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This study aims to investigate the significant role of restaurant employees’ relational resources to promote thriving at work. The mediating effect of heedful relating was focused on as an underlying mechanism. This study also investigated the moderating effect of employees’ perceived COVID-19 impact on the hypothesized relationships.

The research model was tested with frontline restaurant employees working in full-service restaurants using the convenience sampling method. A self-administered questionnaire was used for an online survey. A total of 361 responses were analyzed with structural equation modeling, bootstrapping analysis and multi-group analysis.

The results showed the significant relationships not only between relational resources and thriving at work but also between relational resources and heedful relating. Heedful relating was significantly associated with thriving at work. The significant mediating effect of heedful relating was supported. The moderating effect of the perceived COVID-19 impact on the association between leader–member exchange and thriving was significant.

Employees’ relational resources at work leads to thriving at work both directly and indirectly through the impact of heedful relating. The findings contributed to the literature on human resource management and hospitality. Moreover, the study presented implications for the restaurant industry to promote employees’ self-adaptation and development in a post-pandemic era.

With the study findings, the importance of relational aspects to foster restaurant employees’ thriving at work could be highlighted which reflects the unique nature of the restaurant industry.

This study aims to investigate the conditions required for encouraging employees to engage in job crafting and examine the consequences of job crafting behavior. Job crafting is employees’ proactive behaviors at work associated with modifying tasks, managing social relations and changing job cognition.

A paper-and-pencil onsite survey was conducted by targeting frontline employees working in five-star hotels located in Seoul, South Korea. Descriptive statistics, confirmatory factor analysis and structural equation modeling were used.

Perceived organizational support triggers employees’ job crafting. Task crafting leads to relational and cognitive crafting. Relational and cognitive crafting increases employees’ fit with the organization, whereas task crafting does not. Employees’ fit with the organization is positively associated with job satisfaction.

Employees’ job crafting has positive consequences for a company by enhancing employees’ fit with the organization, resulting in increased job satisfaction. Thus, organizations need to show how much the organization cares about employees’ values, so that employees can initiate job crafting by utilizing organizational support. However, generalizing the results should be done cautiously.

This study focuses on the effect of an organizational-level predictor, whereas previous job crafting literature has focused mainly on an individual level or on task-related factors. It also empirically tests the causal relationships among the three facets of job crafting and provides their distinctive influences on person-organization fit that ultimately leads to job satisfaction.

The purpose of this paper is to investigate two famous postulates of the Schumpeterian doctrine and its implications for the US economy.

Analytically, the authors investigate whether sector size matters for sectoral: technological change and stability, as expressed through the relevant quantitative measures and variables. To this end, the authors test a number of relevant models that express the various forms of this relationship. More precisely, the authors use panel data for the 14 main sectors of economic activity in the USA over the period 1957-2006, just before the first signs of the US and global recession made their appearance.

The results seem to be in line with the Schumpeterian postulate that market size matters for technological change and economic stability, for the US economy (1957-2006). Clearly, further research would be of great interest.

This work contributes to the literature in the following ways: first, it provides an extensive review of the literature on the subject and adopts two relevant methodological approaches. Second, based on these quantitative approaches, the paper offers a complete investigation of two famous postulates of the Schumpeterian theory for the US economy, and it is the first, to the best of the authors’ knowledge, to do so by sector of economic activity, in a panel data framework. Third, the paper uses a wide data set (1957-2006) to examine the US economy up until the first signs of the US and global economic recession made their appearance.