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The purpose of this paper is to examine the contribution of agentic work behaviour and decision-making authority (DMA) to thriving at work and, more importantly, the moderating role of DMA in the relationship between agentic behaviour and thriving.

The study has been carried out upon a random sample of 330 employees below supervisory level from manufacturing companies located at Odisha (a state located at the eastern part of India). After verifying the significance of correlation among the study variables through Pearson’s product moment correlation, moderated regression analyses were carried out to examine the independent contribution of agentic work behaviour and DMA to thriving as well as the moderating contribution of DMA towards thriving.

Results reveal that the three dimensions of agentic work behaviour, namely, task focus, exploration and heedful relation, have a direct positive contribution towards thriving at workplace. As far as the moderation is concerned, it is observed that the thriving level is higher for the employees having high DMA irrespective of the level of agentic work behaviour at each dimension.

The findings imply for designing interventions to enhance task focus, super-ordinate relationship and interest for learning. In addition, the organisations should provide autonomy to employees for decision making.

The study is first of its kind in the Indian context upon employee thriving. In this study, the authors have not only investigated the separate independent contribution of agentic behaviour and DMA, but also their interacting contribution to employee thriving.

This study aims to investigate the significant role of restaurant employees’ relational resources to promote thriving at work. The mediating effect of heedful relating was focused on as an underlying mechanism. This study also investigated the moderating effect of employees’ perceived COVID-19 impact on the hypothesized relationships.

The research model was tested with frontline restaurant employees working in full-service restaurants using the convenience sampling method. A self-administered questionnaire was used for an online survey. A total of 361 responses were analyzed with structural equation modeling, bootstrapping analysis and multi-group analysis.

The results showed the significant relationships not only between relational resources and thriving at work but also between relational resources and heedful relating. Heedful relating was significantly associated with thriving at work. The significant mediating effect of heedful relating was supported. The moderating effect of the perceived COVID-19 impact on the association between leader–member exchange and thriving was significant.

Employees’ relational resources at work leads to thriving at work both directly and indirectly through the impact of heedful relating. The findings contributed to the literature on human resource management and hospitality. Moreover, the study presented implications for the restaurant industry to promote employees’ self-adaptation and development in a post-pandemic era.

With the study findings, the importance of relational aspects to foster restaurant employees’ thriving at work could be highlighted which reflects the unique nature of the restaurant industry.

The purpose of the paper is to report a study of knowledge sharing practices in the clinical research organization in a major pharmaceutical company. While knowledge sharing and knowledge transfer is often conceived of in terms of codification and storage in databases accessed through information technology, there is less experience in industry from working with knowledge sharing in face‐to‐face communication settings.

A collaborative research methodology including academic researchers, consultants and company representatives was used to examine and develop a knowledge‐sharing model. Interview and participative observations were used as data collection methods.

The study suggests that the use of so‐called knowledge facilitators, organizing and leading knowledge sharing seminars among clinical research teams, needs to develop the capacity to interrelate heedfully, that is, the dispositions to act with attentiveness, alertness, and care, to fully explore the insights, experiences, and know‐how generated in the clinical research teams. Heed precedes successful sharing of knowledge.

It is concluded that the literature on knowledge sharing needs to pay closer attention to the practices on the micro level in knowledge sharing, in the day‐to‐day collaborations between different professional groups.

The paper applies the concept of “heedful interrelation” in a practical knowledge management project in a major pharmaceutical company.

The purpose of this paper is to report on two studies on thriving, the joint experience of vitality and learning, among workers aged 50 or above in the Netherlands.

The first study draws on the analysis of 920 surveys and links thriving to personality and employability. The second study is qualitative in nature and is based on semi-structured in-depth interviews with 13 interviewees who were all interviewed three times at different points in time as they transitioned from unemployment to employment.

The study found that neuroticism, extraversion and consciousness were related to thriving, while openness and agreeableness were not. Second, the study tested the link between thriving and self-perceived employability and found that thriving is positively related to employability. The study looked at how thriving changes when unemployed individuals become employed. The findings suggest that thriving does indeed changes when the environment changes.

This study contributes to the dispositional perspective on thriving by examining in what way individuals differ from one another in their predisposition to thrive by the use of the five personality traits. In addition, it adds to the literature by looking at thriving during transition periods. It extends previous research and highlights the importance of contextual features.

The purpose of this paper is to describe and defend a generative model for understanding effective self‐regulating teams from a distinctively psychological perspective that has implications for both research and practice.

The paper complements Hackman's work on the critical conditions for effecting “self‐regulated” teamwork with an understanding of team psychology, as the basis for evolving a propositional model of effective teamwork.

Assuming various structural pre‐requisites, it is proposed that effective teamwork is generated by a social self‐identification process, upon which there are “emergent states” across affective (commitment, cohesion), motivational (drive to secure and maintain positive self‐esteem), cognitive (shared cognition) and behavioural (intra‐team and inter‐team processes) dimensions.

Considerations for further testing, conceptual and methodological refinement, are highlighted.

The model affords clear pragmatic implications for leveraging more effective teamwork in organizational contexts.

The propositional model in the paper integrates and builds on previous thinking into a more generative understanding of effective team work (i.e. what makes teamwork possible and how can this be sustained) that takes into account the importance of context in accounting for team success.

Leader member exchange has previously been found to be a solid predictor of positive organizational outcomes. Much research has tested a variety of possible antecedents to Leader Member Exchange (LMX), but only a limited number involving leadership styles. In this study servant leadership dimensions were tested for relationship to LMX quality. Strong correlations were found, tested for collinearity, and the best predictive model identified via regression analysis. The value to leadership educators was highlighted, limitations were recognized, and suggested areas for future research discussed.

This paper aims to enhance clarity for the conceptualization and measurement of group emotional awareness by defining it as an emergent state. The authors explore the emergence of this state through two studies designed to explore the four characteristics (global, radically novel, coherent and ostensive) of emergent phenomena (Waller et al., 2016).

In Study 1, the authors explore in an experimental setting the formation of group emotional awareness and regulation as emergent states as a result of compositional effects (team members’ self-perceptions of their individual emotional awareness capabilities) and group norms regarding emotional awareness. Study 2 uses an experimental design to explore how pre-existing expectations of group emotional awareness, based on previous dyadic interactions between team members, can prevent conflict escalation (from task to relationship conflict) in project teams.

Individual perceptions of members’ own abilities and group norms interact in the emergence of group emotional awareness. Group emotion regulation can develop only under an optimal level of emergent group emotional awareness; groups that build emotional awareness norms compensate for their members’ low awareness and develop equally efficient regulatory strategies as groups formed of emotionally aware individuals. However, the conjunction of personal propensity towards awareness and explicit awareness norms blocks the development of regulatory strategies. Group emotional awareness (both as a developed state and as an expectation) reduces the escalation of task to relationship conflict.

Designing for the exploration of the four characteristics of emergence allowed us to gain new insights about how group emotional awareness emerges and operates too much awareness can hurt, and affective group expectations have the power to shape reality. These findings have strong implications for practitioners’ training of emotional awareness in organizations.

The purpose of the paper is to study the influence of procurement on the performance of integrated design teams.

The research paradigm is based on Russian socio‐constructivist approach to activity theory. Activity theory, as opposed to natural or social science, is a design science approach that focuses on the context aspect of project. A triangulation of qualitative research methods is used to investigate the dynamic of integrated teams in two different procurement contexts.

The paper is conclusive regarding the influence of procurement on team efficiency. It demonstrates that traditional procurement processes reinforce socio‐cognitive barriers that hinder team efficiency. It also illustrates how new procurement modes can transform the dynamic of relationships between the client and the members of the supply chain, and have a positive impact on team performance.

The paper demonstrates first that problems with integrated design team efficiency are related to context and not process – they are not technical but socio‐cognitive; second that fragmented transactional contracting increases socio‐cognitive barriers that hinder integrated design team performance; third that new forms of relational contracting may help to mitigate socio‐cognitive barriers and improve integrated design team performance, fourth that changing the context through procurement does not address the problem of obsolete design practices.

The paper brings together theories of production in lean construction and social learning as a rival approach to traditional project management theory for demonstrating the importance of context on team performance.

Engineering work is a specific form of sociomaterial practice, drawing on and combining social and material resources to accomplish desirable effects, often combining technological and social resources. A study of an electrical engineering development project suggests that the work unfolds as a process whereby technological artefacts are verified on the basis of testing procedures and whereby events concerning technological failure, what has been called the “back‐talk” of technology, are handled using joint problem‐solving. The purpose of this paper is to report on a study of a new product development project at a multinational telecommunications company.

An ethnographic case study of a new product development project at a major multinational telecommunications company was undertaken.

Engineering work is based on distributed know‐how and joint collaborations, emerging as a patchwork of activities where one single person may know a lot, but not everything, about the technology‐in‐the‐making. The paper concludes that joint concern for the technology, manifested as its gradual advancement, is what serves as the glue holding the community of engineers together.

The paper presents an original study of the work of a team of electrical engineers and inquires into how engineers combine technical and social resources when attempting to make the technology work.