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The purpose of this paper is to examine the effects of ethical leadership on surface acting, positive mood and affective commitment via the mediating effect of employee frustration. The authors also explored the moderating role of humor on the relationship between ethical leadership and frustration as well as its moderating effect on the mediational chain.

Data were collected in two separate surveys from 156 individuals working fulltime; data collections were separated by six weeks to reduce common method variance. The measurement model was confirmed before the authors tested the moderated mediation model.

Ethical leadership was negatively related to employee frustration, and frustration mediated the relationships between ethical leadership and surface acting and positive mood but not affective commitment. Humor moderated the relationship between ethical leadership and frustration such that when humor was low, the relationship was stronger.

Interestingly, the authors failed to find a significant effect for any of the relationships between ethical leadership and affective commitment. Ethical leaders can enhance positive mood and reduce surface acting among employees by reducing frustration. Humor may be more important under conditions of unethical leadership but may be distracting under ethical leadership.

This study demonstrates how frustration acts as a mediator and humor serves as a moderator in the unethical behavior-outcomes relationship.

The authors examine a boundary management tactic for managing the work–family interface: putting family first (PFF). PFF is a boundary management tactic defined as the voluntary behavior of intentionally putting family obligations ahead of work obligations in a way that violates organizational norms

In Study 1, The authors develop a theoretically derived measure of PFF and distinguish it theoretically and empirically from similar existing constructs, examining convergent and discriminate validity to demonstrate its uniqueness. In Study 2, the authors demonstrate PFF's predictive validity beyond the job incumbent using a three-way matched sample of 226 individuals, including the job incumbent's coworker and spouse.

The authors established and validated a measure of PFF, developing and replicating the nomological network. PFF crossed over to positively relate to coworker role overload, job frustration and work–family conflict and to spousal stress transmission and relationship tension. Similarly, PFF related negatively to spousal family satisfaction and organizational commitment.

The authors extend the work–family and boundary management literatures by proposing a new form of boundary management, PFF, which is a tactic for managing the work–family interface, and explore how its use influences not only the job incumbent but also the coworker and the spouse.

Abusive supervision research has clearly demonstrated its many negative effects. The present study uses social learning theory to shed light on mechanisms that could potentially alter the negative effect of abusive supervision.

Using a sample of 162 full-time employees, we identify and test two potential variables that we believe may moderate, or soften, the trickle-down negative effects of abusive supervision.

Results demonstrates that coworker support moderates the positive relationship between abusive supervision and coworker incivility such that this relationship is weaker when coworker support is high. In addition, we found that work engagement moderates the positive relationship between coworker incivility and turnover intentions such that this relationship is weaker when engagement is high. Next, we found that coworker incivility mediates the positive relationship between abusive supervision and turnover intentions and that this indirect effect is moderated by both coworker support and work engagement.

We combined three theoretical explanations, social learning theory, contagion effect and the trickle-down perspective, to theoretically argue not only how (through coworker incivility) but when (when coworker support and work engagement are low) abusive supervision impacts turnover intentions. In addition, we extended the research on work engagement by positioning it as a boundary condition. We found that when individuals are engaged in their work, the environment in which they work matters less (because the work matters more).

The purpose of this paper is to explore surface acting as a mediator in the relationships between perceptions of organizational politics and personality, with stress, turnover intentions, and job satisfaction.

Data were obtained via survey from 276 working adults, and responses were subjected to structural equation modeling to confirm the measurement model and test hypotheses.

Surface acting was found to mediate the relationships between perceptions of organizational politics and intent to turnover and satisfaction, and between proactive personality and intent to turnover and satisfaction. No mediating effect for surface acting was found between agreeableness and the outcomes.

Individual differences and situational contingencies do affect surface acting in the workplace, and individual work-related outcomes. Managers need to be aware of personality characteristics and situational contexts that impact surface acting in organizations to help understand the effects of potential divergent attitudes and behaviors on employee outcomes.

Previous research examining surface acting assessed behavior in light of employee-customer interactions. This research extends the study of surface acting by examining the mediating role of surface acting among new predictors including organizational politics, proactive personality, and agreeableness with stress, turnover intentions, and job satisfaction.

Understanding how international business opportunities (IBOs) are recognized and developed is critical to the study of international entrepreneurship.

We draw on entrepreneurial cognition research broadly and the entrepreneurial judgment perspective specifically to develop a model of the recognition and development of IBOs by considering three theoretically important sets of drivers – social networks, international experience and a proactive mindset. We use a sample of 92 small- and medium-sized enterprises (SMEs) to test the model empirically.

We find robust support. Entrepreneurial judgment surrounding IBOs and uncertain international business environments entails tapping social networks, international experience and a proactive mindset to both recognize third-person opportunities for someone as well as to act upon and develop IBOs as first-person opportunities from which a focal firm can profit.

Conceptually and empirically, we peer inside the black box of IBO entrepreneurial judgment processes by jointly evaluating the abstract recognition of third-person opportunities as well as the concrete actions and interactions that develop the IBOs into first-person opportunities.

The purpose of this paper is to examine the moderating role of organizational size and individual tenure on the relationship between organizational justice and organizational affective commitment. Based on the literature on organizational justice and justice climate, this paper tests whether the role of justice climate, measured at the organizational level, is affected by these organizational and individual characteristics in determining individual organizational affective commitment.

Data on 20,936 employees from 1,496 companies that were included in the 2004 Workplace Employment Relationships Survey were used.

Hierarchical linear modeling analysis shows that the importance of the justice climate extends beyond its effect on individual perceptions. Moreover, whereas the organization size does not influence the justice climate – affective commitment relationship, organizational tenure moderates it.

This study shows the impact of justice climate on affective commitment beyond the effect of individual justice. It also examines organizational (organization size) and individual characteristics (tenure) as possible moderators, constructs rarely considered in studies on justice climate.

This study aims to test the impact of digital skills on the entrepreneurial intentions of last-year undergraduate students in Jordanian universities, especially after the Coronavirus disease pandemic and the digital transformation in education and business patterns. In addition, it aims to assess the role of entrepreneurial alertness as a mediator and entrepreneurship education as a moderator in the relationship between the independent and dependent variables.

The quantitative study used a questionnaire distributed to 401 students from different Jordanian universities. The data was collected over 2 months and two structural equation models were developed using AMOS 25 to examine the relationship.

A significant negative relationship was found between digital skills and entrepreneurial intentions of last-year undergraduate students in Jordanian universities post-coronavirus disease 2019 (COVID-19) pandemic. A fully mediating role of the alertness variable has appeared in addition to a significant moderating role of entrepreneurship education.

This is the first study that attempts to investigate the impact of digital skills on students' entrepreneurial intentions in Jordan after the COVID-19 pandemic, In addition, it is one of the few studies that assess the mediator's and moderator's effects on the same conditions. Finally, the study provided a review of the definitions and models used as part of the contribution to upcoming reviews.

Managers play a critical role in shaping the development of firms due to the risky and long-term nature of innovation. Although the managerial effect on strategic change has long been factored into organizational theories, scholars still lack a complete understanding of the specific managerial capabilities that drive innovation in today's digital economy. The present study builds on dynamic managerial capabilities theory to close this research gap. The paper proposes managers' dynamic capabilities and their three underlying drivers – managerial human capital, social capital, and cognition – as a direct antecedent to digital firms' innovativeness.

The study draws on survey data from German Industry 4.0 manufacturing firms, which were analyzed using regression analysis.

The results confirm managers' dynamic capabilities as facilitators of innovation. In contrast to previous research on nondigital industries, the findings demonstrate that only the complete portfolio of managers' dynamic capabilities promotes innovativeness in digital firms. The study provides evidence for the importance of dynamic managerial capabilities in the digital economy yet contradicts previous research on nondigital industries related to the advantageousness of managers' human capital, social capital, and cognition for innovation.

The study contributes to the literature by being the first to holistically test the effects of dynamic managerial capabilities on innovation in digital firms. The results offer a nuanced account of managers' dynamic capabilities, thereby expanding dynamic managerial capabilities theory to the digital economy.