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This study attempts to answer the question: “how are the two drivers, accountability focus and organizational learning, independently and interactively associated with public agencies’ proactive policy orientation?” The first driver is the multiple accountabilities that public agencies pursue: (1) bureaucratic, (2) legal, (3) professional and (4) political. The second driver is the organizational learning activities of public agencies: (1) socialization, (2) externalization, (3) combination and (4) internalization.

For data, 800 respondents from the public agencies in South Korea were surveyed.

The analysis provided several findings: (1) the discretionary accountabilities (professional and political) have a greater positive influence on the proactive policy orientation; (2) the conventional accountabilities (legal and bureaucratic) tend to have negative impacts on the proactive policy orientation and (3) among the four types of accountability, legal accountability can be more significantly complemented by organizational learning activities, which can enable both visionary and realistic administration in a balanced manner.

This study provides a unique insight on how organizational proactivity can be ensured through the interactions of organizational accountabilities and organizational learning.

This study examines the motivational processes of charged behavior and collective efficacy driving interdependence and agency in new product development (NPD) teams and the moderating impact of team risk-taking propensity as affective, cognitive and behavioral social processes support team innovation.

Data were collected from 92 NPD teams engaged in B2C and B2B product and service development. Mediating and moderating effects are examined using partial least squares structural equation modeling, referencing social cognitive and collective agency theories as the research framework.

The analysis validates collective self-efficacy and charged behavior as interdependent motivational–affective processes that align cognitive resources and govern team effort toward innovativeness. Teams' risk-taking propensity regulates behavior, and collective efficacy facilitates self-regulated motivational engagement. Charged behavior cultivates the emotional contagion, team identification, cohesion and adaptation required for team functioning. Team potency fosters cohesiveness, while team learning improves adaptability along the innovation journey. The resulting theory asserts that motivational drivers enhance the interplay between cognitive and behavioral processes.

Managers should consider NPD teams as social systems with a capacity for collective agency nurtured through interdependence, which requires collective efficacy and shared competencies to generate motivational purpose and innovativeness. Managers must remain mindful of teams' risk tolerance as regulating the impact of motivational factors on innovativeness.

This study contributes to research on the motivational–affective drivers of NPD charged behavior and collective efficacy as complementary to cognitive and behavioral processes sustaining team innovativeness.

This research aims to reveal the relationship between ingroup favoritism, seen as a theoretical cause of workplace violence experienced by physicians, with pre-violence, the moment of violence and post-violence, and the role of psychological resilience in coping with workplace violence.

A descriptive, cross-sectional design was applied in the research. First, data was gathered via structured questionnaire surveys to the 169 physicians and 321 patients with appointments using the simple random sampling method in three public hospitals in the province of Sanliurfa-Turkey between June 3, 2020, and January 1, 2021. The data was then examined through variance-based structural equation modeling and regression analysis.

Results indicate that the psychological resilience of physicians is essential in coping with workplace violence. The causes of favoritism behaviors were stated as a desire to protect the individuals they are with, increase their power, gain interest and cover their incompetence. It was determined that favoritism behaviors increase violence, but psychological resiliency decreases violence.

Some unobservable markers that impose priority for a patient from one's primary group, favoritism, may predict behaviors including violence. Contrary to popular belief, violence against physicians may be prevented by hospital management and social psychology practices rather than taking legal actions or increasing physical safety procedures. Moreover, the simultaneous collection of the data used in the study from physicians and patients with an appointment makes the study more meaningful and unbiased.