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In light of COVID-19 and its subsequent disruptions, along with simultaneous changes and transformations taking place, job insecurity (JI) is significantly heightened among employees. This study aims to analyze how JI influences employees’ organizational citizenship behaviors (OCBs) and whether positive psychological capital (PsyCap) and grit moderate this relationship.

To test the study hypotheses, data was gathered during COVID-19 via convenience sampling. The collected data was analyzed using the Statistical Package for the Social Sciences software and Excel MegaStat.

The empirical data shows that qualitative JI has a negative relationship with OCB. PsyCap and grit moderate the relationship between both JI dimensions and OCB.

Managers can alleviate JI in the workplace by promoting PsyCap and grit among employees, both of which will sustain and promote OCB, even during difficult times.

This study bridges the gap in the literature regarding the impact of JI on employees’ OCB during the pandemic. This study also adds to the limited number of studies exploring personal resources as potential moderators between JI and organization citizenship behavior.

Engaged employees are a critical asset in any business. This is largely because engaged employees tend to proffer innovative solutions to complex problems in the workplace. The purpose of this paper is to examine the relationship between engagement and innovation as moderated by the use of 360-degree evaluation.

A survey targeting employees in Lebanon solicited their perceptions of 360-degree evaluation, engagement and innovative behaviors along with a statement as to whether their firm used 360-degree evaluations or not. Structural equation modeling (SEM) was used to test the moderating effect of 360-degree evaluations on the latent variables of engagement and three facets of innovation.

SEM results show that 360-degree evaluations serve to enhance engaged employees’ innovative work behavior. However, ideation (creation and implementation) behaviors are more strongly influenced by the presence of 360-degree evaluation as compared to their “tangible” counterpart (technology and financial resource use).

Respondents selected for this research were randomly sampled employees in Lebanon. A stronger study strategy would be to study paired departments within organizations – one implementing 360-degree evaluation and another not implementing it.

Managers, seeking to engender and strengthen innovative behaviors in engaged employees, should utilize 360-degree evaluation processes. Furthermore, the 360-degree evaluations should be designed to probe both tangible (technology and financial resource use) and intangible (idea generation and implementation) facets of innovation.

This study yields a deeper understanding of the relationship between engagement and innovative behaviors in the workplace along with managerial insights into the design and use of 360-degree evaluation.

As the work context is dynamically changing, enhancing employee engagement through personal and organizational means is still capturing the attention of organizations as well as human resources researchers and practitioners. Thus, the purpose of this paper is to examine the relationships between self-leadership, employee engagement, and perceived organizational support and to test the moderating effect of perceived organizational support.

Data were collected through an online self-reporting questionnaire, with a total of 225 employees from Lebanon and 251 employees from the United Arab Emirates (UAE). Moderating analysis was conducted using Process v3.3 on both samples.

Results have shown that self-leadership and perceived organizational support were positively related to employee engagement in both countries. However, perceived organizational support served to enhance self-leadership and employee engagement in the UAE, but not in Lebanon.

The findings of this study can be used to help organizations as well as human resources and regional managers operating in the Middle East in giving insights about investing in self-leadership strategies and positively influence employee perception of organizational support to strengthen employee engagement.

This study is unique in exploring the moderating role of perceived organizational support on the relationship between self-leadership and engagement, and original in theoretically proposing and empirically examining the interaction between perceived organizational support and self-leadership. The context of the study in which the proposed relationships were tested for the first time in Lebanon and the UAE, is also novel as both countries are distinguished from other Middle Eastern countries.

Studies show that corporate governance (CG) and corporate social responsibility (CSR) are driven by ethical practices. The relationships between corporate ethics, CG and CSR have been heavily studied indicating significant associations. The purpose of this paper is to examine the mediating role of CG on the relationship between ethics and CSR.

Data were collected through questionnaires from small to medium-sized enterprises (SMEs) in the Middle East and North Africa (MENA) countries. The results were analyzed using structural equation modeling.

The results indicate that ethical practices have positive impact on CG, and in turn CG has a positive impact on CSR. The results also reveal a mediating effect of CG on the relationship between ethics and CSR.

The sample selected is based on two countries in the MENA region, Egypt and Lebanon. Only SMEs are considered.

The innovative capabilities of SMEs in developing and emerging economies could be enhanced through corporate ethical practices which guide management for more CSR engagement through good CG.

The study contributes to corporate ethics, CG and CSR literature by providing evidence from a significant region, with both developing and emerging economies, on the mediating role of CG on the relationship between ethics and CSR.

The subject of cyber‐slacking has prompted many organizations to respond by enforcing or implementing policies that restrict internet access. The purpose of this paper is to empirically examine the impact of four internet monitoring policies on cyber‐slacking and work satisfaction.

Employees working in medium‐size organizations in Lebanon were surveyed. Chi‐square tests, correlation, ANOVA, and regression analysis were used to test the hypothesis.

Results indicated that having a free internet access had a positive relation with cyber‐slacking, leading to an increase in work satisfaction. The survey also indicated relationship with demographic factors.

Although the research provides useful insight on cyber‐slacking and monitoring policies, it is nevertheless restricted to Lebanese companies.

This paper adds to the literature on cyber‐slacking by empirically testing the effect of different monitoring policies.

Conflict in the workplace creates a challenge for many of present day managers. The purpose of this paper is to explore the moderating effect of generations X and Y on the relationship between personality and conflict handling styles.

The study is conducted using a sample of 199 employees working in the electronic retail sector in a non-Western culture. The five-factor model of personality traits is used to measure personality, while conflict styles are measured using Rahim’s Organizational Conflict Inventory II.

Results indicate that generations X and Y moderate the relationship between specific personality traits and conflict handling styles.

This study investigated the moderating effect of generations X and Y on a sample of employees within the electronic retail service sector in Lebanon. It is recommended that future research examine such a relationship in other sectors and cultures for generalizability. Since generation Z (born in the late 1990s) will soon be entering the job market, further studies should include this cohort when investigating the relationships. Finally, for a deeper understanding of the relationship, it is advisable to use both qualitative and quantitative data collection methods.

The understanding of what influences an individual’s choice regarding his/her choice of conflict resolution styles is of great use to supervisors in general and human resource managers in particular. This will assist in developing training programs that help employees acquire the appropriate skills necessary to control their impulses in a conflict situation. Training should comprise conflict resolution and communication skills that could help bridge the gap between generations. Effectively managing generational conflict in the workplace can positively contribute to the level and frequency of future conflicts, which in turn, can lead to favorable organizational outcomes.

Earlier research that examined the relationship between personality and conflict management styles have found varying results ranging from weak to strong relationships. The understanding of what influences an individual’s choice of which management style he/she chooses is of great use for managers in general and human resource managers in particular. This study showed that the inconsistency could be the result of some factors that moderate this relationship. The age of individuals contributes to the strength or the weakness of the various relationships between personality and conflict handling styles. Findings suggest that generations X and Y do not moderate the relationships among the personality traits and the dominating and obliging conflict styles. They do, however, have varying moderating effects on the relationships between specific personality traits and the integrating, avoiding, and compromising styles.

The goal of this research is to empirically assess whether knowledge management (KM) and learning organizations (LO) are distinct concepts and if so, to test whether KM enhances LO more or vice versa.

The authors propose an approach by which they first empirically assess the independence of those two concepts, then KM's fundamental processes, being knowledge acquisition, sharing, and utilization, are hypothesized to have a positive relationship with the different LO dimensions. Retail business employees working in organizations in Lebanon were surveyed. KM processes were first designated as dependent variables and then as independent variables. Bartlett's test, Pearson correlation, factor analysis, and regression analysis were used to test the hypothesis.

The results indicated that the two dimensions LO and KM are distinct and that KM enhances LO more than LO enhances KM.

This research extends the impact of knowledge management to include informal processes. It provides empirical evidence that managers should seek to implement formal and informal knowledge management processes into their organizational culture to enable a dynamic learning environment.

This research is significant in that up to this point the relationship between KM and LO has been posited and supported through anecdotal evidence and observation. This research provides empirical evidence of the relationship and forms the basis for further study in this area.

Organizational downsizing, right sizing, layoffs, and restructuring that attempt to reduce labour cost and increase competitiveness, have generated considerable feelings of job insecurity among today's employees. Conversely, the rapidity of change in the Middle Eastern region, coupled with the unpredictability of economic conditions, the inevitable need to survive and the ever‐lasting craving for organizational success merge to aggravate the adverse effects of job insecurity. The purpose of this paper is to study the relationship between job insecurity and powerlessness, management trust, peer trust and job satisfaction within Lebanon.

Employees working within medium‐sized organizations in Lebanon were surveyed to measure their perceptions of job insecurity, job satisfaction, powerlessness, and interpersonal trust. Statistical analyses were performed using Pearson correlation matrix and linear regression tests.

The study identified significant positive relationship between job insecurity and powerlessness, and negative relationships between job insecurity and management trust and job satisfaction. No significant relationship was found between job insecurity and peer trust.

The study adds to the existing job insecurity literature by empirically testing the relationship between job insecurity and powerlessness, peer trust, management trust and job satisfaction within Lebanese organizations. The researchers hope that this study will assist managers in understanding the importance of earning their subordinates' trust and its implications on job insecurity which could also negatively affect job satisfaction. Also, the issue of powerlessness should be seriously considered by management since it triggers the feeling of job insecurity.

Western organizational behavior literature has given the topic of job insecurity significant attention. However, no scholarly research has yet examined the topic of job insecurity within the Middle East. This paper sheds light on important results regarding job insecurity and its consequences. Powerlessness predicts and aggravates job insecurity, and is affected by the nature of the job; trust in management has a negative effect on job insecurity, while peer trust has no influence. Also, job satisfaction is influenced by the perceptions of job insecurity.