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This paper aims to determine the impact of perceived virtuality on team dynamics and outcomes by adopting the Input-Mediators-Outcome (IMO) framework. Further, it also investigates the mediating role of team processes and emergent states.

The authors collected survey data from 315 individuals working in virtual teams (VTs) in the information technology sector in India using both offline and online questionnaires. They performed the analysis using Partial Least Squares Structural Equation Modelling (PLS-SEM).

The authors investigated two sets of hypotheses – both direct and indirect (or mediation interactions). Results show that psychological empowerment and conflict management are significant in managing VTs. Also, perceived virtuality impacts team outcomes, i.e. perceived team performance, team satisfaction and subjective well-being.

The interplay between the behavioural team process (conflict management) and the emergent state (psychological empowerment) was examined. The study also helps broaden our understanding of the various psychological variables associated with teamwork in the context of VTs.

Findings from this study will aid in assessing the consequences of virtual teamwork at both individual and organisational levels, such as guiding the design and sustainability of VT arrangements, achieving higher productivity in VTs, and designing effective and interactive solutions in the virtual space.

The study examined the interplay between behavioural team processes (such as conflict management) and emergent states (such as psychological empowerment). The study also theorises and empirically tests the relationships between perceived virtuality and team outcomes (i.e. both affective and effectiveness). It may serve as a guide to understanding team dynamics in VTs better.

This exploratory study attempts to enhance the current understanding of the research and practice of VTs within a developing economy.

The present study examines the interplay between age, marital status, alpha female status and various adaptive performance dimensions among a cohort of 380 female professionals.

This study adopts a positivist approach to collect and analyse the data, utilizing appropriate statistical techniques to explore the relationships between the variables of interest.

The study elucidates the significant role of alpha female status in predicting adaptive performance. It finds that alpha females possess distinct competencies, particularly in learning and training, indicative of proactive behaviour and self-efficacy. While older participants tend to demonstrate higher performance levels, the study reveals no significant correlation between age and alpha female status, suggesting that leadership traits may develop independently of age. Furthermore, marital status exerts a modest influence on adaptive performance. The interplay of age and marital status significantly affects adaptive performance, potentially due to the Cumulative Advantage Paradigm, which is the accumulation of advantages or disadvantages throughout an individual's life course.

This study contributes to the existing literature by providing a nuanced understanding of how demographic factors converge to influence adaptive performance in professional settings. It highlights the importance of recognising and nurturing alpha females in organizations and considering the interactions between age and marital status when designing career development programmes and support systems.

Playful work design (PWD) is a set of proactive strategies implementing fun and self-challenge at work to actively create better work conditions. Following the job demands-resources theory, this study aims to investigate the effects of PWD’s dimensions – i.e. “designing fun” and “designing competition” – on task and contextual performance (Study 1) and on the dimensions of organizational citizenship behaviors (OCBs) – i.e. altruism, conscientiousness and civic virtue (Study 2). Furthermore, the present research investigates the mediating role of work engagement (WE) for both studies.

Two samples of 339 and 141 Italian workers participated by filling in a self-report questionnaire. Measuring models and hypotheses have been tested by structural equation models.

Results suggest that WE partially mediates the relationship of the “designing competition” subdimension of PWD with task and contextual performance (Study 1) and with conscientiousness and civic virtue of OCBs, while “designing fun” shows a positive direct relationship only with altruism (Study 2).

This paper contributes to expanding knowledge about PWD’s effectiveness in facilitating performance and positive behaviors. Furthermore, it disentangles the different effects of PWD’s dimensions on performance. In light of the results, both employees and managers should be aware of the beneficial consequences of introducing fun and self-competitiveness when completing their own work activities.

This study aims to examine the relationship between employees’ psychological contract breach and two types of voice behavior based on the social exchange theory. Additionally, the study explores the role of globally responsible business leadership in buffering the negative impacts of psychological contract breach on voice.

Survey data was collected from Chinese full-time employees and the final sample size is 337. Partial least squares structural equation modeling was used to test the hypotheses.

Findings indicate that psychological contract breach (PCB) has a positive and significant impact on employee aggressive voice behavior (AVB), while its relationship with constructive voice behavior (CVB) is not significant. Furthermore, globally responsible business leadership (GRBL) weakens the negative relationship between PCB and CVB, while strengthens the positive relationship between PCB and AVB.

The findings assist organizations in better recognizing the detrimental consequences of psychological contract breach. Second, the findings serve as a reminder to managers of the benefits of displaying globally responsible business leadership. Third, managers should recognize the complexities of globally responsible business leadership.

First, this study sheds new light on the impact of PCB on employees’ desirable and undesirable proactive behaviors by investigating how and when psychological contract breach affects two types of voice behavior. Second, the moderating role of GRBL further enriches our understanding of how to buffer negative effects of PCB and the desirable function of GRBL. Third, this study enriches the social exchange theory by investigating whether the leader−employee relationship will compensate for the failure of organization−employee relationship.

This study aims to identify the intermediate psychological mechanism – organizational identification – that links authentic leadership with follower’s organizational citizenship behavior (OCB). Moreover, it examines the moderating role of perceived organizational support (POS) in the relationship between authentic leadership and organizational identification.

This study uses a cross-sectional research design involving 356 employees from diverse corporations in South Korea. Data were collected using a structured questionnaire to measure perception of authentic leadership, organizational identification, POS and OCB.

The results indicate that organizational identification significantly mediates the relationship between the perception of authentic leadership and follower’s OCB. Furthermore, POS acts as a moderating variable, strengthening the relationship between authentic leadership and organizational identification. Specifically, followers who perceive strong support from their organization are more likely to develop a robust sense of organizational identification under authentic leadership, which in turn, enhances their OCB.

This study offers a novel integration of social identity theory and organizational support theory to examine how authentic leadership influences follower’s OCB. It is among the first to introduce organizational identification as an intermediary in this context and to investigate the moderating effect of POS. The findings provide valuable insights for managers aiming to cultivate a workplace culture that fosters organizational identification and citizenship behaviors, thereby enhancing organizational effectiveness. Future research directions are also highlighted.

This study aims to examine the mediating and moderating roles of cognitive trust and organizational culture in the relationship between leadership and employee task performance and turnover intention.

Data were collected from 543 employees through a survey from the Islamic banking sector in Pakistan. Structural equation modelling (partial least squares) was used to estimate the effect.

The results demonstrate that cognitive trust plays a positive and significant mediating role between leadership and task performance (O = 0.064, T = 2.005, p = 0.028). Moreover, there is a negative relationship between leadership and employee turnover intention with the mediation of cognitive trust (O = −0.061, T = 1.976, p = 0.021). In addition, organizational culture plays a significant moderating role between cognitive trust and employee task performance (O = 0.014, T = 2.141, p = 0.038).

The results emphasize the critical role of organizational culture and cognitive trust in amplifying or reducing the impact of leadership on employee attitudes. This offers managers and leaders practical insights to boost employee performance and reduce turnover.

To the best of the authors’ knowledge, this study is unique in that it seeks to advance understanding of social exchange theory management by examining the moderated-mediation frameworks in the interaction between leadership and specific aspects of employee attitudes.

The complexity of citizenship behavior in organizations has long been a focus of research. Traditional methodologies have been predominantly used to address this complexity. This paper aims to tackle the problem using a cutting-edge technological tool: business process mining. The objective is to enhance citizenship behaviors by leveraging primary data collected from 326 white-collar employees in the Indian service industry.

The study focuses on two main processes: training and creativity, with the ultimate goal of fostering organizational citizenship behavior (OCB), both in its overall manifestation (OCB-O) and its individual components (OCB-I). Seven different machine learning algorithms were used: artificial neural, behavior, prediction network, linear discriminant classifier, K-nearest neighbor, support vector machine, extreme gradient boosting (XGBoost), random forest and naive Bayes. The approach involved mining the most effective path for predicting the outcome and automating the entire process to enhance efficiency and sustainability.

The study successfully predicted the OCB-O construct, demonstrating the effectiveness of the approach. An optimized path for prediction was identified, highlighting the potential for automation to streamline the process and improve accuracy. These findings suggest that leveraging automation can facilitate the prediction of behavioral constructs, enabling the customization of policies for future employees.

The findings have significant implications for organizations aiming to enhance citizenship behaviors among their employees. By leveraging advanced technological tools such as business process mining and machine learning algorithms, companies can develop more effective strategies for fostering desirable behaviors. Furthermore, the automation of these processes offers the potential to streamline operations, reduce manual effort and improve predictive accuracy.

This study contributes to the existing literature by offering a novel approach to addressing the complexity of citizenship behavior in organizations. By combining business process mining with machine learning techniques, a unique perspective is provided on how technological advancements can be leveraged to enhance organizational outcomes. Moreover, the findings underscore the value of automation in refining existing processes and developing models applicable to future employees, thus improving overall organizational efficiency and effectiveness.

This paper aims to capture the challenges faced by large industrial firms in implementing employee green behaviour. It uses the gamification-based Octalysis framework for identifying motivational drives and entwins it to self-efficacy theory seeking to motivate and engage the employees through game techniques.

This paper uses qualitative approach where semi-structured interviews were conducted through snowball sampling technique with managers in senior positions in power sector holding significant decision-making authority. The interviews were transcribed and were analysed thematically.

This study offers compelling evidence that industrial firms are grappling to inculcate pro-environmental behaviour largely losing on incentivising motivation. Gamification can provide an enjoyable framework balancing intrinsic and extrinsic motivational drives.

This study offers a framework applicable to organisations across sectors, addressing challenges in implementing green behaviour by leveraging four phases of game mechanics. It tackles issues related to motivation and demand for incentives by striking a balance between intrinsic and extrinsic motivations.

This research stands out by incorporating game mechanics, specifically designed through Octalysis, to boost self-efficacy and encourage green behaviour among employees. Furthermore, it is in harmony with Sustainable Development Goals and circular principles.

While corporate social responsibility (CSR) has been gaining support for the role it plays in employee outcomes, such as organizational identification (OID), the view of CSR from a social identity perspective is underdeveloped. This conceptual chapter explores the role of social identity processes grounded in organizational justice to develop a model of CSR attributions and the moderating role these attributions play in organizational member outcomes. CSR is understood as the relational processes happening with stakeholders, and these relationships engage specific organizational identity orientations. The social identity process flows from there, resulting in CSR attributions including strategic, relational, and virtuous. Using social identity, organizational identity, and organizational justice, this chapter makes two specific contributions: a CSR attribution typology grounded in organizational justice and the moderating impact of these attributions between activated justice dimensions and resulting organizational member outcomes.

Workaholism negatively impacts desired behavioral outcomes. However, understanding the role of workaholism dimensions (excessiveness and compulsiveness) can help differentiate and address employee motivators towards behavioral outcomes. Using conservation of resource theory, this study explores the influence of these workaholism dimensions, as resource-consuming elements, on positive organizational citizenship behaviors (OCBs) and counterproductive work behaviors (CWBs). Further, work–family conflict (WFC) and family–work conflict (FWC) are included as mediators, and time-control as a moderator, and ultimately, a moderated mediation model is tested.

Survey data were collected using a time-lagged data from 306 New Zealand employee respondents. Data were analysed for moderated mediation using the PROCESS macro.

Both dimensions of workaholism positively relate to OCBs but only excessiveness to CWBs. We find significant indirect effects of excessiveness and compulsiveness on CWBs through FWC, where time control acts as a boundary condition, showing moderated mediation effects.

Fundamentally, the unique effects found encourage workaholism researchers to undertake more complex models to provide new insights.

This is a unique study examining time control as a boundary condition. The findings of moderated mediation provide unique insights and show that workaholism effects depend on other factors.