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Fun at workplace is considered an important initiative to build co-working communities, and this study aims to study its role in promoting the innovative behaviour of co-workers [members of co-working spaces (CWS)] and the mechanism of its influence.

Based on the theory of social exchange and resource conservation, the authors conducted a qualitative study to explore the four dimensions of workplace fun and a quantitative study to empirically analyse the relationship between community embeddedness, organisational embeddedness, workplace fun and creativity of co-workers, taking K-space as an example.

Workplace fun is positively correlated with co-workers' creativity. Community embeddedness plays a complete mediating role between workplace fun and organisational embeddedness. Community embeddedness and organisational embeddedness play a chain-mediating role between workplace fun and creativity.

This study explores the process and impact of fun on employee creativity in a shared office environment by clarifying the composition of fun in CWS workplaces and the transmission mechanism of fun through informal community embeddedness and formal organisational embeddedness, expanding the research perspective on the factors influencing employee creativity in the new office model and enriching the research findings on the impact of fun at work on job performance.

This paper introduces “virtual fun at the virtual workplace” and conceptualizes its impact on virtual socialization and the formation of virtual professional ties. The conceptual model also recognizes the moderation of a few variables: “awareness of being observed,” “diversity in the virtual workplace” and “virtual impression management.”

The paper takes a theoretical approach to develop a conceptual framework of virtual fun in the virtual workplace, drawing on social exchange theory (SET) and social network theory (SNT).

The study extends the tenets of the SET and extends the applicability of SNT to a virtual workplace. The study suggests that managers should introduce semi-organized virtual fun during scheduled breaks within work hours to aid in virtual socialization, which further aids in the formation and strengthening of “professional ties” in the virtual workplace.

This study is the first of its kind to conceptualize a model for virtual fun in the virtual workplace.

As a way of addressing how best turnover intention among service employees can be reduced through workplace fun, this study aims to examine how psychological capital (PsyCap) and work engagement, respectively, moderates and mediates the relationship between workplace fun and turnover intention in a moderated mediation.

Using cross-sectional quantitative design, data were collected by means of questionnaires and convenience sampling. The hypotheses were tested with 482 service employees from the hospitality industry in Ghana using PROCESS macro.

The findings depict that work engagement mediates the relationship between workplace fun and turnover intention among service employees. Also, PsyCap moderates the workplace fun–engagement relationship, in addition to the workplace fun–work engagement–turnover intention relationship. Specifically, both relationships are stronger for employees with high PsyCap.

The authors would like to conclude that as frontline employees are usually subjected to stressful conditions, monotonous working environments and emotional labor, which affect the quitting intention, incorporating fun into the workplace will strategically help frontline employees to be engaged in their work and reduce their intentions to quit.

With a focus on a developing economy, this work is novel in exploring possible factors that may help increase work engagement and reduce turnover intention among service employees.

This purpose of this study is to examine the relationship between workplace fun, trust-in-management, employee satisfaction and whether the level of fun experienced at work moderates the effects.

Data were collected from a sample of 240 frontline staff in a large-scale retail store in Hong Kong.

The results show that trust-in-management mediates the relationship between workplace fun and employee job satisfaction. Additionally, employees who experience a high level of fun in the workplace have a greater effect on workplace fun, trust-in-management and job satisfaction.

The main limitation of this study is that it collects data from a self-reported single source in a cross-sectional survey design.

Because workplace fun helps organizations promote employee trust and job satisfaction, organizations should provide more enjoyable activities for employees to participate in.

This study provides a new insight into the effects of workplace fun on employees’ trust-in-management and job satisfaction.

This paper aims to investigate how workplace fun is experienced in two public Egyptian banks by addressing the employees working there.

To investigate workplace fun in the selected banks, the author employed virtual ethnographic field research by spending two weeks (virtually and full-time) inside each of the two selected public banks. Besides this virtual ethnographic experience, the author employed semi-structured interviews and focus groups with the bank employees. Moreover, the author digitally examined documents such as posters, cartoons, brochures and a WhatsApp group. A total of 188 respondents were contacted and involved in eight semi-structured interviews and 36 focus groups. All interviews and focus groups were conducted in Arabic, the mother tongue of all respondents. The author subsequently used thematic analysis to determine the main ideas in the transcripts.

The findings confirmed that workplace fun has not been carefully understood, developed and sustained in the selected public Egyptian banks. To the best of the author's knowledge, this study is the first of its kind in the context of a developing nation to focus on workplace fun, and subsequently, it is the first to address the banking sector in one of the leading developing nations in Africa and the Middle-East. Furthermore, based on the analysis of the focus groups and interviews the author created a model of four obstacles: work environment realities, managerial practices, bank-related behaviour and meaning-related obstacles. Managing those four obstacles secures a relevant foundation on which banks can develop and maintain a systematic implementation of workplace fun and humour.

This paper contributes by filling a gap in HR management, in which empirical studies on workplace fun have been limited so far.

During the last years, workplace fun has emerged as a potential indicator of a healthy workplace. Congruently, organisations have become interested in enhancing positive experiences at work, such as joy in the workplace. While such trends have resulted in a growing literature on fun in the workplace, humour and play, academics and practitioners are still uncertain as to the nature of fun and its antecedents. The purpose of this paper is to explore the concept of fun in the modern organisation and understand the underlying elements necessary for creating environments that valorise and promote fun.

The authors conducted semi-structured individual interviews with open-ended questions with 34 employed individuals from a variety of professions. The data were analysed using thematic analysis.

The analyses revealed organised fun as a distinct type of workplace fun that can have a significant impact through its social support function and psychological safety as the underlying element for promoting healthy positive fun interactions. The culture of the organisation and management attitudes towards fun emerged as key issues in promoting a fun workplace.

Organised fun emerged as a new type of workplace fun. The relational characteristic of fun and its function as a social support method are discussed. The study has delineated the contextual factors that should be addressed by researchers when studying workplace fun.

The aim of this study is to reveal how workplace fun promotes team performance in the hotel business context.

The conceptual model of this study was tested based on responses from 271 frontline hotel employees (including managers) in the USA, who had full-time work tenure of more than three months in a three-star or above-rated hotel.

This study revealed that workplace fun activities enhance team performance by promoting employees’ workplace fun experience and by facilitating interpersonal trust and group cohesion, which, in turn, reduce intra-group conflict and stimulates interpersonal citizenship behaviors, respectively.

First, this study adopted subjective team performance measures. Although it can be exaggerated unconsciously, the literature suggests that how team members perceive their team’ performance is also an important indicator of team effectiveness. Second, the conceptual model of this study was tested in the US context. So, in a more collectivistic culture, the model might generate somewhat different results from those of this study.

The findings of this study indicate that workplace fun initiatives by the management are an effective means to promote the performance of frontline work teams at a hotel. Discussions are extended to incorporating fun elements into existing organizational cultures.

By adopting the input–process–outcome framework, this study shows how workplace fun, as a critical input, creates positive group processes and, thereby, promotes positive group outcomes in the hotel business context.

This paper addresses nurses working in public hospitals in order to find out how gender may affect their perception of both diversity management and organisational inclusion. Moreover, and given the novelty of workplace fun and the lack of research in this field in the context of developing countries, the authors explore the relationship between diversity management and organisational inclusion and explore workplace fun as a predictor of organisational inclusion.

A total of 360 questionnaires were collected from nurses in three public hospitals in Egypt. The authors applied a t-test to identify how gender may affect perceptions of diversity management. Moreover, the authors employed hierarchical regressions to test gender and diversity management as predictors of organisational inclusion and to test whether workplace fun can predict organisational inclusion, too.

The findings indicate that compared to their male colleagues, female nurses respond to diversity management practices more positively. Second, no significant statistical differences in the mean values for female and male nurses were observed regarding their perceptions of organisational inclusiveness. Third, diversity management is positively associated with organisational inclusion for the nurses. Finally, workplace fun mediates the relationship between diversity management perceptions and organisational inclusion.

This paper contributes by filling a gap in human resources (HR) research in the health-care sector, in which empirical studies on the relationship between gender, workplace fun and organisational inclusion have been limited so far.

Past research shows that workplace fun has a positive effect on informal learning, however, the role of individual and organizational mediating variables in this relation has not been studied much. This study aims to examine the role of management support, motivation to learn and learning opportunity in the relationship between workplace fun and informal learning.

In this multivariate correlation study, data were collected through questionnaires. In total, 200 employees of the petrochemical industry participated. Partial least squares structural equation modeling was used to analyze the data.

The main finding suggests that motivation to learn contributes to informal learning. Fun in the workplace has a positive and significant indirect effect on informal learning by providing a variety of opportunities to learn; the management support in the final model also mediates the relationship between workplace fun and opportunities to learn.

The results indicate the benefits of creating and maintaining fun in the workplace to improve informal learning. The authors will be better able to advise by providing abundant resources for formal training such as time, learning climate and financial resources, workplace fun can be used as a practical strategy to promote informal learning where the workplace is fun, innovation, creativity and performance improvement occur. Managers should make arrangements to spontaneously motivate employees to learn informally and provide fun and varied opportunities for informal learning.

In this study, the multiple correlations and the effect of motivation variables, learning opportunity and management support in the relationship between workplace fun and informal learning were studied. Examining how these relationships are and identifying the moderator of this relationship because of individual and environmental differences requires further studies.

The aim of this study is to reveal how Generation Y employees' attitude toward workplace fun affects their experienced workplace fun, job satisfaction, task performance, and organizational citizenship behaviors toward individuals (OCBI) in the hospitality business context.

The conceptual model of this study was tested based on responses from 234 hospitality students in the USA who are Generation Yers and had worked in the hospitality industry for more than three months.

This study revealed that Generation Y employees' attitude toward workplace fun positively affects their experienced workplace fun. In turn, Generation Yers' experienced workplace fun showed positive direct effects on their job satisfaction, task performance, and OCBI.

First, the older Gen. Yers who are 26 or older were underrepresented in this study. Also, Gen. Yers who are less than college educated are not included in this study. Second, a nation‐wide economic crisis in the USA may affect college students' attitude toward workplace fun, making them more serious about work.

The management in hospitality businesses needs to foster fun‐loving cultures to get rid of any unnecessary guilt feeling of having fun at work among employees, and thus fully enjoy the positive effects of workplace fun in the organization.

This study is the first to empirically test how hospitality employees' attitude toward workplace fun affects their job performance.