSR) was mandated and institutionalised in India through the Companies Act (2013), a decade ago. It is critical to understand the priorities of the models used by the companies to effectuate their CSR policy. This paper aims to understand the skewing of interest towards Education and Health interventions. The paper then proposes a framework to cross-level and effectuate CSR programme implementation.

The qualitative study conducted in-depth interviews of the stakeholders from the CSR environment. The findings are used to derive a model to effectuate CSR in India.

The findings may be divided into two sub-themes – (a) observations from the field study and (b) integrated solution ecosystem (ISE) framework. The qualitative study and the insights form the first component. The proposed framework which can enhance the efficiency of CSR practices may be found in the second sub-theme.

Operationalisation of the proposed model, if adopted would require integrated efforts from multiple functional departments which could lead to an extended timeframe for implementation. This may eventually lead to a need to revise the model in the making. The research could also include perspectives from governmental stakeholders which is missing here.

The emerging model can present an opportunity for corporates and policymakers to revisit the CSR structure and frameworks. It can also be used to evaluate and audit the CSR practices of companies.

The ISE posits a bunch of actionable themes which can deliver an impactful transition from the existing approach to CSR to a more far reaching one. While the ground rules are revisited, the approach also allows a critical departure from a corporate-driven model of engagement with the community. The modifications or corrections in this model would also mean a more inclusive layering of developmental interventions. The diversity which could potentially be brought in to designing interventions can be another key impact.

This paper presents insights for some of the pivotal stakeholders of CSR in countries like India. It presents a possible model of effective and optimal utilisation of CSR spending.