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This paper aims to investigate the impact of perceived usefulness of online reviews and crowd cues on restaurant selection. In addition, the authors also examine the moderating role of perceived crowding and gender in this process.

The proposed hypotheses were tested with survey data (N = 200) collected from customers visiting full-service restaurants in Malaysia. The data were analyzed using SEM through Smart PLS.

The findings supported that the perceived usefulness of online reviews and perceived crowding have a positive effect on a consumer's purchase intentions, i.e. their decision of restaurant selection. Besides, a higher level of perceived crowding strengthens the relationship between the perceived usefulness of online reviews and their purchase intentions. This finding delineates that consumers prefer to dine in a crowded place with useful online reviews in an unfamiliar place. Finally, the results show that the effect of the usefulness of online reviews on purchase intentions does not vary with respect to gender (no significant contingent effect). However, the effect of perceived crowding varies with respect to gender – male customers have higher intentions to join crowded restaurants as compared to females.

Limitation of this study is its cross-sectional research design; data were collected in a single time frame. Longitudinal research design can be used to get in-depth knowledge of this phenomenon. Secondly, a non-probability sampling technique was used in this study, future research can used probability sampling technique to enhance generalizability of the study. Moreover, this study focused on the human crowding aspect, future studies can cover both aspects of crowding (human crowding and spatial crowding) in retailing or other service sectors (Blut and Iyer, 2020).

This study has multiple practical implications.

This study extends the current research on usefulness of online reviews and perceived crowding by investigating its direct and conditional effects. Specifically, the authors contribute in extant research by explaining its differential effects for male and female customers, when they select which restaurants to dine.

This paper aims to investigate how employees’ perceptions of psychological contract violation or sense of organizational betrayal, might diminish their job satisfaction, as well as how their access to two critical personal resources – emotion regulation skills and work-related self-efficacy – might buffer this negative relationship.

Two-wave survey data came from employees of Pakistani-based organizations.

Perceived contract violation reduces job satisfaction, but the effect is weaker at higher levels of emotion regulation skills and work-related self-efficacy.

For organizations, these results show that the frustrations that come with a sense of organizational betrayal can be contained more easily to the extent that their employees can draw from relevant personal resources.

This investigation provides a more complete understanding of when perceived contract violation will deplete employees’ emotional resources, in the form of feelings of happiness about their job situation. A sense of organizational betrayal is less likely to escalate into reduced job satisfaction when employees can control their negative emotions and feel confident about their work-related competencies.

With a foundation in conservation of resources theory, the purpose of this paper is to unpack the relationship between employees’ self-efficacy and job performance, investigating the mediating role of job-related anxiety and the moderating role of perceived workplace incivility.

Survey data were collected from employees and their supervisors in Pakistani organizations.

An important reason that employees’ self-efficacy enhances their job performance is that they experience less anxiety while undertaking their daily job tasks. This mediating role of job-related anxiety is particularly salient to the extent that employees believe that they are the victims of uncivil behaviors.

Organizations should note that the anxiety-mitigating effect of self-efficacy is particularly strong for generating adequate performance to the extent that rude and discourteous behaviors cannot be completely avoided in the workplace.

This study establishes a more complete understanding of the benefits of employees’ self-efficacy by revealing how reduced worries about their organizational functioning represent critical mechanisms that connect this personal resource to higher job performance, as well as by showing how employees’ perceptions of workplace incivility invigorate this process.

This study aims to unpack the link between co-worker incivility and job performance, by detailing a mediating role of psychological detachment and a moderating role of psychological capital.

The research hypotheses are tested with three-wave, time-lagged data collected from Pakistani-based employees and their supervisors.

An important reason that disrespectful co-worker treatment curtails job performance, with respect to both in-role and extra-role work efforts, is that employees detach from their work environment. This mediating role of psychological detachment is less salient to the extent that employees possess high levels of psychological capital.

For organizations, this study pinpoints a key mechanism, a propensity to distance oneself from work, by which convictions that co-workers do not show respect direct employees away from productive work activities. This study also shows how this mechanism can be subdued by ensuring that employees exhibit energy-enhancing personal resources.

This study expands extant research on the dark side of interpersonal co-worker relationships by revealing pertinent factors that explain why and when co-worker incivility can escalate into diminished performance-enhancing activities.

This study investigates how and when employees' exposure to organizational leaders who propose major changes might direct those employees toward efforts to mobilize support for innovative ideas. It specifically theorizes a mediating role of performance pressure beliefs and a moderating role of perceived organizational underperformance in this process.

Three-wave, multi-rater survey data were collected among employees and their supervisors across various industries.

A critical explanatory mechanism that links change-oriented leadership with enhanced championing efforts is that employees experience performance-related hardships. The extent to which employees perceive that their organization is unable to meet its own performance targets triggers this process.

For organizational decision makers, the findings identify results-driven pressures as key mechanisms by which employees' exposures to change-oriented leadership can be leveraged to promote novel ideas. This translation is more likely among employees who are convinced that there is significant room for organizational improvement.

This study unravels the previously unexplored link between change-oriented leadership and idea championing, pinpointing the influences of two performance-related aspects: beliefs about strenuous organization-induced performance expectations and perceptions of an underperforming employer.

This study investigates how leaders react when they perceive a threat to their hierarchical position, such as by engaging in abusive supervision in ways that diminish followers’ organizational citizenship behavior. It also tests for a dual harmful role of leaders’ dispositional contempt in this process.

Three-wave survey data were collected among 231 leader–follower dyads across different industry sectors.

Leaders’ beliefs that their authority is being threatened by high-performing followers can lead followers to halt their voluntary work behaviors, because leaders engage in verbal abuse. The harmful role of leaders’ dispositional contempt in this process is twofold: It enhances abusive supervision directly, and it operates as an indirect catalyst of the mediating role of abusive supervision.

Organizations would be better placed to decrease the risk that disruptions of the hierarchical order, as perceived by leaders, escalate into diminished work-related voluntarism among employee bases by promoting leadership approaches that consider employees deserving of respect instead of disdain.

This study details how and when leaders who fear they may lose authority, evoked by the strong performance of their followers, actually discourage followers from doing anything more than their formal job duties.

This study aims to detail how employees’ experience of distributive injustice may compromise their job performance, with specific attention to how this detrimental process may be explained in part by their beliefs about organization-level underperformance and moderated by their own psychological entitlement.

The research hypotheses were tested with three-round, time-lagged data collected among employees and their supervisors.

A critical channel through which employees’ perceptions that their organization’s reward system is unfair translates into thwarted job performance is a conviction that their organization does not meet its own performance targets. As a mediator, such organizational underperformance beliefs have particularly salient effects on employees who believe they are more deserving than others.

This study gives HR managers insights into how they can reduce the danger that unfair reward practices escalate into a reduced propensity by employees to complete their job tasks diligently. HR managers should make employees aware of their possible entitlement and discourage them from expecting that things always must go their way.

This research unpacks the connection between distributive injustice and job performance, by delineating the unique roles of two pertinent factors (organizational underperformance beliefs and psychological entitlement) in this connection.

This study investigates how employees' experience of resource-depleting workplace loneliness may steer them away from performance-enhancing work efforts as informed by their propensity to engage in negative work rumination. It also addresses whether and how religiosity might serve as a buffer of this harmful dynamic.

The hypotheses tests rely on three-round survey data collected among employees who work in various organizations in Pakistan – a relevant country context, considering the importance of people's religious faith for their professional functioning and its high-uncertainty avoidance and collectivism, which likely make workplace loneliness a particularly upsetting experience.

An important channel through which a sense of being abandoned at work compromises job performance is that employees cannot “switch off” and stop thinking about work, even after hours. The role of this explanatory mechanism is mitigated, however, when employees can draw from their religious beliefs.

For human resource (HR) managers, this study pinpoints a notable intrusion into the personal realm, namely, repetitive thinking about work-related issues, through which perceptions of work-related loneliness translate into a reluctance to contribute to organizational effectiveness with productive work activities. It also showcases how this translation can be subdued with personal resources that enable employees to contain the hardships they have experienced.

This study helps unpack the connection between workplace loneliness and job performance by detailing the unexplored roles of two important factors (negative work rumination and religiosity) in this connection.

This study aims to investigate the relationship between employees' exposure to supervisor incivility and their engagement in insubordinate behavior, by detailing a mediating role of ruminations about interpersonal offenses and a moderating role of supervisor task conflict.

The research hypotheses were assessed with three rounds of data, obtained from employees and their peers, working for firms in various industries.

An important reason that employees' sense that their supervisor treats them disrespectfully escalates into defiance of supervisor authority is that the employees cannot stop thinking about how they have been wronged. The mediating role of such ruminations is particularly prominent when employees' viewpoints clash with those of their supervisor.

A critical danger exists for employees who are annoyed with a rude supervisor: They ponder their negative treatment, which prompts them to disobey, a response that likely diminishes the chances that supervisors might change their behaviors. This detrimental process is particularly salient when employee–supervisor interactions are marked by unpleasant task-related fights.

This study unpacks an unexplored link between supervisor incivility and supervisor-directed insubordination by explicating the pertinent roles of two critical factors (rumination and task conflict) in this link.

This study investigates the mediating role of improvisation behavior in the relationship between employees' perceptions of procedural justice and their job performance, as evaluated by their supervisors, as well as the invigorating role of their organization-based self-esteem in this process.

Survey data were collected in three rounds among employees and their supervisors in Pakistan.

An important factor that connects procedural justice with enhanced job performance is whether employees react quickly to unexpected problems while carrying out their jobs. This mediating role of improvisation is particularly salient to the extent that employees consider themselves valuable organizational members.

For organizations, this study pinpoints a key mechanism—willingness to respond in the moment to unanticipated organizational failures—by which fair decision-making processes can steer employees toward performance-enhancing activities. It also reveals how this mechanism can be activated, namely, by ensuring that employees feel appreciated.

Improvisation represents an understudied but critical behavioral factor that links employees' beliefs about fair decision-making procedures to enhanced performance outcomes. This study shows, for the first time, how this beneficial role can be reinforced by organization-based self-esteem, as a critical personal resource.