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To cope with intensifying uncertainties coupled with the rapid advancement of information communication technology (ICT), understanding how to encourage employees' innovative workplace behavior (IWB) is imperative, with two motivational concerns: (1) the possession of critical knowledge resources characterized by intellectual capital (IC) to better reconfigure new and existing knowledge and (2) the development of career sustainability to handle ICT-enabled intricate job arrangements. The authors investigate the relationships among IC, career sustainability and IWB in Chinese cross-border e-commerce enterprises (CEEs), which are becoming increasingly prevalent and central to the global economy.

Using data collected from 417 participants employed in Chinese CEEs, the authors used regression analyses to test the authors' hypotheses.

Human capital (HC) and structural capital (SC) exerted inverted U-shaped influences on IWB, while relational capital (RC) was positively related to IWB. Perceived career sustainability positively moderated such associations between HC and IWB and between SC and IWB; perceived career sustainability negatively moderated the positive RC-IWB relationship.

Results can inform managers which components of IC and how managers are related to IWB so crucial for success of CEEs with ICT-enabled, intricate architectures of knowledge exchange. The authors' results can help global managers and policymakers to more appropriately allocate scarce knowledge resources to maximize innovative behaviors in the highly competitive international business context.

From the knowledge-based view (KBV) of firm innovation, the authors examine the differential effects of IC components on employee IWB amid coronavirus disease 2019 (COVID-19) through a novel lens of employees' perceptions of career sustainability, enriching the literature at the intersection of IC, knowledge management (KM) and career development. The authors' cross-level analysis links micro-level variables to organizational IC in the new normal.

Drawing on the conservation of resources theory, the purpose of this paper is to examine whether role conflict is associated with frustration of employees’ basic needs and whether need frustration is associated with withdrawal in the form of reduced voice and increased silence. This paper also investigates if supervisor support mitigates potential detrimental outcomes of need frustration.

In this survey-based study, 201 full-time employees participated. Self-reports regarding voice and silence behaviors at work were collected as were perceptions of role conflict, need frustration and supervisor support.

The results of this study support the proposed moderated mediation relationships for both employee voice and silence behaviors. Specifically, need frustration mediates the relationship between role conflict and the two outcome variables. Perceived supervisor support moderates the path between need frustration and both voice and silence behaviors.

Employees are an organization’s first line of defense against potential accidents, inefficiencies and other organizational crises. When they perceive their needs are not met and they are not supported by their supervisors, employees are likely to seek to protect themselves from further resource loss by withholding feedback even if such feedback may enhance organizational effectiveness and prevent organizational crises.

Given that voice and silence are not opposites of each other, it is important to study both in a single study, as this study does. This study proposes and tests a heretofore untested explanation for the relationship between role conflict and voice and silence. The authors identify a buffer with potential to mitigate the negative effects of need frustration.

The authors introduce a new construct, reputational self-awareness (RSA). RSA represents the congruence between how individuals think they are viewed by others (i.e. metaperceptions) versus how they are actually viewed (i.e. other ratings). The authors sought to demonstrate that RSA is a superior predictor of performance indices.

Personality self-ratings from 381 business students and their ratings by 966 others were collected via online surveys. Other raters rated self-raters' personalities as well as their task performance, organizational citizenship behaviors (OCBs) and counterproductive work behaviors (CWBs).

Results indicate that RSA predicts variance in performance above and beyond self-report ratings, and performance is highest when metaperceptions and other ratings of performance are aligned. These results support the use of a multi-perspective approach to personality assessment as a useful tool for coaching and career development.

The authors' results support the use of a multi-perspective approach to personality assessment as a useful tool for coaching and career development. A cross-sectional design was used in which personality and performance data were gathered from respondents, and the P 720 is a relatively new personality instrument.

RSA is a valuable tool for employee development, coaching and counseling because, as extant research and the authors' findings demonstrate, awareness of how others view and judge one, one's reputation is essential information to guide work behaviors and career success. Therefore, a key career-development goal for trainers and counselors should be to use a multi-perspective approach to maximize clients' RSA.

Use of other ratings as opposed to traditional self-rating of personality provides superior prediction of behavior and is more useful for career development.

This is the first study to demonstrate utility of RSA, i.e. that individuals who more accurately assess their personality are rated as performing better by others. The authors' results offer new insights for personality research and career development and support the use of personality assessment from multiple perspectives, thus enabling the exploration of potentially insightful research questions that cannot be examined by assessing personality from a single perspective.

The employer brand is a crucial intangible asset for companies as it enhances the employer–employee relationship, leading to improved employee performance and overall company outcomes. This paper aims to investigate the contribution of the employer brand to the financial results of companies in southern Europe.

The sample consists of 266 companies operating in southern European countries during the year 2020. Secondary data on employer brand attributes, assessed from the perspective of current employees, were collected from the Glassdoor platform. Financial indicators were obtained from the companies' annual financial reports. The research hypotheses were tested using regression analysis.

The results of the regression analysis support the notion that the employer brand contributes to profitability indicators and management effectiveness indicators of southern European companies. However, the study did not find evidence supporting the contribution of the employer brand to market indicators and financial structure indicators of the observed companies.

This study is one of the first empirical investigations to assess the role of the employer brand as a human capital tool for enhancing the financial performance of companies in southern Europe. The study examines employer brand attributes from the perspective of current employees, who actively participate in shaping the employer brand and the company's image. In contrast to prior research, this study incorporates a more extensive set of financial indicators, categorized into four groups: profitability indicators, management effectiveness indicators, market indicators and financial structure indicators.

Drawing on both the stakeholder theory and Carroll’s Corporate Social Responsibility Pyramid, this chapter explores sustainability practice challenges of a gold minning multinational enterprise in Ghana. Primary data was collected through observation and the interviewing of multi-stakeholder groups. We found that internal stakeholders perceive sustainability expenditure as costly. However, while employees of the case enterprise see the cost as depleting shareholders’ wealth, managers view them as investment with possible long-term benefits. Meanwhile, the external stakeholders perceive the gold mining enterprise’s sustainability expenditure as meagre and that beneficiary communities are not economically empowered to sustain those investments. Again, we found that government’s inability to clamp down illegal gold mining threatens economic and environmental sustainability. Additionally, members of the host community identify the lack of adequate employment opportunities within the entity as a hindrance to their economic empowerment. We submit that the resolution of the sustainability challenges would contribute to the balancing of stakeholders’ expectations: the conduct of ethical business through compliance to environmental laws; promotion of host communities’ social well-being; and improved economic returns for shareholders. By meeting the needs of stakeholders, gold mining enterprises could gain acceptance in their host communities and boost corporate reputation.

This research sought to examine the potential association between workers’ financial worry and counterproductive work behavior. Based on the basic psychological need theory, we propose that psychological need satisfaction explains this relationship and we position this volitional pathway as an alternative to a cognitive capacity pathway based on the cognitive load theory.

We conducted a two-week interval-lagged survey study with three measurement points among 180 US workers. The mediation models were tested using structural equation modeling.

The results support the conclusion that, while cognitive capacity could have an impact on counterproductive work behavior, its mediating effect is less strong than that of need satisfaction.

Based on the results, we recommend that organizations design their compensation and benefits system to shield employees from financial worries. At the same time, we advise offering the employees who do experience financial worries assistance in managing their budgets and offering other forms of financial coaching.

This study is innovative because we show that the negative effects of financial worry extend much further than initially thought and affect not only employees' cognition but also their motivation.

The purpose of this paper is to identify the differences in employer branding between the companies that participate and those that do not participate in employer ranking.

Quantitative data were collected through a survey from 188 companies operating on the Russian labour market. Descriptive statistics, frequency analysis, correlation analysis and multivariate analysis of variance were used to analyse the collected data.

The findings revealed specific profiles of the companies that participated and did not participate in employer ranking. Companies differed in their employer branding orientation, internal branding, employer branding strategy, employer branding programmes and employer branding communications tasks. At the same time, brand orientation did not differ between participants and non-participants of employer ranking.

This study integrates the employer brand equity theory and the signalling theory to better explain the differences between participants and non-participants of employer ranking.

This study aims to provide further insights into the connection between corporate social responsibility (CSR) and companies’ credit ratings, while also exploring the role of corporate governance as a moderating factor. The hypotheses for this relationship are rooted in both legitimacy and stakeholder theories.

Using a sample of French non-financial listed firms from 2007 to 2020, this paper uses the ordered probit model introduced by Greene (2000). The issue of endogeneity has also been addressed.

The study reveals that CSR practices positively impact companies’ credit ratings by enhancing solvency and financial performance. Specifically, firms that prioritize CSR, particularly in the social and environmental dimensions (such as community relations, diversity, employee relations, environmental performance and product characteristics), tend to have higher credit ratings and a reduced risk of default. This suggests that credit rating agencies likely incorporate CSR performance when assigning credit ratings. Furthermore, the quality of corporate governance acts as a moderator, strengthening the relationship between CSR and credit ratings. The findings remain robust even after accounting for key firm attributes and addressing potential endogeneity between CSR and credit ratings.

This research provides valuable guidance for policymakers, corporate managers, investors and other stakeholders, as it offers insights into the influence of CSR activities on risk premiums and financing costs. For financial institutions, expanding credit decisions to encompass non-financial factors such as CSR can result in more accurate predictions of firm credit quality compared to relying solely on financial indicators.

To the best of the authors’ knowledge, this study stands out as the first to systematically examine the relationship between CSR and credit ratings within the French context. Moreover, it distinguishes itself by investigating the moderating influence of corporate governance on this relationship, setting it apart from prior research.

Purpose: The main aim is to explore and recognize productive ways to create human-centred designs (HCDs) for employee experience (EX). HCD is a concept that prioritizes the needs, preferences, and behaviours of humans using the product or service. EX refers to all interactions an employee has with their employment lifespan – from recruitment to retirement. By taking the HCD approach to EX design, companies can create a work environment tailored to their employees’ needs and preferences.

Design / Methodology: The explorative research design to apply journey maps. By mapping out the employee journey, designers can identify pain points and areas for improvement.

Findings: The findings highlight that artificial intelligence and robotics are core components of designing HCD and can be applied to EX design. By prioritizing EX, companies can attract and retain top talent, increase employee engagement and productivity, and gain a competitive advantage.

Research Limitations: The study is developing and involves detailed insights from different companies, making it difficult and time-consuming to prepare a comprehensive report.

Practical Implications: The findings of the study will add value to other organizations to follow and develop policies and practices that make the employees cherish their work.

Originality: The chapter’s originality lies in providing a comprehensive understanding of HCD and EX. It emphasizes leveraging the strengths of both humans and bots for enhanced workforce experience and business growth. Exploring future automation and technology integration trends adds depth to the chapter’s contribution.

Exploiting a novel measure of hostile takeover exposure primarily based on the staggered adoption of state legislations, we explore a crucial, albeit largely overlooked, aspect of corporate social responsibility (CSR). In particular, we investigate CSR inequality, which is the inequality across different CSR categories. Higher inequality suggests a less balanced, more lopsided, CSR policy.

In addition to the standard regression analysis, we perform several robustness checks including propensity score matching, entropy balancing and an instrumental-variable analysis.

Our results show that more takeover exposure exacerbates CSR inequality. Specifically, a rise in takeover vulnerability by one standard deviation results in an increase in CSR inequality by 4.53–5.40%. The findings support the managerial myopia hypothesis, where myopic managers promote some CSR activities that are useful to them in the short run more than others, leading to higher CSR inequality.

Our study is the first to exploit a unique measure of takeover vulnerability to investigate the impact of takeover threats on CSR inequality, which is an important aspect of CSR that is largely overlooked in the literature. We aptly fill this void in the literature.