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The purpose of this conceptual study is to explain the way in which employees influence social innovation in the employee–organization relationship, such as job crafting, i-deals, New World of Work, talent management, or high performance work practices.

This study applies a practice perspective in order to explain how employees affect their employee–organization relationship and thus influence the outcomes of social innovation.

The theoretical exploration suggest that employees can engage in the enactment of the employee–organization relationship in three ways: enacting employment relationships, enacting employment practices, and enacting employment practices’ outcomes. In doing so, they can draw on interpretive schemes, resources, and norms for realizing the benefits of social innovation for themselves and/or their employer.

Although organizations have started social innovation initiatives that allow employees to actively shape the employee–organization relationship, existing studies still treat employees as inactive recipients in the relationship with their employer. As a result, it remains unclear how social innovation in employee–organization relationships is implemented in practice and thus, how social innovation provides benefits to the employee and the organization. The originality of this study is its focus on how employees, as (pro-)active constituents, shape the employee–organization relationship, for finding better explanations of the outcomes of social innovation initiatives.

This study examines how the different attributes of authentic leadership influence trust and employee organization fit and how such influences differ by gender and the level of positions during the COVID-19 pandemic.

The study employed a survey to examine US employees' perceptions toward different attributes of authentic leadership during the COVID-19 pandemic.

The study showed that self-awareness, balanced processing and internalized moral perspective positively relate to trust in the employer, mediated through employee–organization fit. However, relational transparency has a backfiring effect, negatively related to trust through the mediation of employee–organization fit. Additionally, this study highlights the differences in gender and level of positions in reactions to authentic leadership.

This study contributes to the understanding of internal public relations in a turbulent crisis time by proposing a mediated model that explains the effects of authentic leadership on employees' trust through their fit with the organization. Additionally, it identified that gender and position level are important factors moderating such effects.

How employees connect with their work organisation and how it may play a role in their moral courage and ethical behaviour remain under-explored. This study, using Psychological Contract Theory, aims to explore how employee–organisation connectedness influences employees' moral courage and ethical behaviour.

The hypotheses were tested using Partial Least Squares Structural Equation Modelling (PLS-SEM) on data collected through a questionnaire survey from 212 Australian healthcare professionals.

Employee connectedness with their work organisations showed a significant and direct impact on ethical behaviour. Along with moral courage, connectedness explained over half of the variance in ethical behaviour. Furthermore, moral courage partially mediated the effect of employee connectedness on ethical behaviour.

The overall theoretical implication of this study is that psychological contracts between employees and their organisations operationalised through employee–organisation connectedness can explain the role of moral courage in ethical behaviour.

With increasing borderless management of organisations, organisational connectedness can be a critical factor in developing employees' moral courage and ethical behaviour within organisations. Socialisation interventions can be useful to promote employee–organisation connectedness.

The study developed a higher-order connectedness model and validated it with PLS-SEM. The study provides novel empirical evidence on the relationships between employee–organisation connectedness, moral courage and ethical behaviour.

Drawing from the social exchange theory, the job demands-resources theory and the employee–organization relationship framework, this article aims to investigate underlying mechanisms through which organizational resources impact frontline service employees’ (FLEs) core service performance and customer-oriented organizational citizenship behavior (OCB).

An empirical study was conducted based on a multi-source data from 211 employee–customer pairs, with structural equation modeling used to test hypotheses.

FLE felt gratitude toward the firm fully mediates the impacts of supervisory guidance and employee-oriented relationship investment in influencing employees’ service performance and customer-oriented OCB. The study further finds that when the perceived job autonomy is low, providing supervisory guidance is more effective in eliciting employee gratitude than employee-oriented relationship investments. In contrast, when the perceived job autonomy is high, employee-oriented relationship investment elicits higher employee gratitude than supervisory guidance.

First, as cross-sectional pair data were used to test the proposed hypotheses, a stronger case might be made for the use of longitudinal data. Second, the current study uses a large variety of industries to study the phenomenon of employee gratitude and customer-oriented performance. Third, given recent globalization trends, it is increasingly important for researchers to address how the knowledge gained within an US context is applicable on a global scale. Finally, the two types of organizational resources included in the study are both positive resources.

The findings offer insights about how firms can strategically invest organizational resources to favorably influence FLE gratitude and customer outcomes as well as how job autonomy plays a role in leveraging the impacts of those resources.

This study is one of the few to advance our understanding of how FLE felt gratitude serves as an intervening mechanism through which functional and social resources invested by service organizations lead to desirable customer outcomes. In addition, this study explores the moderating role of FLE perceived job autonomy, suggesting the contingent nature of organizational resources in affecting customer-oriented FLE behaviors, which was rarely attended in previous research.

The chapter explores if and how online and face-to-face organizational environments can interact, and if and how this interaction could foster managerial practices to sustain personal growth, organizational development, and employee–organization relationships.

Research project is based on an emblematic case study: Fubles.com is a social sport sharing platform with one of the most active sport communities in Europe. This case is representative of a novel initiative, useful in understanding how social media drive organizational results.

Social media activities do not always substitute face-to-face relationships; online connections can enhance relationships, in terms of quantity, quality, and fairness, generating comprehensive reconfiguration of people practices, before and after the game. Thanks to social networks, organizations can support interpersonal contacts, enabling people to organize collective activities both virtually and physically.

The case advocates three levels of possible organizational reconfigurations through social media (individual, collective, and organizational) that can foster the quality of the employee–organization relationship.

Results suggest that social media are sources of new and innovative ways to interact within and across organizations, reinforcing not only the online interactions, but especially traditional face-to-face connections through a process of reconfiguration of people practices.

Previous research leads to contrasting hypotheses about the relationship between extra effort of employees and the level of job security. According to agency theory, job security leads to lower levels of extra effort and social exchange theory argues that extra effort requires job security. The purpose of this paper is to formulate a set of hypotheses based on these theories. Besides considering them as mutually exclusive, they are integrated into a single theoretical framework that argues that both theories can apply, depending on the conditions and social context (in terms of the social security system).

Data from the International Social Survey Program (2005) including 22 countries from around the globe are analyzed using multilevel analysis.

The study provides evidence that social security moderates the relationship between job security and extra effort.

This study differs from previous research as it focuses on two sides of insecurity in the workplace and because it analyzes a large data set to include institutional factors.

This study aims to examine the effect of organizational relationship style (employees' relationships with colleagues, supervisors, and the organization) on the sharing of knowledge in high‐tech companies; it goes on to determine which particular relationship style is the most important in accounting for the extent of knowledge sharing in these companies.

The study uses a quantitative approach. Research hypotheses are tested by statistical methods including Pearson Correlation and Structural Equation Modeling. A total of 300 questionnaires were distributed, of which 182 valid questionnaires were returned (a 61 percent response).

An organization should establish, and maintain, relationships between employees to improve the sharing of knowledge within the organization, ensure a high interaction between employees, and create well‐arranged knowledge resources for the organization.

The research shows that managers in the high‐tech industry need to pay more attention to the interaction among organizational members. The relationship of an employee with the organization, supervisor and colleagues, and thus the willingness to share knowledge, can be improved via job rotation, implementation of a mentoring system, and role‐playing activities.

The significant findings of the study relate to high‐tech industry in Taiwan. The proposed model can be replicated in other industrial and country settings in order to test its generality.

The purposes of this paper is to first explore, and describe positive discretionary risky-service behaviour (DRSB) of customer-contact service providers in relational context and second to model the antecedents of such actions.

Employed an exploratory qualitative approach and purposive sampling. The authors gather data from field interview of 35 relationship managers in private and public banks in India. Grounded theory method using analytic induction approach was employed.

Existing studies and field interviews are used to forward the notion of “DRS behaviour” denoting employee service behaviour that is discretionary as it is work beyond what could reasonably be expected from an employee's job role and risky in a sense that it is outside the specific rules and processes incorporated in the formal service process document. Data reveal the existence of DRS behaviour in banks. A definition of DRS behaviour is forwarded and a range of antecedents proposed.

To explore the generalizability of results replications among bank employees (relationship managers) in other countries (with more regulatory banking environments) required. While the exploratory data suggest the general antecedents of DRS, the specific propositions have not been tested.

The paper includes implications for the management and advancement of employee-customer relationship such as employee's traits, reward structure, and system for monitoring employee-customer relationship strength.

The main contribution of the study is relationship antecedent, which may be taken as a starting point for relationship advancement research.

To improve unsafe workplace of Chinese SMEs, this paper aims to use the multi-agent simulation experiment to reveal the relationship between employees’ safety voice and safety level of enterprises.

Through simulation of employees’ safety voice activities, enterprises’ production activities, enterprises’ safety activities, an experiment platform is built. The experiment introduces external variable of labor resource and sets four experimental situations considering whether labor resource is sufficient and whether employees’ value is significant.

The result shows that not all the employees’ safety voice can change small- and medium-sized enterprises’ safety level. When there is sufficient labor supply, employee safety voice cannot improve the safety level of enterprises; when there is short of labor and employee safety voice is strong, safety level can be effectively improved. When employees have the strikingly different value variance, safety voice of common employees cannot improve safety level of enterprises, but employee safety voice with high value can improve safety level.

This fully provides that under the circumstances of disappearing demographic dividend in China, improving employees’ safety awareness and reasonably using their safety voice can boost SMEs to enhance safety level.

This study aims to examine the relationship between leaders' personality traits and their internal communication practices from the leaders' and the followers' perspectives. The effectiveness of leader communication on the followers' perceived relational quality with their organization is also tested.

Two survey studies in the United States were conducted focusing on leaders' and followers' perspectives on communication practices, respectively.

Results of Study 1 showed that leaders' self-reported extraversion, conscientiousness, agreeableness, emotional stability and openness to experience are all significantly and positively associated with their symmetrical and transparent communication practices. From the followers' perspective (Study 2), extraversion and agreeableness positively influenced symmetrical leader communication, while agreeableness and conscientiousness were positively related to transparent leader communication. Both symmetrical and transparent leader communication enhanced the followers' perceived relationship quality with their organization.

The current study is among the first attempts to incorporate the trait theory of leadership in understanding organizational leaders' effective and ethical communication practices with their followers.