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Integrating conservation of resources (COR) and complexity theories, this study aims to develop and assess a research model of the relationship between job dissatisfaction and brand sabotage behavior (BSB) based on the moderating mechanism of psychological resources (i.e. brand-based role identity and relational energy). The interdependence between these influencing factors is analyzed from the perspective of social science holism.

A total of 381 valid questionnaires were collected from frontliners serving in full-service restaurants in Guangzhou, China. Regression analysis was used to test the research hypotheses and combined with fuzzy-set qualitative comparative analysis to identify the complex triggering mechanism of BSB.

Job dissatisfaction is positively related to BSB, brand-based role identity internalization and relational energy weaken this effect, whereas brand-based role identity compliance strengthens it. Qualitative comparative analysis shows that a single condition does not constitute a necessary condition for BSB. The interdependence of job dissatisfaction and employee psychological resources forms multiple asymmetric paths that trigger high and low BSB.

The findings can be used by catering organizations as guidelines for conducting training for brand internalization, formulating strategies to avoid BSB among employees and strengthening brand building.

This study is the first to integrate COR and complexity theories to comprehensively analyze how BSB is formed among dissatisfied employees. The authors advance theory by distinguishing the role of brand psychological resources (i.e. brand-based role identity) and psychological resources obtained from the environment (i.e. relational energy) in stimulating or buffering dissatisfied employees to engage in BSB.

Drawing on signaling theory and the “signal transmission–interpretation–feedback” framework, this study explores the effects of perceived distributive justice and respect from managers on nurses' work meaningfulness and work effort in public hospitals in China and examines the moderating role of work self-efficacy.

We collected 341 paired questionnaires for nurses and managers from four public hospitals in China. The data were analyzed by structural equation modeling and hierarchical regression analysis.

Distributive justice and managers' respect for employees are positively related to work meaningfulness. Additionally, work self-efficacy negatively moderates this relationship. Work meaningfulness is positively related to work effort and fully mediates the relationships between perceived distributive justice and respect from the manager and work effort.

This study provides useful insights for healthcare organizations to improve nurses' work meaningfulness from the perspectives of their material and emotional needs, according to their work self-efficacy characteristics, thus promoting their work effort. The findings offer important guidance for improving the effectiveness of grass-roots human resources to cope with unpredictable situations such as the COVID-19 pandemic.

This study focuses on the organization's environmental factors that affect the primary staff's work meaningfulness. Further, it analyzes the differences in signal interpretation among nurses with different work self-efficacy characteristics, thus providing new insights into work meaningfulness. Through manager–nurse pairing data, it reveals the important role of work meaningfulness in motivating work effort.

This study aims to explore the concept of frontline employee’s brand sabotage behaviour (BSB) and the influencing factors of BSB in the hotels and their partner travel agencies from the perspective of perceived justice and establishes a moderating mechanism based on emotional resource supplementation.

This paper developed a measurement scale of BSB through interviews with hotel employees and multiple rounds of questionnaire surveys in Study 1 and tested the research model and hypotheses using a structural equation model analysis in Study 2.

The results of multiple rounds of surveys indicate that a positive perception of procedural justice helps to restrain employees from implementing BSB but the employee’s perceived customer injustice can directly stimulate not only the BSB but also reduce employees’ perception of the level of procedural justice. However, when employees’ self-efficacy for emotional regulation is higher, the positive relationship between customer injustice and BSB and the negative impact on procedural justice is weakened.

The findings suggest that managers should implement practices to suppress BSB by actively managing the service interaction process and reduce the instances of unjust customer behaviours, while preventing employees from sabotaging brands at both organizational and employee levels by promoting organizational procedural justice and employees’ self-efficacy for emotional regulation.

The research results enrich the discussion on the integration of resources in the process of value co-creation and the common sabotage of brand value caused by resource abuse. Further, this study also supplements and perfects the theory of service brand management.

This paper aims to improve understanding of co-creation by focusing on customer knowledge sharing (CKS), which is something that can be influenced by organizational relationship orientation (ORO), employee adaptiveness (EA) and customer expertise (CE), and that influences employee creativity (EC) and customer-perceived economic value (CEV).

With subjects being conference and meeting organizers for hotel service, a survey was conducted in major Chinese cities. In the survey, high-star-rated hotels’ corporate sales personnel provided data if a sales person got one of their customers to provide data. Only responses for hotels for which two employee–customer matched records were obtained could be used for analysis by using hierarchical linear modeling; so, 217 matched records from 48 hotels were processed.

Accepting five hypotheses and having coefficients for control variables allow new insights into the importance of CKS. Insights regarding brand familiarity, employee seniority, etc. contribute to theory and improving research.

Action can include fostering benefit from CE, nurturing EA and supporting ORO. Action can be recruiting and training employees with special considerations to their level and use of EA that facilitates acquiring valuable knowledge from customers. For researchers, practical implications relate to improving modeling and recognizing new research.

This study provides new findings on ORO, EA and CE affecting CKS, as well as showing relationships of CKS with EC and CEV. Coefficients of control variables yield insights beyond control that contribute to theory and to identifying new research. Examining response distributions highlights analysis issues, suggesting avenues for new research.

This paper aims to adopt the knowledge-based view and social network theory to investigate the relationship between network capability ambidexterity and knowledge creation (KC) in the context of open innovation. It also examines the moderating effects of innovation climate on this relationship.

This paper developed a model including network capability ambidexterity, innovation climate and KC. A total of 463 samples were collected from China to test the model and hypotheses by SEM.

The empirical results indicate that network capability ambidexterity is the crucial antecedent of KC. Specifically, network capability ambidexterity consists of the balanced and combined dimensions that both have significant and positive effects on KC. More importantly, the balanced dimension has a stronger effect on KC than the combined. In addition, an innovation climate positively moderates the effects of network capability ambidexterity and KC.

This study advances a new understanding of how network capability ambidexterity influences KC. Moreover, investigating the relationships should provide fresh insights into network capabilities and KC for practitioners in the open innovation context.