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The purpose of this paper is to investigate the drivers of turnover intention in extra roles.

This mixed-methods study began with a qualitative analysis of interviews of US Marine Corps reservists, which identified drivers of turnover and suggested a predictive model and hypotheses, tested with a subsequent quantitative analysis.

The results show that relations, meaning, and role conflict predict embeddedness in the US Marine Corps Reserve (USMCR), which is negatively related to turnover intentions. The sub-dimensions of the three drivers are clarified.

The research contributes to understanding the antecedents of embeddedness and turnover in extra roles. It also highlights extra roles as a source of role conflict. This study was limited to the USMCR, one extra role. All participants in the qualitative phase of the study were male officers. Although the quantitative study included enlisted and officers, men were still more strongly represented. The results should be replicated across different types of extra roles and should include different job types and personal characteristics.

This study develops and tests a predictive model of embeddedness and turnover in the understudied context of salient extra roles. It clarifies antecedents of embeddedness in an extra role context and indicates that salient extra roles may be an additional source of role conflict in people’s lives.

Coaches from both the professional and college ranks are often put forth as archetypal examples of effective leaders – individuals’ whose behaviors, styles, and wisdom provide the ever elusive playbook for how to successfully lead others. While numerous books and articles in the popular press put forth advice from leaders in the sports world, numerous empirical studies of the drivers of successful sports leadership and the factors that contribute to leader success in the context of sports have also been conducted. In this chapter, we first provide a broad review of empirical leadership research conducted within the sports world and examine how research within the sports context provides a suitable and advantageous setting for leadership research in general. Second, we offer a road map of opportunities for future leadership studies within the context of sports. The goal of this chapter is to stimulate and rally more thought-provoking research related to leadership in sports that generates insights for organizational leadership across contexts.

The main aim of this paper is to explore the influence mechanisms of perceived organizational politics (POP) on employee performance (EP). Drawing on the job demands-resources theory (JD-R), this paper investigates opportunistic silence (OS) as a mediating factor and job level as a moderating effect in the POP-OS-performance relationship.

This study’s data were collected from 203 employees working in Indian high-power distance organizations (HPDOs), such as the military, police and security forces. Mediation and moderation analysis were conducted using PLS-SEM, and the moderated mediation index was calculated using Hayes PROCESS Macro.

The results indicate that OS fully mediates the POP-performance relationship – specifically, POP as a job demand activates OS, which acts as an energy/resource depleting mechanism and further deteriorates task performance. Interestingly, the overall negative influence of POP and OS on EP was stronger for employees at lower job levels than those at senior job levels.

This paper offers a unique set of findings that enrich the understanding of factors responsible for employees’ performance in the highly political environments of HPDOs. By using the lens of JD-R theory, this paper draws attention towards the tendency of employees to indulge in self-serving behaviours like OS in politically charged contexts which is detrimental to their performance and may also undermine overall organization’s productivity. Furthermore, this paper also highlights the conditional effects exerted by job level in the unique nexus of POP, OS and EP.

The increasing use of social media after work hours for work purposes, termed social media connectivity (SMC), is an emerging phenomenon in supply chain management. Although SMC can have debilitating effects on supply chain professionals and their organizations, research on its effects on work-related attitudes, especially turnover intentions, remains largely unexplored. The purpose of this paper is to investigate the influence of SMC on voluntary turnover of supply chain professionals and the resulting implications for them and their organizations.

The study draws from the conservation of resources theory and the concept of information overload to explain how SMC leads to emotional exhaustion and impacts turnover intentions of supply chain professionals, contingent on work–life balance. The model is tested using survey data (n=325) collected at multiple times from a large Chinese pharmaceutical manufacturer and distributor with spatially dispersed workforce and distribution facilities.

The results confirm that emotional exhaustion mediates the association between SMC and turnover intentions and that SMC exacerbates the intentions of supply chain professionals to quit their jobs. However, work–life balance is found to dampen the exhausting effects of SMC on emotional exhaustion thereby reducing its debilitating effects on turnover intentions of supply chain professionals.

The focus on SMC highlights the need for greater understanding of the dark side of social media on supply chain professionals and their organizations and how SMC can be better managed in an age of social media ubiquity.

The empirical findings of the roles of emotions in teams are mixed. This study, a scoping literature review, aims to synthesize extant research on the roles of emotions in work teams and offers future research directions.

Sixty-nine empirical studies from the past ten years (2012 to 2021) were identified and reviewed. The authors then analyzed these 69 papers based on their research design, focus and nomological network of emotions.

The authors found that there is a clear increasing research trend of studying emotions in a team setting. In the extant literature, team emotions were studied from three major perspectives: emotions, emotional management and emotion measurement. The authors also summarized findings into the nomological network of team emotions. Last but not least, future research directions regarding the research context, focus and design and analysis were recommended.

The role of emotions in teams has not been extensively reviewed or synthesized, and the empirical findings are mixed. This paper synthesized the role of emotions in teams and critical factors that affect emotions in teams. In particular, the research recommendations for critical human resource development scholars cover three aspects: research context advancement, research focus advancement and research design and analysis advancement.