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Based on cognitive evaluation theory and gamification affordances, this study aims to understand how gamification affordances influence users’ intention to engage in sustainable behaviour and how new trends in Ant Forest influence its impact on green intrinsic motivation to support sustainable behaviours.

The authors developed a research model to explore the mechanisms underlying gamification affordances, psychological needs and green intrinsic motivation. Partial least squares structural equation modelling was used to assess the survey data (n = 393) and test the research model.

The results show that different gamification affordances can satisfy users’ needs for autonomy, competence and relatedness, which positively influences their green intrinsic motivation and engagement in sustainable behaviours. However, some affordances, such as competition, might negatively impact these psychological needs.

This research updates information system research on environmental sustainability and the Ant Forest context. The authors provide a new framework that links gamification affordances, psychological needs and sustainable behaviour. The study also examines changing trends in Ant Forest and their implications.

Crowd logistics is a rising phenomenon in last-mile delivery that integrates technological applications and sources a large number of participants to do logistical activities, achieving sustainable shipping in urban environments. However, up until now, there has been limited literature in this field. This research aims to investigate the extrinsic and intrinsic factors that impact the participative behaviour of driver-partners in crowd logistics.

An integrated model is developed based on motivation theory, incorporating attitude as a contributor to both extrinsic and intrinsic motivations. A questionnaire was constructed and distributed to collect data from 303 respondents who are existing or potential driver-partners in Vietnam.

Our findings confirm (1) the influence of monetary rewards on extrinsic motivation and (2) the power of self-efficacy, trust and sense of belonging on intrinsic motivation. Further, we find that attitude positively impacts extrinsic motivation, whereas there is no effect between attitude and intrinsic motivation. Both extrinsic and intrinsic motivations are demonstrated to significantly influence driver-partners' participative intentions. Additionally, a positive association is found between extrinsic and intrinsic motivations.

Findings from this study theoretically enrich the literature on crowd logistics, especially on the supply side, and empirically contribute to implications that are valuable to crowd logistics firms on driver-partner recruitment and business strategy development.

The spread of technology usage and the increasing popularity of network technology have formed a basis for alternative working systems as virtual teams and teleworking in the working environment. However, social relations have weakened in these working systems and loneliness has become a common emotion in the workplace. Hence, the concept of loneliness has attracted significant interest in recent years. Yet, despite this interest, research examining loneliness in the workplace is limited in the literature. This study aims to investigate the role of workplace loneliness on intrinsic motivation and the effect of intrinsic motivation on employee well-being through the moderating role of organizational nostalgia.

Data were collected from 380 respondents working in different sectors. The hypotheses were tested by using structural equation modeling and PROCESS macro for SPSS.

Results empirically showed that workplace loneliness negatively relates to intrinsic motivation, intrinsic motivation positively relates to employee well-being, intrinsic motivation mediates the link between workplace loneliness and employee well-being and organizational nostalgia moderates the link between workplace loneliness and intrinsic motivation. Furthermore, organizational nostalgia also moderates the indirect effect of workplace loneliness on employee well-being through intrinsic motivation.

To the best of the authors’ knowledge, this study contributes to the existing literature on workplace loneliness by investigating underlying mechanisms and boundary conditions for loneliness in the workplace.

This paper conceptualizes the broaden-build and self-determination theories that act as the major theoretical framework to investigate the role of psychological detachment and job crafting behaviours in predicting intrinsic motivation through emotional stability. It was hypothesized that emotionally stable employees are better able to detach themselves from work and craft their job according to their preference and abilities, which would inculcate experience and make them intrinsically motivated.

The sample comprised 396 employees, who are employed in different organizations across India. To test the hypotheses, the authors conducted structural equation modelling on SPSS AMOS 22.

The results highlight the partial mediating role of emotional stability in the association of psychological detachment with intrinsic motivation as well as the fully mediating role between job crating and intrinsic motivation.

The study is conducted in a non-western collectivist culture and it makes significant contribution to the available literature on intrinsic motivation by proving that psychological detachment and job crafting act as predictor and highlighting the psychological state through emotional stability. The study further adds toward theory building around the construct of emotional stability, as it is still in its infancy.

This study has depicted that emotionally stable employees who are psychologically detached and have proactive job crafting behaviour can achieve higher intrinsic motivation.

On the basis of the recovery process (i.e. the effort-recovery model), the broaden and build theory and self-determination theory (SDT), this paper demonstrates that emotional stability plays the role of mediator that drives psychological detachment and encourages job crafting, which has the ability to intrinsically motivate the employees.

The present study is to develop an additional perspective on when and why psychological detachment and job crafting behaviors in predicting employee engagement through spirituality and intrinsic motivation. It was hypothesized that spiritual employees are better able to detach themselves from work and craft their job according to their preference and abilities, which would inculcate experience and make them intrinsically motivated and thereby leading to employee engagement.

The sample comprised 408 employees, who are employed in different organizations across India. To test the hypotheses, the author conducted structural equation modeling on SPSS AMOS 22.

The results highlight the partial mediating role of spirituality in the association of psychological detachment with intrinsic motivation as well as between job crafting and intrinsic motivation. The results highlight the fully mediating role of intrinsic motivation in the association of psychological detachment with employee engagement as well as between job crafting and employee engagement.

This study has depicted that spiritual employee who are psychologically detached and have proactive job crafting behavior can achieve higher intrinsic motivation and more engaged.

On the basis of the broaden and build theory, self-determination theory (SDT) and the recovery process (i.e. the effort-recovery model), this paper demonstrates that spirituality plays the role of predictor that drives psychological detachment and encourages job crafting, which has the ability to intrinsically motivate the employee and are able to more engaged in work.

The purpose of this paper is to investigate whether organizational support for innovation and informational extrinsic rewards moderate the relationship between intrinsic motivation and innovative work behavior.

Multiple and hierarchical regression analyses based on data from 150 knowledge workers tested the hypotheses for a South African sample.

The results confirmed a positive relationship between intrinsic motivation and innovative work behavior, and found positive relationships between both organizational support for innovation and informational extrinsic rewards and innovative work behavior. While organizational support positively moderated the relationship between intrinsic motivation and innovative work behavior, acting in synergy with intrinsic motivation, informational extrinsic rewards had a negative moderating effect.

When organizations want to encourage knowledge workers to generate, promote and realize innovative ideas, they should create an environment that encourages autonomy, competence and relatedness, with support for creativity and differences of ideas.

The study provides new indications of the interactions of synergistic extrinsic rewards and intrinsic motivation to affect innovative work behavior.

This research aims to investigate intrinsic and extrinsic product attributes as well as the relationship between these features and customer satisfaction by confirming the moderating role of competitive intensity.

The study is conceptual and exploratory in nature, drawing on current literature and real-time experience with conceptual framework development. The information was gathered by the face-to-face survey conducted with a sample of products, specialists and customers of the Iranian food industry. A total of 19 Kalleh products and 17 industry experts were selected to identify intrinsic and extrinsic product attributes as well as competition intensity for every product. For investigating the relationship between product attributes and customer satisfaction, 342 customers' viewpoints were received and analyzed.

The results show that the nature of competition moderates the effects of interaction between product attributes and customer satisfaction. The major findings of this research include (1) when competitive intensity is low, appropriate focus on intrinsic attributes can create better customer satisfaction; (2) When a competitive level is low, better focus on appropriate external attributes can lead to customer satisfaction; and (3) When competitive intensity is high, offering proper external attributes would lead to customer satisfaction if intrinsic attributes are already offered with high quality; (4) When competitive intensity is high and a firm is focusing more on intrinsic attributes, the lack of proper intrinsic attributes can negatively affect repurchase intentions.

The findings of this study can be used as a reference for food companies developing new products in various competitive environments and making the decision whether to focus on intrinsic or extrinsic attributes.

The purpose of this paper is to emanate from an enduring stream of research into individual performance and organisational productivity where happy employees are believed to perform better. Decades of research have been unable to establish a strong link between workplace happiness and performance. A variation on the enduring employee happiness‐productivity debate is evolving the “happy‐performing managers” proposition.

An empirical investigation reports on the impact of two important aspects of job happiness – self‐rated affective wellbeing and intrinsic job satisfaction – on superiors' ratings of managers' contextual and task performance. An ancillary methodological objective of the study is to establish the structure of managers' performance.

A partial model of managers' affective wellbeing, intrinsic job satisfaction and performance contributed an understanding to how specific indicators of affective wellbeing and intrinsic job satisfaction predict certain dimensions of managers' performance.

Changes in the workplace emphasises are needed to ensure managers can retain and improve their positive affective wellbeing by working smarter and faster, rather than harder and longer.

A contribution of this paper is to provide qualified support for the “happy‐performing managers” proposition by linking the conceptual bases relating to managers' affective wellbeing, intrinsic job satisfaction and to their performance. These findings progress the debate as to how work might be structured to improve managers' affective wellbeing and consequently their performance. Perhaps, it is timely to consider moving away from the negative forms of psychology and affirm managers' future by embracing the “happy‐performing managers” proposition.

Mastery goals and intrinsic motivation have separately been found to predict employee turnover and turnover intention, respectively. The purpose of the present study was to examine their relative and combined influence on turnover intention in terms of a direct model and a moderated model.

A cross‐sectional survey was conducted among employees representing more than 400 organizations from a wide range of industrial sectors. The theoretical or subject scope of the paper was to integrate motivational antecedents for employee turnover.

When assessed jointly, intrinsic motivation was the strongest predictor of turnover intention. Mastery‐approach goals were positively related to turnover intention, but this relationship was moderated by intrinsic motivation. The relationship between mastery‐approach goals and turnover intention was only positive for employees low in intrinsic motivation.

The two most important limitations are the cross‐sectional nature of the study and the reliance on self‐reported questionnaire data. Consequently, experimental and/or longitudinal studies are needed to examine causality issues.

The results suggest that intrinsic motivation holds a salient role for predicting turnover intention. For managers and organizations, then, emphasis should be placed on facilitating work environments supportive of intrinsic motivation in order to maintain employees' turnover intention at low levels.

The most interesting finding is that intrinsic motivation held a substantially stronger relationship with turnover intention than that of mastery‐approach goals. In addition, support for the buffering role of intrinsic motivation was found, as mastery‐approach goals were unrelated to turnover intention when intrinsic motivation was high.

This paper employed the self-determination theory (SDT) to examine the synergistic impacts of intrinsic, extrinsic and prosocial motivations in promoting sustained pro-environmental consumption behaviors (PECB). To provide evidence for the study’s theoretical framework, the authors focus on the behavior of reducing single-use plastics.

A mall-intercept survey for consumption of single-use plastic products in three big cities of Vietnam (Hanoi, Da Nang and Ho Chi Minh city) was conducted to test the theoretical framework. In total, 468 consumers completed the questionnaires. Data were analyzed with SPSS and AMOS.

Intrinsic and prosocial motivations are found to be significant predictors of sustained PECB. More importantly, beyond the direct effects of intrinsic and prosocial motivations, the authors also found positive interaction effects between intrinsic and extrinsic motivation and between intrinsic and prosocial motivation on encouraging sustained PECB.

This research offers a new insight for encouraging sustained PECB. Different from the extant perspectives which usually deal with initiating PECB, the authors emphasize sustaining the behavior. Moreover, this research examines the interaction effects between intrinsic and extrinsic motivations and between intrinsic and prosocial motivations in sustaining PECB.