Search results

Patriotism is often described as the “love of country” that individuals display in the acclamation of their national community. Despite the prominence of this sentiment in various societies around the world, organizational research on patriotism is largely absent. This omission is surprising because entrepreneurs, human resource (HR) divisions, and firms frequently embrace both patriotism and patriotic organizational practices. These procedures include (among other interventions) national symbol embracing, HR practices targeted toward military members and first responders, the adulation of patriots and celebration of patriotic events, and patriotic-oriented corporate social responsibility (CSR). Here, the authors argue that research on HR management and organization studies will likely be further enhanced with a deeper understanding of the national obligation that can spur employee productivity and loyalty. In an attempt to jumpstart the collective understanding of this phenomenon, the authors explore the antecedents of patriotic organizational practices, namely, the effects of founder orientation, employee dispersion, and firm strategy. It is suggested that HR practices such as these lead to a patriotic organizational image, which in turn impacts investor, customer, and employee responses. Notably, the effect of a patriotic organizational image on firm-related outcomes is largely contingent on how it fits with the patriotic views of other stakeholders, such as investors, customers, and employees. After outlining this model, the authors then present a thought experiment of how this model may appear in action. The authors then discuss ways the field can move forward in studying patriotism in HR management and organizational contexts by outlining several future directions that span multiple levels (i.e., micro and macro). Taken together, in this chapter, the authors introduce a conversation of something quite prevalent and largely unheeded – the patriotic organization.

Mindfulness-based interventions are on the rise in workplace settings to enhance Well-Being and address work stress. Their popularity is in part due to the fact that they are often assumed to have a net positive impact on both workers’ Well-Being and organizational functioning. However, the majority of workplace mindfulness practice and research focuses on individual-level mindfulness interventions and their associated outcomes, like reduced stress. However, the modern workplace is highly dependent on positive team functioning, and the impact of mindfulness in teams is lesser known. This review differentiates individual mindfulness from team mindfulness and explores how both individual and team mindfulness impact team functioning. The authors review mindfulness and teams’ literature to understand antecedents, correlated mediators, and consequences of mindfulness in team contexts, team processes, and the boundary conditions related to mindfulness outcomes. This review adds to the budding theoretical conversation regarding mindfulness at work and contributes valuable insight into the practical applications of mindfulness in teams.

The purpose of this research is to examine the narratives of victims of abusive supervision. We explore the meaning or “lessons” victims derive from those experiences and how they shape the victims’ views of self, work and organization in relation to navigating their subsequent jobs.

We analyzed how appraisals of supervisory abuse transform victims’ narratives and their consequent work attitudes through sensemaking processes. Semi-structured interviews with the past victims of abusive supervision generated a four-stage model of how sensemaking shapes victims’ future work attitudes. Our interpretations were guided through narrative thematic analysis based on the constructionist approach.

Victims’ lessons learned are predominantly framed by their retrospective post-event appraisal of abuse (based on its severity) once individuals are no longer subject to abusive supervision. With greater distance from the abuse, victims can process the abuse and better understand the motivation of the abuser, enabling the process of causal attributions. These attributions further shape victims’ narratives and future work attitudes through a complex interplay of retrospective and prospective sensemaking mechanisms. The victims broadly reported proactive (with higher self-awareness and endurance) and reactive (self-protection, and emotional scars) lessons. A four-stage model was proposed based on our findings.

Abusive supervision remains a persistent issue experienced by many individuals at some point in their working life. However, little is known about how victims make sense of the event post-abuse and how this sense-making guides their future work behaviors. Understanding this phenomenon provides insight into how employees navigate through adversity and construct a more positive future. The contribution of this narrative inquiry is threefold. First, it explores how individual appraisals of supervisory abuse frame their (1) mechanisms of narrative construction; and (2) future work attitudes. Second, our findings demonstrate how narrative construction is a fluid process often informed by the process of retrospective and prospective sensemaking. Finally, our research suggests two broader categories of lessons that victims internalize and carry forward to their subsequent jobs.

This paper aims to identify and report the differential effects of activity control and capability control on role stressors, which subsequently affect salespeople’s job satisfaction and sales performance.

Drawing on job demands-resources (JD-R) theory, the authors defined active control and customer demandingness as the job demands and capability control as the job resource, and designed their relationship with role stressors, which are indicated as role ambiguity, role conflict and role overload. The authors enrolled a sample of 223 industrial salespeople from pharmaceutical companies. After collecting the data, the authors used structural equation modeling using AMOS to test and estimate causal relationships along with a two-step approach to examine the interaction effect. The authors have also tested the simple slope of two-way interactions. All of the measured variables were identical to those used in previous studies.

The study findings indicate that behavior-based control can be counterproductive. Reducing activity control can decrease role stress, increase job satisfaction and improve job performance; increasing capability control, however, can reduce role stress and increase job satisfaction and performance. It is also important to acknowledge the external environment of the sales context in which behavior-based control is most effective: whereas high customer demandingness and capability control are related to reduced role stress, high customer demandingness and activity control are related to increased role stress.

Sales managers should recognize that different control management regimes reinforce or mitigate salespeople’s job stressors and outcomes under specific conditions (i.e. work environments marked by higher or lower customer demandingness).

Drawing on JD-R theory, the research shows that a behavior control (i.e. activity control and capability control) has differential, and even opposite, psychological consequences.

Islamic banks (IBs) place significant importance on their religious identity, prompting the utilization of impression management (IM) strategies to emphasize such identity. This paper aims to discuss the motivations behind using IM in the creation of religious identity by IBs, and to explore the use of religious symbols and language as a form of religious rhetoric. It is argued that to counteract the threats to their religious identity, IBs use IM techniques, predominantly through the inclusion of religious symbols and rhetoric.

An empirical exploratory study, using content analysis, was conducted on the annual reports of the largest IBs for the year 2022. The analyses involved a total of 39 banks based on a filtered list from The Banker’s Top Islamic Financial Institutions of 2022. A manual content analysis was undertaken to extract religious symbols, images and contents.

The findings reveal the use of IM techniques that emphasize the religious identity of these banks. Notably, IBs consistently reaffirm their commitment to Sharia compliance and disclose their contributions to Zakah. In addition, the analysis reveals the incorporation of Quranic verses, religious iconographic images and other religious rhetoric statements in the annual reports of many IBs.

The analysis concludes that the assertion by IBs that their guiding principles are rooted in Islamic values are supported by the religious terminology and imagery embedded in their annual reports. Alongside mere religious symbolism, the terms and images are integral part of the corporate identity of the Islamic that not only sends persuasive signals to stakeholders but also help build an impression on the activities of the IBs.

IM has been a key objective and strategy of companies. This study aimed at exploring whether and how IBs used religious symbolism as an integral part of IM and corporate identity.

Gossip spreads like wildfire, damaging relationships, decaying trust and creating a negative work environment. This study aims to investigate the relationship between negative workplace gossip (NWG) and quiet quitting (QQ), while considering the mediating effects of workplace stress and emotional exhaustion (EE).

Drawing upon the conservation of resource theory, the study aimed to comprehend this association in the context of 267 employees from diverse sectors in India, including health care, IT, banking and education. Through a three-wave time lagged survey design, using partial least squares structural equation modeling, significant findings were uncovered.

The results revealed a positive link between NWG and QQ. There was also a positive correlation between NWG and workplace stress. In addition, workplace stress and EE were found to mediate the relationship between NWG and QQ.

The findings have implications for both theory and practice. Organizations should consider implementing strategies to mitigate the prevalence of negative gossip and foster a healthier work environment, promoting employee well-being and retention.

The study reveals the “black box” between NWG and QQ, adding to the body of knowledge on the novel concept of QQ. Second, the study expands the literature on NWG, by examining impact path of how it leads to stress and EE, leading to QQ.

This paper aims to probe the prevailing belief that engaging in innovative work behavior (IWB) will invariably lead to favorable outcomes. To do so, the paper integrates followership theory and cognitive dissonance theory to investigate the connection between employees’ IWB and despotic leadership, and the mediating role of interpersonal conflict with the supervisor in this connection. Moreover, the moderating impact of the supervisor’s dispositional resistance to change trait on the direct and indirect relationship between IWB and despotic leadership is explored.

The data were collected through a multi-wave survey of 350 employees and 81 supervisors working in 81 public schools.

The findings show that IWB has a positive and significant relationship with despotic leadership, and this relationship is mediated by interpersonal conflict with the supervisor.

To the best of the authors’ knowledge, this is the first study that examines the link between IWB and despotic leadership via interpersonal/dyadic conflict and explores the moderating effect of leadership dispositional resistance to change trait in this indirect relationship.

Many principles and paradigms that influenced the labour system before the COVID-19 pandemic have changed, and the academic and corporate communities are struggling to make sense of the paradigm shifts the authors have entered. One of the organisational phenomena highlighted after the COVID-19 pandemic is “Quiet quitting”, that is, the tendency for workers to do the bare minimum tasks necessary for their occupations to avoid getting dismissed. This phenomenon may substantially impact both organisations and workers. As a result, academic interest in “Quiet quitting” has recently proliferated. Upon using leader-member exchange, organisational support and social exchange theories, this paper aims to propose and validate a scale measuring the new construct, “Quiet Quitting”.

A sample of 1,430 valid questionnaires from individuals working in different industries, organisations and regions in the USA were examined using normality and Kaiser–Meyer–Olkin tests, as well as factor, reliability and nomological validity analyses.

Exploratory and confirmatory factor analyses and reliability and nomological validity evaluations validate the proposed “Quiet Quitting” scale.

To the best of the authors’ knowledge, the proposed and validated “Quiet Quitting” scale is original. Since this scale may help to examine crucial management-worker dynamics in organisations, it may be subsequently developed and used by researchers in future studies.

This study examines the critical importance of humility in leadership, reflecting on insights from Philip Zimbardo's Stanford Prison Experiment and assessing how power dynamics manifest in different societal environments. This study aims to understand how humility and ethical leadership can deter the misuse of power and encourage the development of a more inclusive and compassionate society.

This study uses a qualitative approach, drawing insights from psychological studies, and organisational research. It integrates theoretical concepts such as the “Lucifer Effect” with insights from prior research to illustrate the impact of humble and ethical leadership in diverse settings.

This review indicates that power abuse is frequent in many societal frameworks, causing detrimental impacts such as decreased job satisfaction, heightened stress and greater turnover rates. This study highlights the importance of humility and ethical leadership in mitigating these effects.

Organisations can benefit from incorporating humility and ethical standards into their leadership training programs. By enhancing self-awareness and emotional intelligence among leaders, workplaces can become more nurturing and efficient.

Promoting humility and ethical leadership can lead to more equitable and compassionate societies. By valuing each individual's intrinsic worth and fostering inclusive environments, leaders can contribute to broader social well-being.

This study uniquely connects the psychological findings from the Stanford Prison Experiment with contemporary leadership practices, emphasising the practical implications of humility in leadership. It offers a comprehensive view of how ethical leadership can be cultivated and its benefits realised.

Even after establishing their business successfully, many business owners get demotivated, and it leads to unwillingness to grow. This study aims to propose a comprehensive model that represents interrelationships among various personal factors affecting “unwillingness to grow.”

The personal factors for unwillingness to grow were identified by extant literature, and expert interviews were conducted to establish the contextual relationships among these factors. The interrelationships among the filtered variables have been done using interpretive structural modeling (ISM) and MICMAC analysis was done to determine the importance of each factor in influencing “unwillingness to grow.”

In total, 30 personal attributes were identified from previous literature, out of which 15 were selected for the final study. The result identifies 7 variables having a strong impact on “unwillingness to grow.” These attributes are “absence of strong network,” “lack of vision,” “lack of proactiveness,” “reluctance to involve external consultants,” “absence of/small founding team,” “lack of ambition” and “improper attitude.”

The research attempts to create a bricolage of all the important personal factors affecting “unwillingness to grow.” Previous researches have used few attributes, but with the help of ISM, a graphical modeling technique, it became possible to draw interrelationship between 15 attributes. Further, with the help of MICMAC, the importance of each attribute was determined.