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This paper aims to examine the mediating role of employees’ intrinsic motivation in the relationship between perceived ambidextrous organizational culture and innovative behaviour among information technology (IT) sector employees.

The study used a quantitative research methodology, using a questionnaire to gather data from a sample of 510 employees across a range of IT organizations and various roles in the Indian IT sector. Smart partial least squares structural equation modeling Version 3 was used for the analysis and interpretation of the study.

The findings revealed a significant positive relationship between perceived ambidextrous organizational culture and employees’ innovative behaviour in the Indian IT sector. Moreover, the study established that employees’ intrinsic motivation played a significant mediating role in this relationship.

This study stands out for its exploration into how employees’ intrinsic motivation mediates the relationship between ambidextrous organizational culture and innovative behaviour. It offers valuable insights for enhancing organizational creativity by understanding the critical role of intrinsic motivation.

This paper investigates the moderating role of values congruence, an element of person–organisation (P–O) fit, on the relationship between intrinsic work satisfaction and anticipated employee turnover. The model uses data from employees of the Australian Public Service (APS).

The study draws upon data from the APS’s annual Employee Census for 2018. We first use principal component analysis (PCA) to derive measures of collegial values congruence, managerial values congruence, intrinsic satisfaction and extrinsic satisfaction. The study then uses ordinary least squares (OLS) regression analysis to examine the main effects of intrinsic and extrinsic satisfaction, collegial and managerial values congruence as well as their interaction effects on anticipated future employee tenure.

Our results show the significant linear effects of intrinsic satisfaction, extrinsic satisfaction and managerial values congruence on anticipated tenure. Collegial values congruence, however, did not show a significant linear effect. Interaction effects were then tested, and both collegial and managerial values congruence were shown to moderate the relationship between intrinsic satisfaction and anticipated tenure. Higher levels of both forms of values congruence buffered the negative impact of lower intrinsic satisfaction on turnover intention.

The study is limited by its reliance on cross-sectional self-reported data within a specific and atypical organisational context (the Australian Public Service, or APS). Additionally, the cross-sectional nature of the data limits the establishment of causal inferences. Future research could explore longitudinal data and examine other potential moderators of the turnover intention.

Understanding the moderating role of values congruence, and in particular P–O fit, can develop organisational strategies that aim to reduce turnover by emphasizing the alignment between employee values and organisational, collegial and supervisor culture and values.

This study contributes to the relevant literature by showing the importance of values congruence in partially offsetting the negative effects of low intrinsic satisfaction on anticipated turnover. This is particularly relevant in the public sector context. The examination of both collegial and managerial values congruence provides a more nuanced understanding of the mechanisms that drive turnover intention.

The relationship between perceived overqualification and knowledge sharing has always been a hot topic, but scholars have come to different conclusions on this issue. The purpose of this study is to integrate conflicting conclusions by considering the moderating role of rewards for knowledge sharing and the mediating role of intrinsic motivation in the relationship between perceived overqualification and knowledge sharing based on self-determination theory.

The authors collected three-wave survey data from 246 research and development employees in four companies in China.

The results showed that when rewards for knowledge sharing was higher, employees with perceived overqualification would have higher intrinsic motivation, which could promote their knowledge-sharing behavior. However, when rewards for knowledge sharing was lower, employees with perceived overqualification would have lower intrinsic motivation, thus inhibiting their knowledge-sharing behavior. This result supported the informational function rather than the controlling function of rewards for knowledge sharing.

By considering the important boundary condition of rewards for knowledge sharing, this study reconciles the contradictory conclusions on the relationship between perceived overqualification and knowledge-sharing behavior. At the same time, the authors tell organizations that they can increase the knowledge-sharing behavior of overqualified employees through rewards for knowledge sharing.

The main objective of the study was to understand the impact of intrinsic and extrinsic motivation on productivity at two different times: before and after the pandemic era, among middle and top-level professionals across India.

The study has adopted a shortitudinal approach. The data were collected two times from the same respondents: before the pandemic (T1) and after the pandemic (T2) following the convenience sampling. At T1, we received responses from 321 respondents. At T2, we received only 203 responses while contacting the same respondents. Thus, the final sample size was only 203 respondents.

The results revealed that in the pre-pandemic times, both intrinsic and extrinsic motivation impacted the productivity of middle and top-level professionals. Further, the study also revealed that only intrinsic motivation impacted productivity after the pandemic. Moreover, generational cohorts (pre-liberalization, early-liberalization and rapid growth generations) moderated the relationship between intrinsic and extrinsic motivation and Productivity at T1 and T2.

Woven in the multiple theories, the study has some practical and theoretical nuances. The intrinsic and extrinsic motivations were rooted in the self-determination theory. The results also supported that extrinsic reward cannot increase intrinsic motivation in difficult times, and only intrinsic motivation is constant at all times, contributing to productivity. The HR department should understand the importance of intrinsic motivation and design employee benefits and policies.

The results also supported that extrinsic reward cannot increase intrinsic motivation in difficult times, and only intrinsic motivation is constant at all times, contributing to productivity. The HR department should understand the importance of intrinsic motivation and design employee benefits and policies.

Following the generational view, the study added that different generation reacts differently to the turbulent times.

To investigate the factors affecting innovation in Six Sigma improvement teams. Based on Activation Theory, this study explores the possibility of an inverted U-shaped association between psychological safety and innovation and examines how intrinsic motivation moderates this relationship.

Moderated regression analysis is carried out to test the curvilinear relationship, using data collected from 324 members of 102 Six Sigma improvement teams from two European manufacturing firms.

The findings demonstrate that the beneficial effect of psychological safety reaches an inflection point, after which its relations with innovation cease to be linear and positive; this gives the relationship a curvilinear pattern (inverted U-shaped). Further, intrinsic motivation has a supportive effect in enhancing the beneficial impact of psychological safety on innovation, and in shifting the inflection points to a higher level; this demonstrates their synergetic influence on innovation.

The impact of psychological safety on innovation is examined from the new perspective of a curvilinear relationship. This is one of the first studies to investigate the combined effects of individual (intrinsic motivation) and team-level antecedents (psychological safety) on innovation in Six Sigma teams. The study provides insights into how Six Sigma enhances innovation and offers some valid inputs to the current academic debate on this topic.

Efficiency and quality are primary factors for the survival of health systems. The evaluation of the efficiency of the healthcare system is a crucial component of promoting long-term health policy actions. Healthcare capacity indicators provide a basis for evaluating and comparing the performance of different healthcare organizations. Intrinsic quality indicators are Donabedian (1980)’s structural and process elements of quality of healthcare. This study aims to integrate capacity and intrinsic quality indicators of healthcare while measuring the efficiency of provinces by using radial and non-radial efficiency measurement techniques.

Efficiency analysis performed in Turkey from 2015 to 2020 by performing input-oriented radial, nonradial, and super-efficiency estimates for 81 provinces of Turkey by incorporating capacity and intrinsic quality indicators into the different model specifications.

Radial and nonradial efficiency results have an increasing trend over the study years obtained from the efficiency models showing high average scores obtained from the models that include intrinsic quality of care indicators. Statistically significant mean rank differences are observed between different radial efficiency models for all study years (p < 0.001). Negative and moderate level correlations were observed between radial efficiency results and quality of care indicators (r < 0.70).

Under long-term centralized health policies, increases in efficiency result in decreased intrinsic quality of care indicators. A better synthesis of health system capacity and intrinsic healthcare quality indicators is necessary to generate evidence-based health systems.

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.

The current study aims to propose and empirically investigate a conceptual model of the most relevant antecedents and consequences of Corporate Social Responsibility (CSR) attribution, thus providing a practical and concise model as well as examining brand attachment as a mediator explaining the relationship between CSR attribution and its consequences.

A between-subjects experimental design was employed. The study included two experimental conditions; intrinsic and extrinsic CSR attribution and a control condition. An online self-administered survey was utilised for data collection. The sample was a convenience sample of 336 university students. Both one-way between-groups ANOVA and Partial Least Squares-Structural Equation Modelling (PLS-SEM) were utilised for hypotheses testing.

The most significant antecedents of CSR attribution in order of importance are the firm's approach to CSR communication, past corporate social performance, CSR type and the firm's call for customers' participation in its CSR. CSR attribution exerted a significant direct positive impact on brand attachment and trust. Three significant indirect consequences of CSR attribution were PWOM intention, purchase intention and brand loyalty intention. Whereas trust played a significant mediating role between CSR attribution and its three indirect consequences, brand attachment exerted significant mediation only between CSR attribution and brand loyalty intention. Brand attachment might mediate the relationship between CSR attribution and purchase intention. However, brand attachment failed to play a mediating role between CSR attribution and PWOM intention.

Several studies marginally investigated CSR attribution. Despite the vital role of CSR attribution in how consumers receive firms' CSR engagement, the availability of CSR attribution-centric studies is limited. By introducing a model of the most relevant antecedents and consequences of CSR attribution, this study aids in understanding the psychological mechanism underlying consumers' CSR attribution and provides valuable implications.

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.

The authors intended to find out what motivates employees at the workplace. For this purpose, the authors examined family motivation and intrinsic motivation influences over work attitudes such as organizational citizenship behavior (individual) and affective commitment.

In the current research, the authors adopted time-lagged approach to collect a total of 352 responses from managers in the hospitality sector. This approach was adopted to avoid common method issues related to survey research.

The findings suggest positive association of family motivation with intrinsic motivation, affective commitment and organizational citizenship behavior (individual). The authors also found intrinsic motivation positively related to affective commitment and organizational citizenship behavior (individual). The findings also found statistical support pertaining to the mediating role of intrinsic motivation on family motivation's positive relationship with affective commitment and organizational citizenship behavior (individual).

Considering important role of family motivation, the authors ask managers to think through ways that could help employees feel better about their family's wellbeing. The authors also suggest organizations upsurge intrinsic motivation of their employees by engaging them in decision-making process, allow employees to craft their jobs because through these a higher level of organizational citizenship behavior for individuals and affective commitment could be generated.

The authors extend the core assumption of self-determination theory that work motivation (intrinsic in specific) is autonomously determined, deeply rooted within individuals, and gratifying. It works on the pleasure principle and mirrors a hedonic standpoint. In such a situation, employees work merely based on their interest and joy; they focus and enjoy the process.