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The purpose of this paper is to investigate the impact of role stressors on job stress among airline employees in mainland China. More specifically, the aggravating effects of shift work and the mitigating effects of decision latitude are explored to facilitate strategies of intervention aimed at reducing job stress.

Data are collected using a field survey in Mandarin from 485 airline employees, including pilots, flight attendants, and service employees in five major cities in mainland China.

The findings demonstrate that role overload and role conflict have significant positive effects on job stress. Furthermore, both shift work and its interference with non‐work activities significantly elevated the impact of role overload on job stress. Findings also reveal that decision latitude mitigated the detrimental effect of role overload on job stress for employees working on fixed shift, but not for employees working on rotating shift.

This is a cross‐sectional study using perceptual measures.

The findings suggest that aviation managers in China need to focus not only on decision latitude but also on job and organizational design to mitigate the impact of job demands on stress. While decision latitude works to ease demands among those who work on fixed shifts, it does not work in the same way for those working on rotating shifts.

This paper corroborates the cross‐cultural applicability of stress theory by demonstrating the detrimental role of rotating shift on stress while at the same time calling attention to some cultural shaping of the findings.

The purpose of this paper is to study the influence of organizational justice and decision latitude on expatriate organization commitment and job performance.

Data were collected from 175 nonmanagerial-level expatriate employees in Dubai, UAE using a purposive sampling approach. A structural equation model with partial least squared analysis was utilized to test the hypotheses.

The results show that decision latitude partially mediates the relationship between organization justice and organizational commitment and fully mediates the relationship between organization justice and job performance.

Data were collected from a cross sectional sample in UAE, and hence, the generalizability of the results to other contexts may be limited.

The research study suggests ways in which human resource managers and practitioners can develop a stronger awareness of the importance of decision latitude in employee decision-making and the role it plays in promoting employees' commitment and job performance given perceived organizational justice.

The present research is among the first of its kind to examine the study variables within the nonmanagerial expatriate context.

The purpose of this paper is to investigate the moderating roles of two distinct styles of coping and decision latitude on the relationship between three facets of role stress and psychological strain in six national contexts.

The objective of the research is to examine the relative predictive efficacies of three theory specific moderators in six countries which differ on the cultural dimension of individualism‐collectivism. The data are analyzed using moderated regression analysis.

The results show that problem‐focused coping is a better moderator in the individualistic countries and that emotion‐focused coping is a better moderator in the collectivistic contexts. None of the three moderators moderate the relationships in Germany and South Africa – the two countries which had scores in the mid‐range of the individualism‐collectivism continuum. Findings are discussed for their significance into the interplay of cultural variations and coping with work stress in predicting psychological strain or distress on the job.

Practical implications for managing human resources in various subsidiaries of multinational and global organizations are discussed.

This paper confirms existing theories and expands the authors’ understanding of role stress and psychological strain in different cultural contexts.

The purpose of this paper is to examine the antecedents (i.e. work‒family culture and decision latitude) and outcome (innovative workplace behavior (IWB)) of work‒family enrichment (WFE). The study also examines the moderated mediation hypothesis between WFE and outcome, considering work‒life balance (WLB) as a mediator and gender role ideology (GRI) as the moderator.

Data for the study were collected through a questionnaire survey from 426 Indian dual working parents, working in various sectors, through purposive sampling technique.

The study found that work‒family culture and decision latitude are positively related to WFE, which, in turn, results in increased IWB, with WLB acting as its mediator. Further, the study also found a moderating effect of GRI between WFE and WLB relationship; more specifically, the relationship between WFE and balance is stronger for egalitarian employees (high GRI).

Using self-reported questionnaire data and a cross-sectional research design is the limitation of this study.

The study examines a relatively less focused phenomenon of work‒life interface, that is WFE in one of the underrepresented contexts like India; further, the study extends the range of antecedents and outcomes of WFE. Additionally, it contributes to understand the enrichment‒balance relationship, whereby it explains the role of GRI in developing a balanced perception.

Executives exert a pervasive influence on the organizations they lead. As such, scholars have long considered how to calibrate the risks inherent in executive decision making, often relying on incentives and compensation to calibrate executive risk behavior. However, there are shortcomings that reduce the efficacy of this approach, largely because incentives and compensation do not alter the work environment itself, which play a significant role influencing executive risk behavior. Consequently, in this chapter, we propose a conceptualization that integrates executive risk-taking with work design, framing three central features of the strategic leader job and work environment that may be manipulated to channel and shape executive risk-taking. Specifically, accountability, discretion, and relationships are proposed as the key higher-order characteristics of the executive work context, and they are examined with respect to optimal calibration in order to maximize both executive performance and well-being, as well as organizational coordination and control. Implications of this conceptualization and directions for future research are discussed.

Recent years have seen an explosion in the study of emotions in organizations, and although emotions play a central role in the job stress process, their role is largely neglected in empirical stressor–strain studies. Our chapter aims to build consensus in the literature by showing that discrete emotions provide a mechanism through which stressors exert their impact on well-being. By examining a larger domain of stressors, emotions, and well-being, we begin to develop and expand upon the nomological network of emotions. In an effort to build on the job demands–resources (JD-R) model, which includes both job demands (i.e., negative stimuli such as time pressure) and resources (i.e., positive stimuli such as autonomy), we include both negative and positive discrete emotions with the expectation that negative emotions will generally be linked to demands and positive emotions will be linked to resources. We also propose that there may be circumstances where demands trigger negative discrete emotions and lead to greater experienced strain, and conversely, where resources arouse positive discrete emotions, which would positively affect well-being. The model in our chapter sheds light on how discrete emotions have different antecedents (i.e., job demands and resources) and outcomes (e.g., satisfaction, burnout, performance), and as such, respond to calls for research on this topic. Our findings will be of particular interest to organizations where employees can be trained to manage their emotions to reduce the strain associated with job stressors.

This paper deals with the leeway organizations have to develop and design self‐managing teams by using a model containing four modal verbs: must, may, can and will. “Must” refers to the need for local decision making and is considered to be the result of diversity in environmental demand and variety in work processes. “May” pertains to organizational and work designs that facilitate local decision making. The skills and abilities of the workers are covered by the modal verb “can”, while “will” refers to the attitudes of the workers towards self‐managing teams. The model may help to find and realize a match between these “modalities”.

In recent years, there has been a concern that employers are falsely classifying employees as self-employed to evade collective agreements and labour laws (e.g. minimum wages, working time legislation and protection in case of redundancy), and the result is that these dependent self-employed suffer poorer working conditions. The purpose of this paper is to provide an extensive evaluation of the working conditions of those in dependent self-employment compared with the genuine self-employed.

To do so, data are reported from a 2015 European Working Conditions Survey of 35,765 workers in 28 European Union member states.

Of the 4.3 per cent of the working population found to be in dependent self-employment, the finding is that they have similar working conditions to the genuine self-employed in terms of their physical and social environment and intensity of work. However, they have poorer job prospects and less ability to use their skills and discretion than the genuine self-employed. In terms of the working time quality, meanwhile, the finding is that they have better conditions than the genuine self-employed. Therefore, this analysis uncovers the need for a more nuanced understanding of the relative working conditions of the dependent self-employed.

If the working conditions of the dependent self-employed are to be tackled, evaluation is now required of whether the current policy approaches, such as developing a hybrid category of employment with legal rights attached, address the specific working conditions that are worse for the dependent self-employed.

This is one of the few papers which provides an extensive evaluation of the working conditions of those in dependent self-employment in the EU28.

The introduction of Mikhail Gorbachev′s perestroika in 1985 marked the beginning of enormous change in the former USSR. Most articles and studies, thus far, have concentrated on the macro economic, political, and social issues involved. Little has been done to assess the changing situation for the managers of Soviet enterprises. This 1990 study of 108 Soviet managers employed in large state‐owned enterprises (including aviation, precision instruments, construction, light industrial machinery, building and wood products) focused on the changes they perceived in their decision‐making authority in four major decision areas. These were: (1) long‐term investments; (2) product considerations; (3) the value chain external to the enterprise; and (4) human resource management. Results indicate that they perceived meaningful change in their authority since the advent of perestroika, and that they foresaw a continuation of such change in the future.

Most studies have focused on the impact of the application of AI on management attributes, management decisions and management ethics. However, how job demand and job control in the context of AI collaboration determine employees' learning process and learning behaviors, as well as how AI collaboration moderates employees' learning process and learning behaviors, remains unknown. To answer these questions, the authors adopted a Job Demand-Control (JDC) model to explore the influencing factors of employee's individual learning behavior.

This study used questionnaire survey in organizations using AI to collect data. Partial least squares (PLS) predict algorithm and SPSS were used to test the hypotheses.

Job demand and job control positively influence self-efficacy, self-efficacy positively influences learning goal orientation and learning goal orientation positively influences learning behavior. Learning goal orientation plays a mediating role between self-efficacy and learning behavior. Meanwhile, collaboration with AI positively moderates the impact of employees' job demand on self-efficacy and the impact of self-efficacy on learning behavior.

This study introduces self-efficacy as the outcome of JDC model, demonstrates the mediating role of learning goal orientation and introduces collaborative factors related to artificial intelligence. This study further enriches the theoretical system of human–AI interaction and expands the content of organizational learning theory.