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The study examines the effects of religious identity, practices and beliefs on Muslim Americans' perceptions of discrimination and the extent to which religion might shape the perception of discrimination differently within Muslim race/ethnic groups.

Study data were obtained from the 2011 Pew Survey (N = 1,033), a nationally representative sample of Muslim adults 18 years old and older living in the United States. The sample weights with the exclusion of non-response cases were used for bivariate analyses. For multivariate analyses, multiple imputation procedures were employed to impute missing values on all variables.

Muslim Americans with high levels of religious practices are more likely and Muslim Americans with strong belief in religious tenets are less likely to report experiencing different forms of discrimination. Black, Asian and other/mixed race Muslims with high levels of religious practices report higher rates of discrimination than their white coreligionists. Within group comparison shows that the pure extrinsic group reports higher rates of perceived discrimination than the pro-religious, pure intrinsic and non-religious groups.

The study emphasizes varying effects of religious factors on different Muslim American groups in perceived discrimination and suggests researchers challenge a common perception of viewing religion as a “master status” for the Muslim identity.

This study aims to examine the literature from the Web of Science database published on board committees between 2002 and 2023 and outline the quantitative summary, journey of board committees’ research and suggest future research directions.

This study examines bibliometric-content analysis combined with a systematic literature review of articles on board committees to document the summary of the field. The authors used co-citation, co-occurrence and cluster analysis under bibliometric-content analysis to present the field summary.

Board committee composition, such as their gender, independence and expertise, as well as factors affecting corporate governance, such as reporting quality, earnings management and board monitoring, all have a significant impact on board committee literature. The field is getting growing attention from authors, journals and countries. Nevertheless, there is a need for further exploration in areas like expertise, member age and tenure, the economic crisis and the nomination and remuneration committee, which have not yet received sufficient attention.

This paper has both theoretical and practical contributions. From a theoretical perspective, this study substantiates the prevalence of agency theory within board committee literature, reinforcing the foundational role of agency theory in shaping discussions about board committees. On practical ground, the comprehensive overview of board committee literature offers scholars a road map for navigating this field and directing their future research journey. The identification of research gaps in certain areas serves as a catalyst for scholars to explore untapped dimensions, enabling them to strengthen the essence of the committees’ performance.

The idea of using positive humor as a managerial tool is gaining traction in both academia and organizations. The purpose of this paper is to test whether supervisors' use of positive humor in organizations in different perceived cultures (hierarchical, clan, market and adhocracy) influences employees' in-role and extra role performance.

The sample includes 317 clinical and non-clinical employees in public hospitals in Palermo, Italy. Hypotheses are tested using structural equation modeling.

Results indicate that supervisor positive humor has a direct relationship with employee in-role and extra-role performance. Also, supervisor positive humor has a moderating impact on the relationship between organizational culture and in-role and extra-role performance. Moderating effect of supervisor humor have a greater impact on extra-role performance towards individuals or organizational citizenship behavior toward individuals (OCBI).

The first limitation is that this study examines only positive or adaptive kinds of leader humor; negative or maladaptive humor is not included. A further limitation is the role of social (national) organizational culture in our construct. It is claimed that, specific components of national organizational culture are more significant compared with others and that some national organizational cultures are more vital to performance in one part of the organization compared to others (Nazarian et al., 2017). Hofstede's original four dimensions of national culture: power distance, individualism, uncertainty avoidance and masculinity/femininity could be analyzed separately to investigate the role of each variable on the study’s construct.

As Romero and Cruthirds (2006) mentioned, organizations can establish “humor-training seminars” to make the supervisor and team members aware of the benefits of humor in the workplace. For instance, subjects such as appropriate types of humor, gender and ethical differences in appreciating the humor, and matching the humor style with the specific organizational outcome can be discussed. To understand and apply appropriate organizational culture in public organizations, it is beneficial to know which types of culture encourage employee in-role/extra-role performance. This study compared the consequences of the specific dominant culture in relation to the objective of the organization. However, one solution does not fit all. Sometimes managers inevitably follow trends in their industries without noticing other variables (Mason, 2007).

As Romero and Cruthirds (2006) mentioned, organizations can establish “humor-training seminars” to make the supervisor and team members aware of the benefits of humor in the workplace. For instance, subjects such as appropriate types of humor, gender and ethical differences in appreciating the humor, and matching the humor style with the specific organizational outcome can be discussed.

This paper provides evidence to suggest that supervisor humor results in greater employee in-role and extra-role performance.