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The paper aims to investigate how perceived psychological benefits from employee participation in corporate social responsibility activities affect organizational citizenship behavior across two Asia–Pacific countries with different national cultures.

A stakeholder relationship model, based on social exchange theory, underpinned the investigation that also tested the mediating role of organizational pride. In a cross-cultural context, data were collected from 319 full-time employees in Thailand and the US and analyzed with SEM-PLS.

Anticipated psychological benefits of hedonic value and perceived community value were found to be significant antecedents of organizational citizenship behaviors, operationalized as customer-directed CSR advocacy. Organizational pride played a partial mediating role.

This study addresses a lack of micro-level CSR research into the relationship between psychological benefits of employee participation in CSR and organizational citizenship behavior. Specifically, this is the first study to link CSR drivers with customer-directed employee advocacy of the firms CSR activities. The study is also the first to compare relationships between an Asian and Western context for CSR drivers of organizational citizenship behaviors.

Drawing insights from the “Substitutes for Leadership” Theory, this study intends to examine the moderating role of resilience between servant leadership (SL) and employee engagement (EE). Particularly, relying on the issue that there are certain barriers, which hamper the effective execution of SL in the workplace, this study proposes to check that whether or not, resilience can intensify the effect of SL on EE.

A cross-sectional study was conducted on 241 employees working in the Indian Banking and Insurance (B&I) sector using the SPSS (v20), and the AMOS software (v21).

The study’s results revealed that SL is significantly related to EE. Also, this relationship is stronger for the employees who experience a high level of resilience, thus denoting that resilience works as a booster for SL.

This study has certain limitations like being cross-sectional in nature and covering only B&I sector employees.

Since resilience helps in intensifying the effect of SL on EE, the organizational HR managers should devote efforts to make their workforce resilient.

This paper is the first of its kind which empirically investigated the intensifying role of resilience for SL style.

This study aims to investigate the conceptual relationship between full-range leadership theory (FRLT) and patient safety culture in primary care settings, aiming to understand how leadership styles influence the development and sustainability of a culture prioritizing patient safety.

Using a conceptual analysis approach, the study builds a theoretical framework that integrates FRLT – which includes transformational, transactional and laissez-faire leadership styles – with the elements of patient safety culture. This framework serves as the basis for a comprehensive literature review, allowing for the formulation of hypotheses regarding the impact of each leadership style on patient safety culture.

The analysis demonstrates that transformational leadership bolsters patient safety culture by fostering open communication, encouraging error reporting and facilitating continuous improvement. Transactional leadership yields mixed effects, effectively supporting compliance and operational outcomes but showing limitations in promoting a proactive safety culture. Conversely, laissez-faire leadership is associated with negative outcomes for patient safety culture, mainly due to its passive and detached approach.

The originality of this study is rooted in its focused examination of FRLT’s impact on patient safety culture within primary care settings, the development of a unique conceptual framework and its contribution of actionable insights for health-care leadership. These elements collectively advance the understanding of how leadership can enhance patient safety culture, providing a solid foundation for future research and practical application in primary care environments.

The current diversity in organizations requires innovative employees to cope up with the dynamism. A burgeoning body of literature has established the antecedent role of self-efficacy in employee innovativeness. However, there is a dearth of knowledge regarding the influence of self-efficacy on the different types of innovative work behaviour. The purpose of this study was to establish the influence of self-efficacy on the different types of innovative work behaviour.

The study adopted an explanatory design to examine the hypothesized relationship between the study variables. Regression analysis was used to investigate the relationship between self-efficacy and different types of innovative work behaviour using a sample drawn from public universities in Uganda.

The study findings reveal that self-efficacy significantly influences the four types of innovative work behaviour. However, the magnitude of the influence is not uniform across the four types of innovative work behaviour. Idea implementation was highly influenced by self-efficacy, followed by generation of ideas. Championing and exploration are the least determinants of self-efficacy.

This research has both empirical and theoretical value. Empirically, to the best of the authors’ knowledge, this is the first study to show a direct relationship between self-efficacy and individual facets of innovative work behaviour in a public university setting in a developing nation like Uganda. Theoretically, the study expands on the applicability of the social cognitive theory by revealing that the influence of an individual's personality characteristics (such as self-efficacy) varies with the type of innovative work behaviour because the tasks involved in the various types of innovative work behaviour differ and are thus affected by self-efficacy differently. The study limitations and areas for further research are discussed.

This study aims to examine the direct effects of Green Human Resource Management (GHRM) practices on employee green behavior (EGB) in the university setting in Bangladesh and to find the indirect effects of how GHRM promotes EGB through sequentially mediating employee environmental knowledge management (EEKM) (environmental knowledge and knowledge sharing) and green self-efficacy (GSE).

For the empirical study, the researcher uses partial least squares structural equation modeling to test the proposed conceptual model built on existing literature for greening workplaces in the university in Bangladesh. The study has collected data from 288 Bangladeshi university employees using convenient sampling.

The findings that GHRM practices positively and significantly promote EGB, which captures the employee's tendencies to exercise green behavior in daily routine activities such as turning off lights, air conditioning, computers and equipment after working hours, printing on both sides, recycling (reducing, repair, reuse), disseminating good green ideas, concepts, digital skills and knowledge to peers and champion green initiatives at work. Moreover, the findings also revealed the sequential mediation of EEKM (environmental knowledge and knowledge sharing) and GSE of employees between the link GHRM and EGB. At last, the findings suggested that HR managers can implement the GHRM practices to promote green behaviors among the academic and non-academic staff of the university.

This study contributes to the field by extending knowledge of Social Cognition Theory and Social Learning Theory for greening workplaces in Bangladesh, particularly universities. Specifically, this empirical study is unique to the best of our knowledge and highlights the role of EEKM and GSE as mediation between GHRM and EGB association.

The study aims to develop a hierarchical model for innovative work behaviour (IWB) that can capture the complex associations among the factors contributing to IWB within the information technology (IT) sector. To accomplish this, the authors rely on an abductive approach using a graph theoretic model, often called interpretive structural modelling (ISM).

After conducting an in-depth literature review and using the Delphi method, the authors identified 12 factors (11 enablers and IWB as an outcome). The authors collected data through the Delphi approach by sending the questionnaire to 11 experts from academia and the IT sector who have extensive experience and knowledge relevant to the study. The authors then used the ISM method to analyse the relationships among these factors and understand their driving forces.

Based on the ISM model and the Matrice d'Impacts Croisés Multiplication Appliquée à un Classement analysis, the authors have identified that inclusive leadership, proactive personality and knowledge creation ability are the variables with strong driving power but weak dependence. Conversely, IWB has strong dependence but weak driving power. These findings suggest that to foster IWB, the organisation should prioritise inclusive leadership, proactive personality and knowledge-creation ability to succeed in challenging times. The study’s findings contribute to the social exchange theory, which explains IWB in a dynamic setting. Additionally, the study helps address the significant concerns that most IT companies face during times of crisis.

The study provides valuable guidance for managers and policymakers who are grappling with the challenges of improving IWB in the IT sector. This study is particularly relevant as the industry is currently navigating an economic recession and facing intense competition from other tech companies launching new products and services.

This research holds great significance for top executives, line managers and policymakers in the IT industry. It sheds light on the relevance and importance of various factors facilitating millennials' IWB.

In uncertain and emerging conditions, businesses must adopt new strategies to compete and survive the changing and unstable environment. This research seeks to investigate the role of dynamic capabilities in the competitiveness of startups, emphasizing resilience and strategic alignment.

Isfahan Scientific and Research Town has always been a pioneer in the field of science and technology in Iran and is known as the most extensive technology and knowledge-based complex in Iran. The sample size of 300 companies active in the startup field was selected using a simple random sampling method. Questionnaires were collected from the managers of technological startup companies in Isfahan, and the SEM model was used to analyze the data.

This research shows that dynamic capabilities in terms of coordination, flexibility and integration significantly impact competitiveness. Resilience and strategic alignment also increase the organization’s performance and strengthen the organization in gaining a more competitive advantage in the industry.

Finally, dynamic capabilities indirectly affect competitiveness through resilience and strategic alignment. This shows a need for strategic alignment and resilience to change advantage shape in dynamic conditions.

Based on self-determination theory, the paper examines the employee’s innovative behaviour in a remote-working context. It explores the relationship between e-skill self-efficacy (ESSE) in developing innovative behaviour (IB) to stay up with the rising rate of change through the mediating mechanism of employee resilience (ER) and considering organisational support (OS) as a potential moderator in these relationships.

The study adopted empirical research tested on 298 remote workers from the Indian IT and Education industry. Structural Equation Modelling (SEM) via Partial Least Squares (PLS) is the statistical methodology used.

The results identified that ER partially mediates the relationship between ESSE and IB. Further, for the direct effects, it was found that ESSE directly impacts ER and IB. Intriguingly, the moderating role adds depth to our understanding of predicting nuanced conditions under which ESSE and ER influence IB.

Due to organisational significance, IB is gaining increasing attention from scholars. There is a dearth of knowledge on how innovative behaviour can be stimulated at the individual level, despite the rising interest of academicians. Hence, this study bridges the gap and intends to analyse the theoretical model linking ESSE and IB mediated by ER and moderated by OS conducive to the future of remote work. Further, the findings add knowledge to the literature on contemporary remote working. It aids in designing, adopting and implementing policies and practices for the organisations that have (or will move) to remote and hybrid work settings.

This study responded to the call to empirically reconcile conflicting findings in unethical pro-organizational behavior (UPB) literature. It did so by examining the influence of organizational culture on the relationship between affective organizational commitment and UPB.

Using a sample of 710 U.S. service sector employees based on a three-wave data collection design, structural invariance assessment was utilized to evaluate the relationship between affective organizational commitment and UPB across organizational cultures with opposing effectiveness criteria (i.e. focused on stability vs flexibility).

The result indicated a statistically significant positive direct effect between affective organizational commitment and UPB for the stability-focused cultures, while finding a statistically insignificant effect for the flexibility-focused cultures. These results support organizational culture research, which shows that organizational cultures with opposing effectiveness criteria (i.e. stability vs flexibility) can either encourage or discourage ethical behavior.

While leaders and managers encourage employee commitment to the organization, it is important to understand that increased organizational commitment is not limited to positive outcomes. Cultivating elements of flexibility-oriented cultures, like promoting teamwork (as in clan cultures) or fostering innovation and adaptability (as in adhocracy cultures), can be a strategic approach to minimize the chances of UPB among committed employees.

By integrating insights from social exchange theory, Trevino’s interactionist model and the competing values framework, we have contributed to a nuanced understanding of how different organizational cultures can suppress or stimulate UPB.

Patriotism is often described as the “love of country” that individuals display in the acclamation of their national community. Despite the prominence of this sentiment in various societies around the world, organizational research on patriotism is largely absent. This omission is surprising because entrepreneurs, human resource (HR) divisions, and firms frequently embrace both patriotism and patriotic organizational practices. These procedures include (among other interventions) national symbol embracing, HR practices targeted toward military members and first responders, the adulation of patriots and celebration of patriotic events, and patriotic-oriented corporate social responsibility (CSR). Here, the authors argue that research on HR management and organization studies will likely be further enhanced with a deeper understanding of the national obligation that can spur employee productivity and loyalty. In an attempt to jumpstart the collective understanding of this phenomenon, the authors explore the antecedents of patriotic organizational practices, namely, the effects of founder orientation, employee dispersion, and firm strategy. It is suggested that HR practices such as these lead to a patriotic organizational image, which in turn impacts investor, customer, and employee responses. Notably, the effect of a patriotic organizational image on firm-related outcomes is largely contingent on how it fits with the patriotic views of other stakeholders, such as investors, customers, and employees. After outlining this model, the authors then present a thought experiment of how this model may appear in action. The authors then discuss ways the field can move forward in studying patriotism in HR management and organizational contexts by outlining several future directions that span multiple levels (i.e., micro and macro). Taken together, in this chapter, the authors introduce a conversation of something quite prevalent and largely unheeded – the patriotic organization.