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Cooperation in logistics and supply chain management has most often been studied as a characteristic of a focal firm, rather than as a relationship property, and inter‐organisational aspects need to be better understood. The purpose of this paper is to draw on insights from theories on individuals and organisations to study recently formed supply chain relationships (SCRs).

Following a literature review, the study develops an alternative view to the dominant strand of research on relational capital in SCRs. Drawing on insights from other disciplines, not usually associated with supply chain management, refutable propositions are suggested. Appropriate measurement scales for the new variables are suggested.

The notion of relational capital in SCRs is extended to include financial capital and psychological commitment. New propositions that relate relational capital and length of the honeymoon period (the time period immediately after SCR formation, during which the threat of dissolution is non‐existent) are suggested.

The ideas presented in this paper have the potential to enrich further study on behavioural phenomena in SCRs as the analysis makes explicit the financial, social, and psychological dimensions of relational capital.

This paper presents managers with a richer framework than previously existed to guide their formation and maintenance efforts in building SCRs.

The paper fulfils an identified need for more and better inter‐organisational theory in supply chain management research.

Investigates the differences in protocols between arbitral tribunals and courts, with particular emphasis on US, Greek and English law. Gives examples of each country and its way of using the law in specific circumstances, and shows the variations therein. Sums up that arbitration is much the better way to gok as it avoids delays and expenses, plus the vexation/frustration of normal litigation. Concludes that the US and Greek constitutions and common law tradition in England appear to allow involved parties to choose their own judge, who can thus be an arbitrator. Discusses e‐commerce and speculates on this for the future.

The purpose of this paper is to develop a model to understand and facilitate more knowledge sharing (KS) among construction companies in Jordan. Sixteen cultural variables that affect KS were identified through self-administered questionnaires.

Factor analysis was used to find possible relationships between the cultural variables for grouping purposes and to eliminate the cultural variables that do not affect KS. The results of factor analysis were further refined using a brainstorming session and Analytic Hierarchy Process (AHP) was used to prioritise the factors obtained through the factor analysis.

Trust, management and communication were identified as the three most important factors, whilst communication was acknowledged as the least important factor.

This research uses factor analysis and AHP to study the influence of cultural factors on KS. It develops a hierarchy of factors that affect effective KS within the Jordanian context. The paper investigated KS in-depth and highlighted the components that constitute KS in an organisation. Based on extensive literature review, this study found the relative importance of different factors that affect KS. The emphasis on trust was found to be more critical than the presence of a computer-based system. In addition, this is the first paper of this type to look at KS in the context of the Jordanian construction industry.

The purpose of the study is to explore the various kind of prevailing unethical practices at workplace along with identification of factors triggering such unethical practices. Growing incidences of indulgence of employees in unethical acts in various organisation and negative consequences associated with it for the organisation such as erosion of reputation because of advance digital media coverage, shareholder value and others made compulsive to study the root cause of unethical behaviour at the workplace.

This study extracts meaning from the experiences of top managers working in nine Indian organisations to understand the challenges faced by individuals at the workplace using the Gioia methodology. A total of 33 top management team (TMT) members were interviewed in detail to capture their experience in regard to various challenges that impose a threat to ethical conduct in the organisation.

The authors identified four categories of unethical behaviour, namely, pro-self, lack of autonomy, pro-organisation, systemic and negligence. Further, the authors have developed a taxonomy suggesting strategies to control unethical conduct at the workplace. Besides, the current study unravels the triggers behind different categories of unethical conduct, such as bottom-line mentality, rent-seeking behaviour of government officials, fluid ethical study culture and others.

Various types of unethical behaviour have been identified and frameworks to address such unethical practices are suggested in the paper. TMTs views have been captured to understand the root cause of unethical practices and strategies for addressing them have been discussed in the paper.

The exchange approach in management has viewed employee and employer relationship as a mutual relation, and this notion offers a causal explanation for the exchanges that occur between employee and employer. The purpose of the paper is to use the notion of “mutual relations” in the employment context to reflect on similar conceptions from the Islamic perspective and to throw light on Muslim obligations in employee–employer mutual relations seeking for benefits and preventing harm.

This paper draws on observations of other scholars in exchange theories based on reciprocity norm, well-being (maslaha), Islamic spiritual bases (taqwa, seeking for halal), work ethics in Islam and other Islamic teachings play toward understanding the nature of employee–employer mutual relationship from Islamic perspective. Two main social exchange theories (SET) are discussed to give a comprehensive view to the paper’s issue along with the literature reviewed from early Muslim scholars’ works, sayings of Prophet Muhammad PBUM and Holy Qur’an.

The literature indicates that it is possible to identify common ethical and contractual obligations in the employer’s and employee’s mutual relations from Islamic ideology. Given the paucity of research on employment relations in Islam, the paper offers an original perspective on this topic.

The paper concludes that a Muslim work obligation has to be based on the understanding of the scope and nature of the contract between employee and employer. Allah (The All-Knowing) knows that even if all obligations in employee and employer mutual relations are clear, human error might occur.

This study aims to perform a systematic literature review to organize the abundance of information on employee relations (ER) and sustainable organizations. Moreover, this study identifies the research gaps by investigating the review of ER’ mediating and moderating variables and the relationship between ER and sustainable organizations.

This study is based on the systematic literature review methodology involving 257 studies in the final stage. The Scopus and Google Scholar databases with search criteria “employee relations” and “employee relations and sustainable organization” were used to achieve the research objective. After applying inclusion and exclusion criteria, researchers come to the distribution of the articles based on the subthemes, geographical region, types of methods, top authors with affiliation and complete research articles based on the citation. In the final stage, this study concluded with the conceptual model comprising mediators and moderators of ER as well as the mediating and moderating variables of the relationship between ER and sustainable organizations.

The reviewed literature shows that employee relation is an optimal strategy for retaining employees via proper disclosure of human resources (HRs) and ER Index. This study included the top six publishers, namely, Emerald, Elsevier, Sage, Springer, Taylor and Francis and Wiley Online Library, to do an exhaustive review on a specific topic. The findings indicate that after COVID-19, the ER index, HR disclosures and the sustainability of ER are among the new and required paradigm shifts needed to manage a crisis impact and perform productively. The mediator and moderator variables that can improve employee–employer relationships are organizational trusts, organizational justice, perceived job satisfaction, organizational structure and firm ownership. On the other hand, variables that mediate and moderate the relationship between ER and sustainable organizations are organizational climate, organization trust, organization culture, perceived organization support, psychological empowerment, firm ownership, leadership behavior and attitude, respectively. The findings concluded that harmonious and cordial ER are pertinent in building sustainable organizations and accomplishing organizational goals.

The mediating and moderating variables that have been identified can be helpful for enthusiastic researchers in contributing to empirical research. Practitioners and managers can use the findings in making an effective organizational model that develops good employee–employer relationships and helps create a culture of trust and harmony. This study focuses on exploring the variables of ER, which strengthens employee–employer relationships and supports organizations to stay agile and attain sustainability to endure in the future.

This study insights on the specific mediating and moderating variables of ER and sustainable organizations. Till date, studies exploring constructs of ER and sustainable organizations are still in deficit. Better employee relation reflects and leads to a more resilient organization. Future researchers should explore the connection between pandemics and ER which is done insufficiently in the present time.

The purpose of this paper is to investigate how the perceived value of traditional versus non‐tradition benefits may be related to the employee‐employer relationship, and how the perception of that relationship might be linked to job performance and turnover intentions.

Multi‐source data were collected from a random sample of employees and their supervisors at a healthcare organization (n=457).

Non‐traditional benefits have a positive direct relationship with perceived organizational support (POS), whereas traditional health and financial benefits are not related to POS. The relationships between benefits perceptions and POS are moderated by marital status, but not gender. In addition, POS had a strong negative relationship with turnover intentions, and a positive relationship with task performance, job dedication and interpersonal facilitation.

Whereas data collected were multisource in nature, data were collected at the same point in time; therefore the authors could not test causality. Moreover, females were over‐represented in the sample, limiting generalizability.

Managing benefits costs is one of many challenges facing human resource managers in the current economy. This study provides a better understanding of the relationship between employee benefits and important outcomes. The paper's findings emphasize the importance of assessing employees' perceived value of benefits when human resource managers are making decisions about benefit programs.

This study contributes to the literature in several ways. First, this study offers evidence to solve past conflicts regarding the existence and nature of the relationship between benefits and POS. Second, this research contributes to the need to document potential work outcomes of benefit packages. Third, it distinguishes among different kinds of benefits (traditional vs non‐traditional), and shows that non‐traditional benefits can signal to employees how much they are valued by the organization.

The purpose of this paper is to examine the interaction effect of organizational climate and social exchanges and how they fuse to affect psychological contract in the public service in Uganda.

The paper adopts a cross-sectional descriptive and analytical design. The authors employ structural equation modeling to test hypotheses. Using proportionate and simple random sampling procedures, a sample of 346 respondents was drawn from Uganda public service commissions and agencies of which a response rate of 61.5 percent was obtained.

The magnitude effect of organizational climate on psychological contract depends on social exchanges; implying that the assumption of non-additivity is met.

Only a single research methodological approach was employed and future research through interviews could be undertaken to triangulate.

In order to boost the employee-employer relationship of public servants in Uganda commissions and agencies, managers should always endeavor to find a viable organizational climate-social exchanges mix or blend that can add value to employee-employer relationship.

This is one of the few studies that focus on testing the interactive effects of social exchanges on the relationship between organizational climate and psychological contract in Uganda public service commissions and agencies.

To provide insight into how employees react during challenging economic times, this paper aims to examine employee responses to non-fulfilled employer obligations. More specifically, the authors examine two main issues: first, whether perceptions of organizational obstruction (PO Obstruction) mediate the relationship between psychological contract breach and intent to quit, as well as between psychological contract breach and willingness to support the organization, and second, whether breach moderates the relationship between PO Obstruction and intent to quit as well as between PO Obstruction and willingness to support the organization.

To test the hypotheses, the authors conducted a field study in which 316 employees took part.

The results indicate that PO Obstruction mediates the relationship between breach and employee outcomes. Regarding the moderating effects of the breach, the findings suggest that breach strengthens the positive relationship between PO Obstruction and intent to quit while it weakens the negative relationship between PO Obstruction and willingness to support the organization.

This paper contributes to the existing literature by introducing a new perspective of the breach-outcome relationship.

Introduction: Technology and the environment remain uncertain for organisations that impose enormous challenges and opportunities to redesign policies and practices for human resources (HR). The use of technology is ubiquitous and pervasive. Technology has altered the way individuals and organisations seek knowledge, process information, instrument, and practice the learning outcomes.

Purpose: This conceptual paper highlights the change in technological and change nature of work impact on HR practices. Technology has changed the nature of work, which affects individuals and organisations. The dynamic change in technology forces organisations to rethink policies and procedures that fuel the organisation’s competence. The difference in HR practices (recruitment and selection, training and development, performance management, and turnover) is not a trend but rather a need for organisational survival. There is not only a transformation in technological implementation in an organisation but also in employee–organisation relations. The organisations install technology and replace employees.

On the contrary, employees leave an organisation and switch towards self-employed jobs entitled Gig-economy (World Bank, 2018). The individuals are moving towards a more flexible and self-employed relationship. Unfortunately, though, working flexibly create concern for an employee–employer relationship such as pension plan, health insurance, and paid leaves. It also creates income inequality.

Methodology: This is a conceptual paper.

Findings: Technology has a dual effect on the organisation and employees. Thus, technology affects employees, employers, and organisations. The change in technology moderates the psychological contract and career selection, leading to change in the policies and practices of the HR department. A research model is proposed in this conceptual research study which will further be tested to examine and confirm the impact of change.