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In this study the authors examined the impact of employees' collaborative behaviours with colleagues and customers (i.e. employee–employee collaboration and employee–customer collaboration) on their creative self-efficacy and service innovation from the perspective of service-dominant logic. The authors also examined the differences between frontline and non-frontline fitness service employees in our research model. This study aims to discuss the aforementioned objectives.

Participants were fitness-centre employees in Taiwan recruited via convenience sampling. A total of 410 participants completed our online survey, and the authors analysed the data using partial least squares structural equation modelling (PLS-SEM).

The authors found that collaboration with both colleagues and customers had a positive impact on employees' creative self-efficacy. Collaboration with colleagues directly affected service innovation, while collaboration with customers indirectly affected service innovation via creative self-efficacy. In addition, there was a significant difference between frontline and non-frontline employees in our research model. Specifically, the path from collaboration with customers to creative self-efficacy was stronger for frontline employees, and the path from creative self-efficacy to service innovation was stronger for non-frontline employees.

This study improves the understanding of the way in which different collaborative behaviours promote employees' creative self-efficacy and service innovation. Further, it is the first to identify the difference between frontline and non-frontline employees and it shows how the effects of collaborative behaviours differ between them in the context of fitness services.

This study aims to explore the mediating role of self-efficacy and the relationship between job satisfaction and employee commitment.

The study is designed based on social cognitive theory. To collect the data, survey method is used in the present study. Questionnaires were distributed to the 75 randomly selected textile industry registered and located in Bengaluru city, India. Employees of 71 organizations participated in the survey. Out of 700 employees who received the email survey, 452 valid responses were considered for the data analysis. To examine the defined research hypothesis, a structural equation model is used.

The mediating analysis explored that the direct effect is 0.700, the indirect effect is 0.1730 and the total effect is 0.8731; it indicated that self-efficacy mediates the relationship between job satisfaction and employee commitment. Research also reveals that there is a positive relationship between self-efficacy, employee commitment and job satisfaction of employees working in the textile industry. The proposed measurement model statistics are as follows: CMIN = 2.322; df = 49; GFI = 0.958; AGFI = 0.934; NFI = 0.943; RFI = 0.923; IFI = 0.967; TLI = 0.955; CFI = 0.966. All these indices were nearer to unity.

The research findings provide insights to the management, practitioners and employers about the status of job satisfaction, self-efficacy and commitment of employees in textile organizations which will help make the strategies to increase the overall performance of the organization by enhancing the levels of job satisfaction, self-efficacy and commitment of textile industry employees.

To the best of the authors’ knowledge, this is the first study that tests the relationship among self-efficacy, job satisfaction and the mediating effect of self-efficacy of employees in Indian textile industries.

The current study, which is based on social learning theory and social cognitive theory, intends to investigate the impact of entrepreneurial leadership on employee creativity at both the individual and team levels. In particular, the authors predict a mediating mechanism at both levels: employees’ entrepreneurial self-efficacy. Further, the authors consider whether the climate of support for innovation is a contextual element affecting the relationship between employees’ perceptions of entrepreneurial leadership and their own entrepreneurial self-efficacy.

The research hypotheses were tested using multilevel structural equation modeling on 191 employees nested in 49 entrepreneurial ventures in China.

The results indicated that entrepreneurial leadership positively correlates with employee creativity at individual level. Moreover, this study found that individual followers’ entrepreneurial self-efficacy partially mediates the association between individual perceptions of entrepreneurial leadership and employee creativity, whereas team members’ entrepreneurial self-efficacy fully mediates the association between team members’ perceptions of supervisors’ entrepreneurial leadership and employee creativity. Further, this research demonstrates the role of team-level climate of support for innovation as a boundary condition that strengthens the effect of entrepreneurial leadership on individual entrepreneurial self-efficacy.

Considering entrepreneurial self-efficacy to be a type of entrepreneurial context-specific self-efficacy, this study presents one of the first empirical examples of the mediating function of entrepreneurial self-efficacy in the association between entrepreneurial leadership and employee creativity. Additionally, this research demonstrates the role of team-level climate of support for innovation as a boundary condition that strengthens the effect of entrepreneurial leadership on individual entrepreneurial self-efficacy. Further, this study provides a methodological contribution by simultaneously assessing all three variables of the mediation process at the individual and team levels: entrepreneurial leadership, entrepreneurial self-efficacy and employee creativity.

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.

The purpose of this paper is to examine the effect of employees' self-efficacy on employees' organizational identification. Based on a self-verification perspective, this paper focuses on the mediating role of leader–member exchange social comparison (LMXSC) and the moderating role of perceived organizational justice.

The authors conducted a field survey (Study 1) of 207 employees recruited from multiple financial organizations and tested a moderated mediation model using Hayes's (2018) PROCESS macro. The authors conducted another scenario-based experiment (Study 2) using a sample of 151 employees recruited online to further establish causality in our model.

Results suggest that employees' self-efficacy is positively associated with their LMXSC, which, in turn, positively impacts employees' organizational identification. The positive relationship between LMXSC and organizational identification is stronger when employees' perceived organizational justice is higher. The indirect effect of self-efficacy on organizational identification through LMXSC is also strengthened by perceived organizational justice.

Managers are encouraged to develop employees' self-efficacy and to create a fair environment to promote employees' identification with the organization.

This research extends organizational identification literature by examining how and when employees' self-efficacy, a dispositional predictor, leads to employees' identification with the organization from a self-verification perspective.

Drawing on the self-cognitive theory, this study aims to propose a conceptual model that links customer mistreatment with different types of helping behaviors through the self-efficacy mechanism.

The empirical analysis made use of the original data of three hotels located in southern China. The authors tested the hypotheses with a three-wave survey of a sample of 430 frontline workers in 95 groups.

Customer mistreatment may reduce employees’ self-efficacy, which has both positive and negative effects depending on the type of helping. Moreover, the coworkers’ supporting climate buffered the influence of self-efficacy on autonomous and dependent helping.

The authors resolve the ambiguity surrounding customer mistreatment-helping and self-efficacy-helping relations. Thus, the authors extend the knowledge on the influence of customer mistreatment and self-efficacy on helping behaviors by establishing that both positive and negative effects may exist depending on the type of helping. Moreover, this study identifies the predictive role of self-efficacy in autonomous and dependent helping.

This article aims to examine the relationship between transformational leadership and job performance on the basis of social exchange theory and perceived organizational support theory. The article also attempts to examine the mediating role of self-efficacy and the moderated mediation role of leader support in this relationship.

In this article, a self-report survey was collected from 524 employees and Process Macro to SPSS-23 was used to test the hypotheses.

The article found that transformational leadership has a positive effect on job performance and that self-efficacy plays a mediating role in this relationship. The article also determined that leader support has a moderated mediation role on the effect of transformational leadership on job performance through self-efficacy.

The research findings broaden the existing literature on transformational leadership and job performance by proposing an alternative model of how and under what conditions transformational leadership can affect job performance, and enrich the understanding of the conditions in which transformational leadership affects job performance. Although previous research provides a theoretical framework that connects the variables included in the research, there is no study in the literature that empirically confirms the proposed model. Thus, the authors' research is a pioneering attempt to test that relationship.

Research has shown that creative self-efficacy is an important antecedent of workplace creativity, but recent research indicates that this relationship may be moderated by contextual factors. The current study investigates whether leader dialectical thinking and leader member exchange moderate the relationship between employee creative self-efficacy and employee creativity.

A survey sample of 222 employees in 43 teams from Chinese high-tech companies was collected and HLM was used to test our research model.

The positive association between employee creative self-efficacy and employee creativity was strengthened when a leader displayed a dialectical thinking style. Additional analyses failed to find support for the moderating role of leader-member exchange (LMX).

These findings establish leadership cognitive style as a potential boundary condition of the relationship between creative self-efficacy and employee creativity.

Companies can make an active effort in recruiting and training leaders who have a dialectical mindset as they can play significant roles in facilitating employee creativity.

Technological advancement and innovation is important for social welfare. This paper helps to improve the efficiency of creativity processes and finally benefits the whole society.

This is the first introduction of the leader's dialectical thinking as a moderator of the relationship between creative self-efficacy and creativity.

The purpose of this paper is to examine the roles of four distinct but related aspects of psychological capital – optimism, hope, self-efficacy and resilience – in facilitating employee creativity. Drawing on the psychological capital perspective and the creativity literature, we propose that optimism and hope increase employee self-efficacy and resilience, which benefits employee creativity. Moreover, the authors hypothesize that self-efficacy and resilience have mediating roles in the psychological capital context, which, in turn, has a positive effect on individual employees’ creativity.

Data were obtained from a survey of multiple manufacturing firms on individual employee psychological capital and creativity. Structural equation modeling was used to test the hypotheses regarding psychological capital and creativity in a sample of 468 individual employees.

The results provide evidence that only resilience plays a mediating role between optimism and hope and employee creativity. The authors found that psychological capital is positively related to employee creativity.

These findings provide guidance for understanding how to better address the psychological capital that contributes to employee creativity in the workplace. Specifically, this study provides a rationale for facilitating the development of employee creativity by exposing the effect and path of psychological capital.

This study is the first to examine the antecedents and mediating role of four distinct yet correlated dimensions of psychological capital on employee creativity. The findings of this study contribute to the theoretical development of a conceptual model that investigates the black box of the four aspects of psychological capital and creativity.

Based on leadership and self-efficacy theories, this study investigates how team-level ambidextrous leadership influences employees' enterprise system (ES) use via their self-efficacy.

This study collected data from a cross-sectional survey including 218 employees working in 56 workgroups in a Chinese financial institution. The authors used a cross-level mediation analysis to test the research model.

The authors find that ambidextrous leadership influences employees' creative self-efficacy and performance self-efficacy and further improves employees' ES use. Moreover, creative self-efficacy mediates the relationship between ambidextrous leadership and explorative use, whereas performance self-efficacy mediates the relationship between ambidextrous leadership and both explorative and exploitative use.

This study first examines the relationships among ambidextrous leadership, self-efficacy and employees' ES use by developing a cross-level model. Furthermore, by considering ambidextrous leadership as an important team-level factor, this study extends a deeper understanding of ambidexterity theory of leadership in the ES context. In addition, our study extends self-efficacy theory by examining the mediating roles of the two types of self-efficacy (i.e. performance self-efficacy and creative self-efficacy) on ambidextrous leadership–ES use relationship.