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The purpose of this paper is to investigate the impact of ethical leadership on two important employee extra-role behaviors; organizational citizenship behaviors (OCBs) and creative performance (CP). Drawing on social exchange and organizational support theories, psychological contract fulfillment (PCF) was proposed as the mediating mechanism explaining this relationship.

Data were collected via questionnaire from 248 employee-supervisor/colleague dyads employed in a large fast-moving consumer goods multinational company in Pakistan. The hypotheses were tested using structural equation modeling.

Supervisors’ ethical leadership style (ELS) was positively related to employees’ OCBs and CP. The predicted mediating role of PCF in the relationship between ELS and extra-role behaviors was also supported.

While it benefitted from dyadic data, a significant limitation of this study is the cross-sectional nature of the data. A noteworthy implication of the findings is the important role that supervisors’ ELS plays in employees’ behaviors within the organization. Furthermore, it appears that ethical leadership is a significant factor in employees’ evaluations of PCF and their ensuing behavioral responses.

This study contributes to addressing the inconsistent findings in prior research on ethical leadership. An additional novel contribution is that it identifies PCF as an underlying mechanism linking ethical leadership and employees’ extra-role behaviors.

While downsizing has become an increasingly popular organizational tool in the achievement and/or maintenance of competitiveness and increased productivity, the negative side effect known as survivor syndrome continues to plague many post‐downsizing organizations. This article series examines the full spectrum of research with the goal of producing a model. The model is based upon the problems survivors experienced and modeled after the realistic job preview. The realistic downsizing preview, which can be effectively used before the downsizing is implemented to prevent survivor syndrome in its aftermath. This two‐part article is an exploratory study intended to produce the realistic downsizing preview instrument. The second part presents a revision/validation of the model, based on the data gathered from the nine North American case organizations. As a result, the final RDP model is the product of “best practices” proposed in the contemporary research and the feedback from actual downsizing organizations.

While downsizing has become an increasingly popular organizational tool in the achievement and/or maintenance of competitiveness and increased productivity, the negative side‐effect known as survivor syndrome continues to plague many post‐downsizing organizations. This two‐part article has examined the full spectrum of research with the goal of producing a model. The model is based upon the problems survivors experienced and is modeled after the John Wanous Realistic Job Preview (RJP). The Realistic Downsizing Preview (RDP), which can be effectively used before the downsizing, is implemented to prevent survivor syndrome in the aftermath of the downsizing. The foundation of the RDP model is that, by addressing issues that have been observed as survivor syndromes prior to a downsizing, the negative outcomes can be minimized. Part II develops the RDP model and discusses the implications for managers and management.

While downsizing has become an increasingly popular organizational tool in the achievement and/or maintenance of competitiveness the negative side effect known as survivor syndrome continues to plague many post‐downsizing organizations. This article series examines the full spectrum of research with the goal of producing a model. The model is based upon the problems survivors’ experienced and modeled after the realistic job preview. The realistic downsizing preview (RDP), which can be effectively used before the downsizing, is implemented to prevent survivor syndrome. This two‐part article is an exploratory study intended to produce an instrument, the RDP. This will be tested utilizing a cross case study analysis of nine major North American organizations. The first part re‐introduces the RDP then concentrates on the methods of data collection and initial presentation of results from the nine case studies that were used to develop and refine the model.

While downsizing has become an increasingly popular organizational tool in the achievement and/or maintenance of competitiveness and increased productivity, the negative side effect known as survivor syndrome continues to plague many post‐downsizing organizations. This two‐part article examines the full spectrum of research, with the goal of producing a model. The model is based upon the problems survivors experienced and modeled after the John Wanous realistic job preview (RJP). The realistic downsizing preview (RDP), which can be effectively used before the downsizing, is implemented to prevent survivor syndrome in the aftermath of the downsizing. The foundation of the RDP model is that by addressing issues that have been observed as survivor syndromes prior to a downsizing, the negative outcomes can be minimized. Part I considers downsizing, its effects on survivors and their needs, and the importance of good communication and perceived fairness within the process.

Downsizing is no longer seen as a last resort or a response to crisis. Instead it has become a vital tool for shaping an organization to meet new challenges and circumstances. By now, few organizations have not been through this process. The benefits are clear, but it can also bring problems. Those employees who continue to work for an organization may experience “survivor syndrome”. This article offers organizations a model for preventing this negative effect of downsizing.

This study aims to understand the corporate social responsibility (CSR) perspective of the employees working in manufacturing sector and service sector and further investigates whether there is any significant difference in their opinion on the basis of their gender and their hierarchical position in the organization.

In total, 300 employees of manufacturing and service sector companies have participated in this study. To test the hypotheses, the researcher has used two-way ANOVA, with diagrammatic presentation with the help of SPSS.

The results showed that there was a non-significant effect of gender on the perceived impact of CSR and employees at various level of hierarchy perceived the impact differently by the type of companies in which they work. Specifically, there was significant difference in the perceived impact for officers, managers and assistant managers in manufacturing and service sector, whereas for executives, the perceived impact varied significantly in manufacturing and service sector.

This study has analysed the perception of 300 employees including the employees of the manufacturing and service sectors. Also, the analysis is based on two demographic variables, i.e. gender and hierarchical level which may be considered as the limitation of the study.

The major contribution of this study is the fact that the employees have similar kind of opinion for the efforts and initiatives taken by their companies for CSR practices. The work culture, corporate ethics, managerial support and sectorial priorities do not have much influence on the employees in terms of CSR. However, the employee’s opinion may change after reaching to higher position in organization.

This study is totally unique in nature. As per the researcher’s knowledge, no documented study is available that investigates the CSR perspective of employees from two major sectors, i.e. manufacturing and service sector that validates this study.

The argument in this study is that employees differ in their motives in helping their organizations when they know that they may not be paid back for their efforts. This paper aims to examine whether these motives will lead to greater extra-role contribution in an organization.

The data of 124 pairs of employee in China have been used to develop and test the measurement of an “altruistic helping of organization” (AHO) in a pilot sample. In addition, AHO had been then tested as a motive for organizational citizenship behavior (OCB) using data collected from 245 pairs of employees in China.

Data from 124 pairs of employees in China have been used to develop and test the measurement of “altruistic helping of organization” in a pilot sample. The authors have proposed and validated whether procedural justice and conscientiousness predict for a new OCB motive – AHO, which explains for an incremental predictive power over the existing motives of OCB, namely, instrumentality, social exchange with the organization, organizational concern, prosocial values and impression management, on a data collected from 245 pairs of employees in China.

This is a cross-sectional study. In addition, the authors have only taken in samples in China, which may not be generalizable to other context.

Practitioners can devote resources to encourage employees to help without any consideration of returns. In addition, the fairness perception of organizational practices – procedural justice and individual characteristics – are necessary to induce AHO and other OCB motives.

This research provides that the social implication of arousing the basic underpinning of driving OCB is altruistic motive and not egoistic. This finding helps to stimulate individuals to have more helping behaviors towards the organization.

This study provides solid evidence for the suggestion by the original proponents of OCB that the distinction between rewarded and unrewarded criterion is blurred in OCB literature. Our findings suggest that altruistic helping does exist and that this explains for a significant proportion of extra-role behavior.

This study aims to offer a bibliometric analysis of the already substantial and growing literature on global virtual teams (GVTs).

Using a systematic literature review approach, it identifies all articles in the Web of Science from 1999 to 2021 that include the term GVTs (in the title, the abstract or keywords) and finds 175 articles. The VOSviewer software was applied to analyze the bibliometric data.

The analysis revealed three dialogizing research clusters in the GVTs literature: a pioneering management information systems and organizational cluster, a general management cluster and a growing international management and behavioural studies cluster. Furthermore, it highlights the most cited articles, authors, journals and nations, and the network of strong and weak links regarding co-authorships and co-citations. Additionally, this study shows a change in research patterns regarding topics, journals and disciplinary approaches from 1999 to 2021. Finally, the analysis illustrates the position and centrality in the network of the most relevant actors.

The findings can guide management practitioners, educators and researchers to the most meaningful clusters of publications on GVTs, and help navigate and make sense of the vast body of the available literature. The importance of GVTs has been growing in the past two decades, and Covid-19 has accelerated the trend.

This study provides an updated and comprehensive systematic literature review on GVTs. To the best of the authors’ knowledge, it is also the first systematic literature review and bibliometry on GVTs. It concludes by suggesting future research paths.

This paper aims to identify and discuss the concept of servant leadership, find some dimensions and understand how staffs in organizations make sense of this style of leadership.

Multiple exploratory case studies in six Portuguese organizations/firms were performed. As data-collecting instruments, several interviews, direct observations made on-site and documentary analysis were used.

From thematic analysis, the authors found nine dimensions associated with servant leadership in the organizations/firms studied: empowering, helping subordinates grow and succeed, putting subordinates first, ethical behaviour, altruistic calling, wisdom or vision, organizational stewardship, family atmosphere and identification with the leader.

Based on these dimensions identified, the authors constructed an analytical framework for servant leadership. This study contributes to theoretical development by integrating the servant leadership literature and organizational behaviour literature and should help servant leadership gain legitimacy as an important and relevant leadership theory.

This study is innovative because contributes to knowledge about organizations that follow a servant style of leadership, and in so doing form consistent dimensions that can represent benchmarking for other organizational structures.