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This study intends to investigate how an employee's proactive personality and a supervisor's idiosyncratic deals (i-deals) relate to their subordinates' affective commitment (AC) and occupational well-being (OWB), in light of the mediating role of subordinates' i-deals, using proactive motivation theory and the job demand–resource (JD-R) model as theoretical foundations.

The study consisted of 342 employees working in the hospitality industry. To examine the proposed model, the researchers used the structural equation modelling approach and bootstrapping method in AMOS.

The results affirmed the influence of subordinates' proactiveness on AC and OWB, but no direct influence of supervisors' prior i-deals on subordinates' AC and OWB was established. When investigating the mediational role of subordinates' i-deals, a partial mediation effect was found between subordinates' proactive personality with AC and OWB, whereas full mediation was established between supervisors' i-deals and subordinates' AC and OWB.

These findings shed light on how i-deals improve AC and OWB for both groups of supervisors and subordinates. In an era of increasing competition amongst organizations operating within the hospitality industry, i-deals serve as a human resource strategy to recruit, develop and retain talented individuals.

The novelty of this research lies in its specific investigation of the combined influence of proactive personality as an individual factor and supervisors' i-deals as an organizational factor on subordinates' i-deals within the context of the hospitality industry. Furthermore, it aims to analyse the potential impact of these factors on AC and OWB.

Central to the fit concept is that congruence between individual and environmental attributes leads to improved outcomes. However, when discussing fit, researchers often describe congruence as alignment between distinctive or unique individual and environmental attributes. We suggest that current approaches to examining fit do not adequately account for this assumption of distinctiveness because they fail to consider normative expectations and preferences. As such, we propose an alternative theoretical and methodological approach to conceptualizing and measuring fit.

We introduce the normative theory of fit, outline how researchers can decompose fit into distinctive and normative components and identify areas for future research.

Management researchers have largely ignored the importance of decomposing fit into distinctive and normative components. This shortcoming necessitates additional research to ensure a more accurate understanding of fit and its relationship with outcomes.

We provide a clarification and critical examination of a pervasive construct in the field of management by introducing the normative theory of fit, identifying areas where researchers can employ this theoretical lens and suggesting a reevaluation of the importance placed on differentiation that is traditionally employed in practice.

Using the lenses of social exchange and reactance theories, this study examines the relationships between abusive supervision and both turnover intentions and job satisfaction. The moderating role of employee depression in the relationship between abusive supervision and these specific work outcomes is also investigated, by incorporating the conservation of resources theory.

Quantitative data were collected from a sample of 221 frontline retail employees, across shopping malls in the Caribbean nation of Trinidad. A 3-step multiple hierarchical regression analysis was performed to test the relationships.

The findings provided support for the propositions that abusive supervision predicts job satisfaction and turnover intentions, respectively. Employee depression moderated the relationship between abusive supervision and job satisfaction but did not moderate the relationship between abusive supervision and turnover intentions.

While existing research has explored the relationships between abusive supervision, job satisfaction and turnover intentions, limited studies have investigated the moderating role of employee depression. This study contributes to understanding this pervasive workplace issue by investigating a relatively unexplored moderating effect.

In the wake of the COVID-19 pandemic, remote working (RW) has emerged as a viable alternative to working employees in general and knowledge workers in particular. However, previous researchers have worked on the concept, development and facilitation of RW since the 1970s. Therefore, this study aims to review the existing literature on RW to ascertain the evolution of the concept in the business and management domain and provide for requisite arguments to extend the settings for future research agendas.

The authors based this study on a bibliometric analysis of articles (n = 349) retrieved from the Web of Science database published between January 1990 and October 2021. The authors have used a bibliometric toolbox comprising performance analysis, science mapping and network analysis in various software namely, VOSviewer, Gephi and Biblioshiny package in R.

The study’s results accentuated important themes like work–life balance, strengthening digital infrastructure, performance and productivity, hybrid work models and well-being and clustered them under four heads with proposed future research questions.

The study is based on a single database; the authors have used an extensive but not exhaustive list of keywords to retrieve the articles. The analysis employs certain threshold limits while using the science mapping technique.

This study would enable managers and academics to comprehensively understand remote work and offer logical implications to appreciate its nuances.

This study is unique as it recognizes the intellectual structure in the existing literature on RW and traces the advancements and exponential growth post-COVID-19. The authors recapitulated the literature as network analysis of the RW facilitation model comprising the antecedents, outcomes, mediators and moderators.

Existing research on how professionals manage after-hours connectivity to work has been dominated by studies on the strategies/practices individuals develop. In these studies, mobile technology is perceived as a tool or an enabler that supports otherwise human-centric connectivity decisions. This view sees technology as separate or external to the organisation, missing out on its nuanced role in shaping connectivity decisions. Our study aims to bring technology back into the sociomaterially imbricated context of connectivity and to unpack its parameters.

Drawing on data collected from documents and semi-structured interviews, we adopt the framework of “sociomaterial imbrications” (Leonardi, 2011) to understand the social and material parameters that influence connectivity management practices at two different academic institutions in Saudi Arabia.

The study identifies a set of social and material parameters (organisational, individual, technological and situational) that imbricate to shape, collectively and not individually, professionals’ connectivity management practices. Connectivity decisions to change practice (such as decisions of where, when or why to connect) or technology (how to connect) are not as distinct as they appear but originate from, and are founded on, imbricated sociomaterial parameters. Our study further suggests that connectivity decisions are shaped by individuals’ perceptions of sociomaterial imbrications, but decisions are not solely idiosyncratic. The context within which connectivity decisions are taken influences the type of decisions made.

Connectivity management emerged from sociomaterial imbrications within a context constitutive of four interacting parameters: organisational, technological, situational and individual. Decisions around the “how” and the “what” of connectivity – i.e. the practice of connectivity and its underpinning technology – originate from how people perceive sociomaterial imbrications as enabling or constraining within a context. Individual perceptions account for changes in practice and in technology, but the context they find themselves in is also important. For instance, we show that professionals may perceive a certain technology as affording, but eventually they may use another technology for communications due to social norms.

This study aims to examine newcomers experiencing maladjustment due to cognitive diversity, specifically, how maladjustment affects their turnover intentions; the mediating role of reported workplace bullying; and the buffering effect of perceived inclusive practices in the hospitality sector.

The authors collected time-lagged data from 403 respondents and analyzed the data through hierarchical regression analyses using statistical package for the social sciences (SPSS) 25.0.

Role ambiguity, low self-efficacy and social exclusion could each lead to newcomers’ reported workplace bullying (NRB). Perceived inclusive practices buffered the impacts of role ambiguity and social exclusion. NRB negatively mediated the relationships between role ambiguity and NRB; and social exclusion and NRB.

Hospitality practitioners should specify work procedures to minimize role ambiguities and record service processes to correct mistakes, reward veterans who help newcomers improve self-efficacy, invite newcomers to develop inclusive practices and review employee comments on third-party platforms to understand factors responsible for turnover intention.

This study contextualized cognitive diversity into newcomers’ maladjustment-bullying-turnover model in China’s hospitality industry. It highlighted the buffering effect of perceived inclusive practices in the relationships between maladjustment and reported bullying and turnover intentions among newcomers and confirmed the important role of self-efficacy in addressing adverse work events.

This study aims to investigate the effects of peers on corporate payout policies in one of the largest emerging markets – India. It also examines the motives for mimicking payout decisions.

The sample is composed of 3,024 non-financial and non-government firms listed on the National Stock Exchange (NSE) and Bombay Stock Exchange (BSE) for the period 1995 to 2020. To encounter the endogeneity problem, the instrumental variable technique based on peer firms' idiosyncratic risk is used to estimate the effects of peers on firms' payout policy. To define peer reference groups, the authors use the basic industry classification of the firms.

The results indicate a significant positive impact of peers on firms' dividend policies in India. A firm with all dividend-paying peers is more likely to declare dividends than the one with no dividend-paying peers. Further, peer effects are found to be more pronounced amongst larger and older firms, thus supporting the rivalry theory of mimicking.

To the best of the authors' knowledge, the present study is the first of its kind that attempts to understand peer effects on payout decisions in an emerging market India, that offers a unique institutional setting. Moreover, the authors extend the existing literature by investigating the peer effects on a firm's payout policies considering various firm-level characteristics, such as growth opportunity, cash holding, financial constraint and profitability, which previous studies have not taken into consideration. These results provide additional insights into the heterogeneity and motives behind peer effects.

This study, a theoretical article, aims to introduce new institutionalism as a framework through which business and management researchers can explore the significance of artificial intelligence (AI) in organizations. Although the new institutional theory is a fully established research program, the neo-institutional literature on AI is almost non-existent. There is, therefore, a need to develop a deeper understanding of AI as both the product of institutional forces and as an institutional force in its own right.

The authors follow the top-down approach. Accordingly, the authors first briefly describe the new institutionalism, trace its historical development and introduce its fundamental concepts: institutional legitimacy, environment and isomorphism. Then, the authors use those as the basis for the queries to perform a scoping review on the institutional role of AI in organizations.

The findings reveal that a comprehensive theory on AI is largely absent from business and management literature. The new institutionalism is only one of many possible theoretical perspectives (both contextually novel and insightful) from which researchers can study AI in organizational settings.

The authors use the insights from new institutionalism to illustrate how a particular social theory can fit into the larger theoretical framework for AI in organizations. The authors also formulate four broad research questions to guide researchers interested in studying the institutional significance of AI. Finally, the authors include a section providing concrete examples of how to study AI-related institutional dynamics in business and management.

The author develops a bilateral Nash bargaining model under value uncertainty and private/asymmetric information, combining ideas from axiomatic and strategic bargaining theory. The solution to the model leads organically to a two-tier stochastic frontier (2TSF) setup with intra-error dependence. The author presents two different statistical specifications to estimate the model, one that accounts for regressor endogeneity using copulas, the other able to identify separately the bargaining power from the private information effects at the individual level. An empirical application using a matched employer–employee data set (MEEDS) from Zambia and a second using another one from Ghana showcase the applied potential of the approach.