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Previous studies have treated general belongingness as an aggregated construct that encompasses all belongingness types and have ignored the importance of context specific belongingness. This omission can be attributed to the lack of any context specific instrument to measure belongingness. Thus, the purpose of this paper is to develop and validate a self-report measure of workplace belongingness that will uniquely capture and test individual’s sense of belongingness in organisational context.

In total, 824 managerial executives working in several Indian MNCs operating in manufacturing and service sectors participated in the study. Data were collected through face-to-face survey and through online questionnaire.

The 12-item unidimensional scale was revalidated through confirmatory factor analysis after obtaining the results from exploratory factor analysis.

The current study developed and tested a unidimensional workplace belongingness scale that fully captures the essence of an individual’s belongingness in workplace setting.

By drawing on the need to belong theory, the paper aims to propose a moderated mediation model to examine the role of workplace belongingness and meaning-making in the positive relationship between inclusive leadership and employee change participation.

Participants were 155 employees from 31 teams from a branch of a multinational pharmaceutical company located in an EU country. The company faces constant legal, regulatory and technology-related changes after the coronavirus disease 2019 (COVID-19) pandemic outbreak. Data were collected in three waves, approximately three weeks apart between March 2020 and May 2020. To test the mediating effect of workplace belongingness were performed first – a series of regression analyses – and second, bootstrapping to assess the statistical significance of the indirect effect (Preacher and Hayes, 2008).

Workplace belongingness mediates the relationship between inclusive leadership and employees change participation. Further, the research findings provide support that meaning-making moderates the relationship between workplace belongingness and change participation as well as the indirect relationship between inclusive leadership and change participation through workplace belongingness such that the positive relationships are stronger when meaning-making is higher.

The results indicate that should leaders and change management practitioners manage to influence positively employees' workplace belongingness by employing inclusive practices and procedures; leaders and change management practitioners will increase the level of participation during change and further the results note from an applied perspective the importance of mean-making as a facilitating factor during change in organizational settings. Relevant suggestions are made.

The findings provide new insights into how inclusive leadership and workplace belongingness can affect employees' change participation. Further, the research findings note the significant moderating role of meaning-making regarding both the relationship between workplace belongingness and change participation as well as the indirect relationship between inclusive leadership and change participation through workplace belongingness.

The purpose of this article is to aid conceptualization of social well-being at work by identifying its components in a contemporary office context, so adequate measures can be developed to monitor social well-being and to assess the impact of interventions in the workplace.

This study used existing interview data from recent post-occupancy evaluations of two large activity-based flexible offices in the Dutch public sector. Data-driven concept mapping of 182 different employees' statements on social aspects of well-being was used to find communalities in their perceptions.

From the data 14 key concepts emerged referring to employees' social needs, reactions to (anti-)social behaviour of others and perceived social affordances of the work environment. Contrary to established theory, social well-being appeared to be a context-bound phenomenon, including components of both short-term hedonic and long-term eudaimonic well-being.

The findings serve as an inductive source for the further development of adequate measures of social well-being at work. Limitations concern the specific (cultural) setting of the cases and the use of existing data.

Preliminary suggestions for fostering social well-being include change management, participatory design, being alert of the identified risks of activity-based offices and supporting privacy regulation, identity marking and a sense of community, as well as a diversity of informal face-to-face interactions balanced with quiet spaces.

This article contributes to the conceptualization of social well-being in contemporary offices by discussing established social well-being theory and analysing real-world data, using a method novel to management research.

Although graphic-based emoticons in mobile instant messenger (MIM) services became an important revenue source for their service provider, empirical research investigating factors influencing graphic-based emoticon purchase from the consumer's perspective is insufficient. The authors explore how user's achieved belongingness (acceptance or rejection) affects graphic based emoticon usage motivations and its purchase intentions.

A structural model is used to examine the relationship among individual's overall achieved belongingness, motivation factors of graphic-based emoticon usage in MIM such as perceived usefulness, perceived enjoyment, perceived enjoyment for others, social norm and emoticon purchase intentions. The authors collected and analyzed survey data of 279 Korean KakaoTalk users.

The analysis shows that perceived acceptance/inclusion positively impacts perceived usefulness, enjoyment and enjoyment of others in graphic-based emoticon usage. Meanwhile, perceived rejection/exclusion positively impacts perceived enjoyment and enjoyment of others but negatively influences perceived social norms. Moreover, social norms and perceived enjoyment directly affect graphic-based emoticon purchase intentions. The authors also find that perceived enjoyment of others and perceived social norms in a serial causal order mediate the relationship between perceived acceptance/inclusion (and rejection/exclusion) and emoticon purchase intentions.

Additional research including users from other demographic groups, such as other age groups, is required to generalize our findings and to increase external validity.

Unique implications related to the role of user's achieved belongingness and perceived enjoyment of others in graphic-based emoticon usage in purchase intentions are found.

The peer review history for this article is available at: https://publons.com/publon/ 10.1108/OIR-02-2020-0036

The purpose of this study is to examine the relationship between diversity climate and tacit knowledge sharing and the mediating role of workplace belongingness between them.

The sample for this study consists of 495 employees (52.1% male, n = 258) drawn from varied occupational groups. Data were collected online using existing self-report measures. Hypotheses were tested with ordinary least squares regression-based path analysis.

This study provides evidence that diversity climate is positively related to workplace belongingness and tacit knowledge sharing. Furthermore, workplace belongingness is positively related to tacit knowledge sharing. Finally, workplace belongingness mediates the relationship between diversity climate and tacit knowledge sharing.

The findings highlight the need for organizations to promote fair human resource (HR) policies and practices by enacting and judiciously implementing policies that promote inclusiveness and fair treatment to stand a chance of benefiting from employees’ tacit knowledge sharing.

This study builds on existing research but shifts the focus to the influence of diversity climate on tacit knowledge sharing and thus sets up a precedent for subsequent research in this area. This study is, therefore, the first to attempt to link diversity climate to tacit knowledge sharing through workplace belongingness.

The purpose of this empirical study was to introduce the theory of corporate heritage stewardship by focussing on the nascent corporate heritage identity domain. In particular, the research explores managers’ collective understanding of their organisation’s corporate heritage and how the latter is marshalled, and strategically represented, by them. The case study was undertaken in Great Britain’s oldest extant brewery. Established in 1698, Shepherd Neame is one of UK’s oldest companies.

Empirical research informed by a theory-building, case study using qualitative data. This study draws on multiple sources of data generated through semi-structured interviews, the analysis of documents and non-participant observations. The analysis of data was facilitated by a multi-stage coding process and a prolonged hermeneutic interaction between data, emerging concepts and extant literature.

Corporate heritage identity stewardship theory argues that the strategic enactment of a corporate heritage identity is predicated on a particular management mindset, which is meaningfully informed by three awareness dimensions expressed by managers (i.e. awareness of positionality, heritage, and custodianship). These awareness dimensions are underpinned by six managerial stewardship dispositions characterised by a sense of: continuance, belongingness, self, heritage, responsibility and potency. The findings are synthesised into a theoretical framework of managerial corporate heritage identity stewardship.

The insights from this empirical case study meaningfully advance our theoretical understanding of the corporate heritage identity domain. Whilst the empirical contribution of this study is qualitatively different from statistical/substantive generalisations, which seek to establish universal laws, the research insights are valuable in terms of theory-building in their own terms and are analytically generalisable. The insights from this study have the potential to inform further studies on corporate heritage identities, including research underpinned by a positivistic, and quantitative, methodology.

The findings have utility for corporate marketing management, in that they illustrate how a collective corporate heritage mindset can both inform, as well as guide, managers in terms of their stewardship of their firm’s corporate heritage identity. The theoretical framework is of utility in practical terms, in that it reveals the multiple dimensions that are significant for management stewardship of a corporate heritage identity.

The research confirms and expands the notion of management stewardship in corporate identity in corporate marketing contexts by identifying how a multi-dimensional managerial mindset has constitutive and instrumental relevance. Moreover, this study identifies the distinct characteristics of this corporate identity type – corporate heritage identity – which are revealed to have a saliency for managers. Both insights underpin the corporate heritage identity stewardship theory explicated in this article.

The increasing number of online courses in higher education has provided students with convenience and flexibility. However, some adverse effects also come with online learning, including negatively affecting student beliefs in themselves and their perceptions of the instructor. Both are important factors for academic success. Grounded in media richness theory, this study aims to examine the impact of medium choices by investigating instructor messages on student beliefs and perceptions in an online course.

This study employs a survey methodology using validated items to assess university student perceptions following faculty interactions (video versus customized email).

The authors find that videos and personalized emails, using mass distribution Excel features, help increase student beliefs, including social belongingness and self-efficacy, and improve students' perceptions of the instructor and learning environment.

This study contributes to the literature by establishing that the richness of media of faculty messages can impact student beliefs, which in turn, may help with student success and retention. The activities used in this study are low-effort for the instructor and may have lasting effects on the students. In addition, this study fills a gap in the literature by examining multiple forms of the richness of media and their impact on multiple aspects of students' beliefs and perceptions of the instructor.

Corporate social responsibility (CSR) is conceptualized as the construct describing the relationship between companies and society. Although scholars reached an agreement about the linkages between CSR in small and medium‐sized enterprises (SMEs) and psychosocial issues – social identity, organizational culture and commitment – it is still a problematic issue how CSR should be defined and how companies could behave as socially responsible. The authors hypothesize that psychosocial processes impact the activation of CSR. Within a psychological perspective, the purpose of this paper is to explore CSR definitions and CSR psychosocial dimensions.

According to an emic perspective oriented at in‐depth comprehension of phenomena, the authors adopted the grounded theory methodology to collect, analyze and discuss the data. In total, 14 entrepreneurs and 12 employees of Italian‐Apulian SMEs were interviewed on three thematic areas: organizational culture; sense of community; and CSR. Interviews were transcribed and analyzed through qualitative content analysis.

Results showed that: CSR definitions were continuously mediated by participants' organizational culture; and perspective taking, care taking and sustainable practices emerged as the salient CSR psychosocial components, correspondent to its cognitive, affective and behavioral dimensions.

The paper argues that CSR psychosocial components could be the strategic variables to develop and to manage CSR in organizations.

CSR is re‐conceptualized as a psychosocial multidimensional construct, explaining its dynamic activation in organizations. The authors suggest that the cognitive and affective dimensions are antecedent to the behavioral dimension. Thus, the authors are developing a CSR psychosocial scale to study the linkages among these dimensions and other variables through quantitative analysis method.

The present paper aims to identify an important moderator of the effect of leader's fairness on the conflict handling style adopted by followers. Based on the uncertainty management model the authors hypothesize that the motivation to reduce uncertainty, reflected by individual differences in need for cognitive closure, moderates the use of constructive conflict handling style as a response to variation in leader's perceived procedural fairness.

A correlational study was conducted on a sample of 175 Italian public employees. Each participant filled out a questionnaire. Data analysis was carried out performing a series of multiple regression analyses.

Consistent with previous research, regression analysis showed that perceived leader's fairness promoted a more constructive approach to manage conflict with leaders. More importantly this relationship was stronger under high rather than low need for cognitive closure.

Present results suggest that in order to favor a solution‐oriented conflict handling style, leaders should promote perceptions of procedural fairness, especially among those with high need for closure.

This is one of the first studies that looks at a moderator of the relationship between leader's fairness and constructive conflict management. It integrates literature on procedural fairness and cooperation. Furthermore, as the current research focuses on need for closure, it has important implications with regard to the uncertainty management model.