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The main aim of this paper is to identify whether certain consumers behave irrationally when it comes to select banking products. This paper builds on one of the most significant banking products that is the credit card.

This is an exploratory research paper. Therefore, only descriptive analysis on the differences between three credit card user groups such as the Islamic credit card users, conventional card users and users who decide to use both credit cards, conventional and Islamic, were presented.

The demographic and psychographic factors for the three different groups differ. In addition, there are four factors that influence the credit card selection. The factors are insurance/takaful provided by the credit issuers, cost associated with the credit card, the reward points programme offered and the convenience factors. Furthermore, the study found that three of the factors except insurance/takaful are significantly different between three credit card groups.

This paper is limited to the context of Malaysia and the respondents are mostly from the same ethnic. Therefore, it could not be generalised in the context of other countries and further studies comparing different culture or ethnic could benefit and enrich the topic of study.

The Islamic and conventional banks could focus on several factors influencing customers’ selection and could focus to improve certain lacking areas as perceived by the consumers. The ability to increase the perceptions of the consumers regarding their credit cards will enable their products to be chosen in the market.

There was a significant amount of literature discussed in the Islamic banking selection factors. However, little attention being paid to the selection of a specific bank’s product. This study offers a study that looks into the selection of the credit card offered by the banks in respect to the irrational behaviours of the religious consumers in economic activities as compared to the conventional economists. This paper will contribute to the body of existing literature of banking selection.

This study examines the impact of reward practices on the relationship between an organizational strategy based on the principles of total quality management (TQM) and perceptions of firm performance. Major findings include: higher levels of firm performance were significantly correlated with greater use of TQM practices, but not with greater use of quality rhetoric in either formal strategic documents or informal strategic discussions; the use of extrinsic reward practices – including profit sharing, gainsharing, employment security, and comp time – exhibited a significantly positive moderating effect on the relationship between TQM and perceived firm performance. Regarding implications for practitioners, it is insufficient to include quality rhetoric in the formal and informal strategy. As the anecdotal literature has often advocated, the current research provides empirical support that management must “walk the talk” with regard to TQM efforts. Further, in order to realize even higher levels of firm performance, an organization should utilize reward practices which specifically complement its TQM‐based strategy.

For centuries, people have raised money for many purposes, and funding projects utilizing the Internet began to spread in earnest after 2010. However, there is a notable lack of research on crowdfunding projects, especially those involving sports. Given this background, this study's objective is to compare whether motivational factors may work differently depending on crowdfunding type and to analyze the impact of such factors on investments.

This study was conducted using stimulation through artificially modified newspaper articles to measure crowdfunding motivation and investment intention. To clarify research questions, this study applied multiple regression analysis.

Findings indicate that philanthropic motives and interest in projects influenced the intention to decide on funding and often had positive word-of-mouth effects. In equity-based projects, philanthropic motives and a desire to be recognized acted as drivers for both behaviors. In reward-based projects, philanthropic motives determined investment intentions, and recognition motivation and interest factors influenced word-of-mouth intention.

This study investigated the motivations and consequent intentions for crowdfunding in the field of the professional sports industry, which had substantive future implications for the business of sports.

This study examines how the structure of referent networks, or the social network defined by knowing others’ reward levels, affects perceptions of distributive justice. The homogeneity of rewards in the referent network, the amount of inequality in the referent network, and an individual’s reward level are all associated with distributive justice perceptions. Several moderating relationships are also examined.

We relied on data from a controlled laboratory experiment to test a series of theoretically derived hypotheses.

The study shows that several aspects about the structure of the referent network are important for shaping perceptions of distributive justice. Specifically, the reward heterogeneity and amount of inequality in the network are found to be negatively associated with distributive justice, while reward levels are found to be positively associated with distributive justice. Furthermore, the effect of reward levels on distributive justice is moderated by both (i) the presence of a referential standard for rewards and (ii) the amount of inequality in the network.

While being among the first studies to demonstrate effects of referent networks on perceptions of fairness, it is unclear how group memberships combine with referent network effects and which factors may blur these relationships in uncontrolled environments. Subsequent scholarship on the effect of referent networks on justice perceptions should leverage multiple data sources.

Research on the effects of referents on justice perceptions has focused on particular referent individuals. We recast this issue in terms of referent networks, which highlights the empirical reality that individuals have a variety of sources or alters which could operate as referents.

Despite the popularity and potential of self‐leadership strategies in modern organizations, no acceptably valid and reliable self‐leadership assessment scale has heretofore been developed. The present study tests the reliability and construct validity of a revised self‐leadership measurement scale created on the basis of existing measures of self‐leadership. Results from an exploratory factor analysis (EFA) demonstrate significantly better reliability and factor stability for the revised scale in comparison to existing instruments. Further, results from a confirmatory factor analysis (CFA) utilizing structural equation modeling techniques demonstrate superior fit for a higher order factor model of self‐leadership, thus providing evidence that the revised scale is measuring self‐leadership in a way that is harmonious with self‐leadership theory. Based on these results, the revised scale appears to be a reasonably reliable and valid instrument for the measurement of self‐leadership skills, behaviors, and cognitions. Implications for future empirical self‐leadership research are discussed.

This study aims to identify factors that managers can influence to improve effectiveness by examining the relationship between leadership and effectiveness in small and medium-sized independent hotels.

In total, 272 valid questionnaires were collected from managers of 83 small and medium-sized independent hotels in the Netherlands by using selective and snowball sampling techniques. A two-stage structural equation modelling approach was used to test the hypotheses.

Surprisingly, in contradiction to previous studies, neither transactional nor transformational leadership had a direct effect on organisational effectiveness. Instead, the effect was through the intervening variables of ability to acquire resources and reward mechanisms.

The contradiction between this and previous studies may be due to the fact that constructs used in this study do not have the universal applicability that is customarily assumed and further investigation is needed.

This study suggests that managers in this type of hotel, first, should be adaptable in their leadership style and not rely on transactional leadership alone; second, managers must pay attention to resource acquisition; and third, managers must retain staff by using the right reward mechanism.

This study contributes to the literature of leadership and effectiveness in small and medium-sized independent hotels by being the first to focus on the impact of ability to acquire resources and reward mechanism. It also makes an important contribution to the growing body of hospitality literature that probes the supposed universal validity of organisational studies’ constructs.

The purpose of this study was to examine a factor structure of human resource management (HRM) practice scales through testing a causal model of HRM practices and to have one combined composite multi-dimensional HRM scale, to identify possible future directions for HRM strategy development and professional practice in Jordan.

Data were collected from 493 front-line employees from Jordanian organisations. The measurement model was tested on the complete dataset using exploratory factor analysis employing SPSS 17.0. Maximum likelihood method was used to determine the underlying factor structures. Confirmatory factor analysis was employed using LISREL 8.80 to further investigate the latent structure of the factors.

This study finally evidenced a good fit of data for a hypothesis four-factor model. The final model supported a conceptual framework that is inclusive of four domains, recruitment and selection, training and development, performance appraisal, and rewards and benefits, and lends support to the construct validity of the consolidated HRM practices scale.

First, the limited amount of research available on HR practices has limited the opportunity to gather content-rich information from the previous studies. Second, this study used three different scales to measure the four HRM practices as there was no one composite scale. Third, the validation of the HRM practices scale was based entirely on front-line employees working in Jordanian organisations. As a result, the psychometric properties of the HRM practices scale may not be generalisable to varied professions.

The findings of the study highlight the importance of the composite views of the HRM practices scale as a multi-dimensional construct. The study illustrates the parameter estimates representing relationships between the constructs under investigation.

The present study emphasises the need to expand the focus on HRM practices and contributes to the knowledge in several grounds. First, it validates the structure of HRM practices scales in Jordan. Second, this study enriched the understanding of HRM practices, drawing a sample of participants from different sectors (insurance, finance, services, accounting and industry), and suggests that these variables are as equally prominent as others in explaining employees' attitudes toward HRM practices.

This study aims to explore the relative importance of the subdimensions of total rewards satisfaction in predicting research and development (R&D) employee creativity. In addition, the study examines the indirect effects of the subdimensions of total rewards satisfaction on creativity via work engagement and the moderating role of challenge-related work stress in the first stage.

A two-wave design was used, in which total rewards satisfaction and challenge-related work stress were measured in the first wave. Work engagement and creativity were measured in the second wave. Dominance analysis and the latent moderated mediation model were used for the data analyses.

The analyses show that nonfinancial rewards satisfaction completely dominates indirect and direct financial rewards satisfaction when predicting creativity. Indirect financial rewards satisfaction completely dominates direct financial rewards satisfaction when predicting creativity. Work engagement mediates the relationships between the subdimensions of total rewards satisfaction and creativity. Challenge-related work stress moderates the relationships between the subdimensions of total rewards satisfaction and work engagement and the indirect effects of the subdimensions of total rewards satisfaction on creativity via work engagement.

The results imply that managers should set challenge demands for R&D employees and try to improve their total rewards satisfaction, especially their nonfinancial and indirect financial rewards satisfaction, for them to be more creative.

This empirical study contributes to the literature by comparing the relative importance of the different dimensions of total rewards satisfaction in predicting creativity. The study also clarifies how (through work engagement) and when (based on challenge-related work stress) the subdimensions of total rewards satisfaction are positively related to R&D employees' creativity.

To compete in a globally challenging environment, small and medium enterprises (SMEs) are increasingly pressured to leverage their relational capital to stay competitive. The purpose of this study is to model the KS behaviour of SMEs in an increasingly networked world through communities of practice (CoP).

Data were collected using a survey instrument developed based on prior literature from SMEs operating only in the electronic manufacturing industry. A total of 120 responses were received of which only 100 were valid. SmartPLS, a second-generation analysis software, was used to analyse the model developed.

The findings indicated that affect, reward, perceived consequences and social factor were all positive predictors of KS behaviour of SMEs in communities of practice. Interestingly, the facilitating conditions were found to negatively influence KS behaviour.

The findings are helpful to SMEs who are embarking on knowledge management (KM) practices in their respective companies and may be used to leverage the drivers of KM to improve more sharing behaviour that keeps SMEs competitive.

To the best of the authors' knowledge, few studies have explored the individual (i.e. perceived consequences, affect), social (i.e. social factor) and organisational (i.e. facilitating condition, reward) predictors of KS behaviour among CoP’s in Malaysian SMEs.

The purpose of this paper is to empirically distinguish the influence of the individual factors (enjoyment in helping others and knowledge self-efficacy), organizational factors (top management support and organizational rewards) and technology factors (information and communication technology use) on knowledge-sharing processes.

Data were collected through a survey of 196 employees from large ICT companies in Croatia, and structural equation modeling was used to investigate the research model.

Results of the empirical research indicate that enjoyment in helping others as an individual factor, top management support as an organizational factor, and ICT use as a technology factor significantly influence knowledge-sharing processes. The results also suggest that the willingness of employee to donate and collect knowledge enables the firm to improve innovation capability. No influence of the individual factor knowledge self-efficacy on the employee knowledge-sharing behavior was found within this research.

Subjectivity of respondents, Likert scale – perception, and future research can include higher number of population and examine how personal traits (such as age, level of education, and working experience) and organizational characteristics (such as firm size) may moderate the relationships between knowledge enablers and processes.

From a practical perspective, the relationships among knowledge-sharing enablers, processes, and firm innovation capability may provide a guide regarding how firms can promote knowledge-sharing cultures to sustain their innovation performance.

This study identifies several factors essential to successful knowledge sharing, and discusses the implications of these factors for developing organizational strategies that encourage and foster knowledge sharing.