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Many studies have explored the relationship between green human resource management practices (GHRM) and employees’ green creative behavior (EGCB) within the hospitality industry. However, most prior studies have relied primarily on mono-method approaches, thereby limiting the depth of understanding about the underlying mechanism through which GHRM impacts employee behavior. The authors, in this paper, aim to argue that the connection between GHRM cannot be universal, and some individual factors will act as boundary conditions between these relationships. The authors employ a mixed-methods research design to address this gap to identify potential boundary conditions.

The authors adopted a two-phase approach, integrating qualitative (study 1) and quantitative (study 2) methodologies. Through qualitative research, the authors uncover valuable insights and construct a framework that is subsequently tested in the quantitative phase.

The findings suggest that the strength of the GHRM-EGCB relationship is contingent on the level of Environmental Specific Psychological Empowerment (ESPE) among employees. Employees with a higher degree of ESPE exhibit a stronger connection between GHRM perceptions and EGCB. Furthermore, the authors identify employees’ altruistic values (EAV) as an important moderator, indicating that the intervening effect of ESPE on the GHRM-EGCB relationship is particularly pronounced among employees with high levels of altruism.

By unmasking the complexity through a mixed-methods design, this study contributes to the existing literature by providing a more nuanced understanding of the mechanism between GHRM and green creative behavior.

This paper aims to address the role of psychological empowerment in proenvironmental consumer behaviour, focussing on climate protection.

Study 1 analyses the interaction of the effects of psychological empowerment and personal norms on two environmental behaviours with a sample of 600 individuals drawn form a representative online panel of the Australian population. Study 2 addresses the reinforcing influence of empowerment with a quasi-experimental design comparing 300 consumers of green electricity with 300 conventional electricity clients.

Psychological empowerment moderates the effects of personal norms on climate-protective consumer behaviour in a value-belief-norm (VBN) framework. Personal norms have a stronger influence for consumers experiencing high psychological empowerment than for disempowered feeling consumers. Furthermore, psychological empowerment experienced as an outcome of actual proenvironmental behaviour mediates the relationship between prior climate protection and future climate-protective intentions.

Future research should focus on the experimental manipulation of psychological empowerment with communicational claims, studying how perceived empowerment can be enhanced.

To promote climate friendly products and behaviours, marketers should use communication claims aimed at enhancing consumer’s subjective experience of empowerment.

Public policy aimed at climate protection should focus on consumer education increasing consumers’ awareness of their potential influence.

Psychological empowerment has not been studied previously as either an antecedent or outcome of proenvironmental behaviour. This is the first study to show that psychological empowerment moderates normative influences on climate-protective consumer behaviour. This research further reveals a novel behavioural reinforcement process, in which psychological empowerment intervenes as a behavioural outcome as well as an antecedent of climate-protective consumer behaviour. Findings contribute to the development of the VBN framework as well as to the consumer-empowerment perspective on proenvironmental behaviour.

The aims of this paper are to clarify empowerment as a construct, assess whether environmental and psychological empowerment differentially predicts job outcomes, and investigate the effects of transformation and transactional leadership on empowerment.

University students (n=197) rated leadership and empowerment in their workplaces and a number of job outcomes using an on‐line questionnaire.

Results supported the proposition that empowerment should be separated into its behavioral and psychological components. The dimensions of empowerment also differentially predicted job outcomes. In particular, environmental empowerment was better at predicting outcomes than was psychological empowerment. It was also found that transformational and transactional leadership predicted environmental empowerment more strongly than psychological empowerment.

Limitations include that the study was cross‐sectional, used a student sample, and a single common method for collecting the data. The primary implication for research is that empowerment should be separated into two constructs, environmental and psychological.

Practical implications include that environmental empowerment has more predictive power than does psychological empowerment on workplace outcomes and that leadership has a stronger impact on environmental than psychological empowerment.

This study is the first to call into question the way empowerment has been measured in prior studies and provides useful directions with which to pursue future research in this area.

The purpose of this paper is to explore the impact of project settings on empowerment experiences of individuals and teams by examining the effects of specific project characteristics on facets of the empowerment concept (i.e. the structural and psychological perspectives).

A parallel questionnaire survey of client, consultant and contractor organisations was conducted in Hong Kong to test hypotheses relating three facets of the empowerment concept and five project-level antecedents. Hierarchical linear modelling and ordinary least square regression were employed to test the hypotheses.

The analyses show that dynamic project environments, high project team integration and high interdependence of project tasks lead to high individual psychological empowerment, while public-client projects (compared with private-client projects), a hostile project environment and high client integration lead to a low individual psychological empowerment. Uncertainty in project technology also leads to high team psychological empowerment, while hostile project environments lead to low team psychological empowerment. Further, dynamic project environments lead to more empowering work climate, while hostile project environments lead to less empowering work climate. However, project team integration, project complexity, project lifecycle and quasi-public-client projects (compared with private-client projects) have no significant association with the empowerment of individuals and teams.

This study examined task-related factors (i.e. project in this case) which traditionally have not been the focus of studies examining the antecedents of empowerment. Further, project-level antecedents and their link to an integrated perspective of empowerment comprising a sociostructural perspective, a psychological perspective and a team-based perspective are examined, which is a significant departure from the unitary perspective of empowerment taken in most previous studies.

The purpose of the present research is to develop a reliable and valid scale to distinguish and measure the three environmental factors of dynamic structural framework, control of workplace decisions, and fluidity in information sharing that are conceptually related to and affect an employee's perception of empowerment. By quantifying the environmental factors that facilitate empowerment through a valid and reliable scale human resource departments will be provided with information that will suggest environmental changes they can implement to improve perceptions of empowerment on the part of employees. Strengths and weaknesses of the scale developed, the organizational empowerment scale, are also discussed.

The purpose of this paper is to reframe the debate about the tension between management control and employee empowerment by drawing on a theory of paradox. Reframing the problem in this way draws attention to the variety of ways in which organisations can attend to both control and empowerment simultaneously.

The authors undertake a conceptual examination of the relationship between empowerment and control using a paradox theory lens. First, the authors bring together two dimensions of empowerment – structural empowerment and psychological empowerment – and combine them to produce three new empowerment “scenarios”: illusory empowerment, obstructed empowerment and authentic empowerment. For each of these three scenarios, the central tenets of paradox theory are applied in order to explain the nature of the paradoxical tension, anticipated behavioural responses and the resulting challenges for ongoing management control.

The authors find that neither structural nor psychological empowerment alone can account for variation in behavioural responses to management control. The conceptual analysis highlights the interplay of socio-ideological control and systems of accountability in generating psychological empowerment and demonstrates that this does not come at a cost to management control but instead results in a reduction in the scale and scope of ongoing challenges.

This paper contributes a new theoretical perspective on the classic problem of tension between management control and employee empowerment. Rather than positioning control and empowerment either as a managerial choice or dialectic, the authors identify three different ways in which organisations can engage with both paradoxical elements simultaneously.

The purpose of this paper is to investigate how different forms of interpersonal conflicts and employees’ psychological empowerment may affect knowledge sharing intentions directly or indirectly via interpersonal trust in the workplace.

Survey data collected from 249 employees of 37 of the top 500 corporations in the manufacturing industry in Taiwan were used for the data analysis. The research model was analyzed using the component-based structural equation modeling technique, namely, the partial least squares (PLS) approach.

The results indicate that both relationship and task conflicts have significant indirect effects on employees’ knowledge sharing intentions via psychological empowerment and trust. Additionally, psychological empowerment significantly influences employees’ knowledge sharing intentions both directly and indirectly via trust.

The primary theoretical implication is an advancement in the understanding of the critical antecedents of and their different effects on employees’ knowledge sharing intentions from the perspectives of conflict management and individual psychological empowerment. Future research may concentrate on investigating the bidirectional interactions among trust, relationship conflicts and task conflicts in different knowledge-sharing contexts.

This study provides practical insights into conflict resolution intended to facilitate psychological empowerment and interpersonal trust that encourage knowledge sharing in the workplace.

To the best of the authors’ knowledge, this study is the first knowledge sharing study that empirically examines how task and relationship conflicts affect employees’ knowledge sharing intentions differently via the mediation of their perceived psychological empowerment and interpersonal trust in one another in the workplace.

This paper aims to understand whether the relationship between psychological empowerment, psychological well-being and higher person–job fit based on the self-determination theory could have mitigated the Great Resignation crisis.

A cross-sectional study was conducted by collecting data from 351 respondents working in Indian organizations (Nifty, 2020) using a standardized questionnaire by using the multifaceted psychological construct within the work context.

This study highlights that a moderated mediation relationship between psychological empowerment (specifically “impact” or “choice”) and psychological well-being (specifically “environmental mastery”) is impacted by the person–job “demand-abilities” fit and enhances the intention to stay in the current “great resignation” context.

The authors map the theoretical and empirical research of the “intention to stay” by developing the “demand-abilities” fit, which leads to higher levels of psychological empowerment and psychological well-being to build adaptability through effective learning practices.

The authors establish the underlying linkages and future research agenda to strengthen the “intention to stay” during the extraordinarily stressful context of the covid-19 pandemic.

This study has conceptualized and empirically investigated how the psychological empowerment process is generated from a patient's cognitive knowledge and participation at different recovery places that results in a state of empowerment and predicts positive outcomes.

Data were collected from 150 physiotherapy outpatients who have been attending a series of physiotherapy courses at clinic and concurrently progressing with home physio exercise plan. Data were analyzed using structural equation modeling (SEM) with SmartPLS software.

The results reveal that psychological empowerment best formed when patient centric knowledge is combined with place-based behavioral experiences that are gathered via healthcare encounters and experience patient gained outside of the clinic. Patients' involvement at different environmental settings contributes to patients' empowerment which further assists their well-being.

Understanding the process of empowerment in different environmental contexts can help healthcare organizations to better design patient empowerment strategies and support patients through the empowerment journey to demonstrate their capability to achieve more effective health recovery outcomes.

Patient empowerment is a concept of growing importance in the healthcare industry, yet the journey about how patients are being empowered within their sphere has not been well studied in the past. To the authors' knowledge, this study is the first study that discusses the utilization of patient empowerment must be aimed at both the process and the outcomes. This study provides empirical insights to understand the factors that formulate patient empowerment and predicts positive patient outcomes such as feelings of well-being.

Employee well-being has been an under-researched area in the field of human resources (HR) and organizational behavior. The purpose of this paper is to investigate personal (learning goal orientation (LGO)), contextual (empowering leadership), and job-related (psychological empowerment) antecedents of psychological well-being (PWB).

Individual perceptions of knowledge workers in nine Korean consulting firms in South Korea were obtained using a cross-sectional survey. HR managers distributed paper versions of a survey questionnaire to 400 employees, and 334 usable questionnaires were collected, giving the authors a final response rate of 83.5 percent.

As a result of structural equation modeling analysis, the level of employees’ psychological empowerment turned out to partially mediate the relationship between LGO and PWB, while fully mediating the relationship between empowering leadership and PWB. LGO and perceived empowering leadership accounted for 54 percent of the variance in psychological empowerment and the three antecedents explained 47 percent of the variance in PWB.

This study relied on a cross-sectional survey method with potential common method bias. As a result of the single-factor test, however, it is unlikely to confound the interpretations of the results. Another limitation of this study is that the sample of this study was restricted to knowledge workers with relatively high cognitive ability since they were mostly junior male managers with four-year college or graduate degrees.

To enhance perceived empowerment and PWB, HR, and OD practitioners can support employees and their managers by providing relevant HR practices and services including developing supportive empowering leaders with effective coaching skills, hiring, and developing employees with higher LGO, and redesigning jobs for employees so they feel more empowered.

This study linked four emerging subjects in management and positive psychology: goal orientation, empowering leadership, psychological empowerment, and well-being research. The theoretical contribution of this study lies in that it is one of the first attempts to investigate the relationships among LGO, psychological empowerment, and PWB specifically for knowledge workers in South Korea.