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Nosiness is an annoying behavior at the workplace that can lead to negative consequences. It is characterized by being overly curious about other people’s affairs. Specifically, this study aims to identify the factors contributing to nosiness among nurses.

We conducted an exploratory qualitative interview study involving 38 nurses in Iran. The participants were selected by purposive sampling.

We identified nine themes as the antecedents of nosiness among nurses: defamation motive, the need for certainty, the need for power, recreational motive, empathy, social comparison, the allure of the subject for the individual, having an employee-friendly workplace, and work environment and workload.

Understanding the antecedents of nosiness can help healthcare organizations curtail this phenomenon and foster a positive work environment, particularly in nursing where empathy, compassion, and attention to detail make them susceptible to nosiness.

The purpose of this research is to assess the validity and reliability of the measurement scores related to the learning organization culture, the Dimensions of Learning Organization Questionnaire (DLOQ), in an Iranian context. This research can contribute to the growing literature of learning in organizations.

The data were collected through distributing questionnaires to 54 service firms and manufacturing companies in ten major cities of Iran during the third quarter of 2010. Rigorous translation procedures, including both forward and backward processes, have been used to guarantee the relevance of this instrumentation in different cultural contexts. Confirmatory factor analysis, simple item‐internal consistency estimates, and item inter‐correlation analysis were performed to test the validity of DLOQ.

There are five positional limitations. First, this study relies on self‐report and different perceptions of questions can bring about percept‐percept bias. Second, the nature of this research is cross‐sectional which may cause causality among variables. Third, the various organizational levels in the questionnaire can render some misinterpretations while answering the questions. Furthermore, the length of the original questionnaire (43 questions) could cause lack of concentration and boredom, which in turn, can impact the results. Last, two constructs related to performance (knowledge and financial performance) in the questionnaire were omitted.

This study confirms, according to some statistical results, that the Iranian version of DLOQ has produced reliable measurement scores with the construct validity sufficient to measure the learning organization culture in the Iranian context.

The purpose of this paper is to examine the influence of organizational culture (OC) on the building blocks of innovation culture (IC) in Iranian auto companies.

In total, a sample of six large auto companies were examined and 245 questionnaires completed by employees. A conceptual model was developed and the hypotheses analyzed by using exploratory factor analysis and then the direct and indirect effects of constructs were analyzed by path analysis technique.

Findings suggest that the constructs of OC correlate with those of IC. These correlations are all positive except for the relations between consistency and organizational learning, as well as of that between consistency and creativity and improvement.

First, this paper has checked the validity of both questionnaires in an Iranian context so that they could be used with more confidence. Second, innovation can flow in the organizations when organizational culture supports it. This research specified those elements which can help managers and executives find the aspects of OC which can increase IC.

The paper serves as a reference for fostering an IC in auto companies. Paying attention to different aspects of OC can have a positive effect on making innovation pervasive in organizations. This research was done for the first time in an Asian context and is literally unprecedented in Iran.

The purpose of this paper is to examine how a supervisor’s incivility in teams impact team’s creative performance through the mediating factor of knowledge sharing intention among team members. Moreover, the moderating role of collaborative climate was investigated as protector against leaders’ incivility.

The proposed multi-level model was tested by surveying 312 health care providers nested within 42 work units at eight large hospitals in Iran. Multi-level regression analysis was used to analyze the data.

The findings revealed that those team members experiencing incivility from their supervisors are more likely to show reluctance to share knowledge with team members and as a consequence this response further decreases team’s creative performance. However, the climate of collaboration inside hospitals can buffer the negative impact of incivility on their readiness to share knowledge.

In team-based organizations, a supervisor’s incivility can stifle the creative performance of his/her team through blocking the knowledge sharing of members. First, human resource department should have some plans to curtail incivility of supervisors. Second, establishing a climate of collaboration and trust among team members can mitigate the insidious effects of supervisors’ incivility.

In prior research studies, the role of incivility on individual outcomes has been highlighted. This paper, according to the best knowledge of the author, is the first considering the negative impact of incivility on team’s performance. Moreover, collaborative climate is a novel moderator considered in this study.

The purpose of this paper is to examine the direct role being played by transformational leadership (TL) dimensions in reinforcing product and service innovation. More particularly, the paper focusses on the role of job satisfaction (JS) as a mediator in this relationship.

A concurrent mixed methods technique was employed. The researcher surveyed 486 participants from three major telecoms companies that operate in Jordan to supply the society with mobile phones and internet services. In addition, 15 team leaders were interviewed for the same purpose.

The results of this paper support the positive direct impact of transformational leaders on both employees’ innovativeness and JS. In addition, JS was found to positively impact product and service innovation. Moreover, the results revealed that JS mediates the relationship between TL and innovation.

Leaders are playing a direct and significant role in reinforcing product and service innovation in an interesting manner, especially through JS. Other styles of leadership, populations, and methods may create new perceptions in further research works.

The findings in this paper indicate that practising superior level of TL behaviours enhances overall JS, which, as a result, reinforces product and service innovation within employees in the Jordanian telecom sector. Superior outputs are achieved through such styles both for the firm as a whole towards innovative products and services, and similarly, for individuals within teams who involve in further innovative team climate.

These outcomes augment understanding of practises in which transformational leaders endorse innovation, and emphasise the values added through endorsing more TL behaviours to yield more innovative outputs by employees.