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The purpose of this paper is to outline the various research methods adopted by researchers in studies that have investigated the relationship between human resource management (HRM) practices and organizational commitment (OC).

The authors adopted a comprehensive review that covers empirical research on HRM-OC relationship, which was published between 2001 and 2016 in international peer-reviewed journals. A total of 63 empirical studies were included in this review. Authors adopted content analysis to synthesize the findings on the adopted research methods.

This review clearly indicates the excessive reliance of researchers on specific research methods (i.e. surveys, individual-level analysis, and cross-sectional design). However, there is a steady increase in empirical studies that have adopted mixed-method, multi-actor, and multi-level research designs.

This review has attempted to explore advanced research methods that may offer assistance to overcome methodological limitations of the current HRM-OC literature.

The purpose of this paper is to investigate the moderating role of workplace spirituality (WS) in the relationship between team transformational leadership (TTL) and team viability (TV) under the theoretical lens of the theory of optimal distinctiveness of identities.

This study adopted quantitative, cross-sectional research design at the team level of analysis among 141 software development project teams that belonged to 22 information technology (IT) organizations in the Indian IT sector to evaluate the effect of TTL behavior on TV under the conditional presence of WS.

This research has found empirical evidence to show that TTL is positively associated with TV or the team members’ desire to be a part of future performance episodes of their team. However, this research has shown that the relative effect of WS on the relationship between TTL and TV is weaker in those teams that experience higher levels of WS than those teams that experience lower levels of WS.

This research’s originality exists in its team-level conceptualization of WS, a gap in prior research addressed by this paper, in order to evaluate the interactive effects of team-level conceptualizations of transformational leadership and WS on TV. Further, this paper’s originality stems from the explanation of TV as the result of desirable balance between team members’ needs for within-team inclusion and within-team differentiation.

This study aims to explore whether frontline employees' service recovery performance as well as customers' recovery satisfaction (RS) act as mediating mechanisms that simultaneously transmit the positive influence of an integrated service recovery system (SRS) on customers' service loyalty (SL).

A total of 134 useable retail banking branch cases (including responses from 134 branch heads, 439 frontline employees and 941 customers) were used to test our model using the partial least squares structural equation modeling (PLS-SEM) approach.

Service recovery system, measured as a higher-order multidimensional construct, has a strong and positive influence on customers' SL. Besides, service recovery performance partially mediates, along with RS, the relationship between SRS and SL. Finally, customers' recovery satisfaction has the strongest influence on service loyalty.

This study strongly suggests that practitioners not only focus on implementing an effective SRS but also on leveraging service recovery performance and RS to build sustained customers' loyalty. Practitioners must provide more attention to training their frontline employees, reward and recognize employees and continually evaluate their employees' recovery efforts.

The role of frontline employees' service recovery performance and customers' RS as mediating mechanisms in transmitting the positive effect of SRS on customers' SL is investigated using the combined perspectives of social-technical system theory and interdependence theory.

The purpose of this paper is to advance research on the relationship between customer experience and customer loyalty by exploring the serially mediating roles of brand equity and customer satisfaction and the moderating roles of age, gender, education and family income in the retail banking industry.

A total of 500 responses of retail banking customers were used to test the model using the partial least squares structural equation modeling approach. Advanced statistical techniques, such as importance-performance map analysis and a joint application of FIMIX-PLS and PLS-POS, were used to gain new insights.

The study highlighted that the relationship between customer experience and loyalty is serially mediated by brand equity and customer satisfaction. Age, gender and education were found to be significant moderators in the customer experience–loyalty relationship. Age and gender were found to be significant moderators in the brand equity–loyalty relationship.

The study strongly suggests that practitioners not only focus on delivering exceptional customer experiences but also on providing leverage brand equity and satisfaction to build customer loyalty. Practitioners should focus on training their front-line employees to improve the quality of their behavior and relations with customers and thereby build customer loyalty.

To the authors’ knowledge, this is the first study to explore the mediating role of several variables sequentially and the moderating role of customer demographics in the customer experience–customer loyalty relationship.

The purpose of this study is to examine the effects of shared transformational leadership and its components on team viability and team satisfaction through the mediating processes of workplace spirituality and team trust, the emergent states of team processes.

This study is based on software project teams working in India’s information technology sector. The study adopts a cross-sectional research design to investigate the relationships between the study’s constructs.

This study shows varying effects of the components of shared transformational leadership on team viability and team satisfaction. The study has shown empirical evidence for the mediating role of workplace spirituality in the relationship between shared transformational leadership components and team effectiveness components. This study reveals the intervening roles of workplace spirituality and team trust in the relationship between shared transformational leadership as a unidimensional construct and team viability and effectiveness.

Team rewards and team autonomy can cultivate a sense of community and trust among team members. Team trust facilitates autonomy, and workplace spirituality helps develop connectedness among team members.

This study has contributed to the research discourse on team effectiveness by demonstrating that workplace spirituality and team trust act as mediators in the relationship between shared transformational leadership and team effectiveness. This study has shown the relative strength of the effects of the components of shared transformational leadership on workplace spirituality, team viability and team satisfaction.

This study addresses a central research question: Is individuals’ propensity to hide knowledge a “political phenomenon” among researchers in the Indian higher education institutions? Drawing upon social exchange and uncertainty management theories, the authors examine how a three-way interaction effect of perceptions of organizational politics, political will and political skill contributes to knowledge hiding. In addition, this study aims to develop a nuanced understanding of the knowledge hiding phenomenon in the Indian higher education context.

This study adopts a mixed-method study design with an explanatory sequential approach. The authors gathered data through a cross-sectional survey of 286 researchers (Study 1) followed by two focus group discussions (Study 2) involving 13 academic researchers from five Indian universities. The sample includes full-time faculty members, postgraduate and full-time doctoral students engaged in research.

The results of Study 1 indicate that researchers’ perceptions of organizational politics positively relate to their knowledge hiding. The findings of this study also suggest that the positive relationship between perceptions of organizational politics and knowledge hiding turns negative for individuals with high political will and high political skill. The focus group discussions (Study 2) explore significant predictors of knowledge hiding. This study unveils various characteristics of knowledge, knowledge hider, knowledge seeker and interpersonal dynamics as the key drivers of knowledge hiding in Indian academia.

The significant contributions of this study are to provide new insights into the relationship between organizational politics and knowledge hiding and to unravel the various factors that incite knowledge hiding among researchers in the Indian higher education context. This study is one among the few in the knowledge hiding literature to adopt a mixed-method research design with an explanatory sequential approach.

This study aims to examine the association between shared transformational leadership and workplace spirituality in teams. While articulating its theoretical propositions, this research draws on the theory of motivational effects of charismatic leadership based on the self-concept.

The paper has adopted the quantitative method and cross-sectional research design while examining the study’s variables’ multi-level relationship. The authors researched 141 project teams in India’s information technology setting.

This study shows that shared transformational leadership is associated with workplace spirituality. This research has also found significant within-team variance in team members’ workplace spirituality experiences.

The study’s results show that the information technology companies’ employees aspire to cultivate individual-specific meaning at work. Therefore, team leaders should strive to display transformational leadership behaviours to build individual-specific meaning and a sense of community among team members.

The study’s findings imply that shared transformational leadership can reduce individualistic utilitarianism and the resulting baneful impact of hedonism. Society can also benefit from shared leadership’s impact on individuals’ self-work integration as it will probably strengthen the “other-benefitting” behaviour instead of mere hedonistic orientation.

This paper has addressed the theoretical tensions regarding the role of shared transformational leadership in inducing employees’ inner life, meaning at work and sense of community. This paper helps us understand shared transformational leadership’s effects on individual workplace spirituality experiences.

The purpose of this paper is to advance the research on the relationship between developmental human resource management (HRM) practices and voluntary intention to leave among information technology (IT) professionals from the Indian IT sector by investigating the mediating role of affective commitment.

This study adopted a cross-sectional design at the individual-level of analysis. Data on the study constructs (i.e. developmental HRM practices, affective commitment, and voluntary intention to leave) were collected from 752 IT professionals from 17 Indian IT organizations from the city of Bengaluru through a web-based survey between February 2016 and March 2017. Further, this study used the confirmatory factor analysis technique to establish reliability and construct validity for the study constructs. Furthermore, this study tested the research hypotheses empirically through mediated multiple-regression analysis using the bootstrap procedure.

Empirical results of the present study suggest that espousal of robust developmental HRM interventions enhances affective commitment and significantly attenuates the voluntary intention to leave among employees. Further, the results of this study have indicated that the relationship between developmental HRM practices and voluntary intention to leave was partially mediated by affective commitment.

Past empirical studies on HRM – turnover discourse, in the IT sector, have predominantly examined the direct influence of HRM systems and/or internal labor market strategies on turnover intentions and actual turnover behavior. Rarely have the past studies in the IT domain attempted to examine the intervening role of employee attitudes in the relationship between HRM practices and employee-level outcomes. Addressing this gap, the present study enunciates the critical role of affective commitment and situates it as an important variable that mediates the relationship between developmental HRM practices and voluntary intention to leave among IT professionals in India.

This study explores the mediating influences of team reflexivity and workplace spirituality in the shared transformational leadership-team performance relationship.

Adopting the cross-sectional research design, this study collected data from 130 ongoing teams working in India's information technology (IT) sector. The study collected data on shared transformational leadership by adopting the referent-shift consensus method while collecting data on team performance from managers. Thus, the study explored the relationships among the constructs of this research by using multi-source data.

This study has shown that shared transformational leadership induces workplace spirituality and team reflexivity among team members. This research's results show that workplace spirituality mediates the shared transformational leadership-team performance and shared transformational leadership-team reflexivity relationships. This research has also demonstrated that team reflexivity mediates the shared transformational leadership-team performance relationship.

Necessity to facilitate relational job design changes, knowledge sharing, intellectual stimulation is the primary managerial implication of this study. This study also articulates the need to pay attention to create organizational conditions for the emergence of workplace spirituality.

This is the first study that has positioned shared transformational leadership and workplace spirituality as the antecedents of team reflexivity. This research has shown the value and limitation of team reflexivity in ongoing teams.

The purpose of this study is to investigate whether the earnings surprise influences decision to make earnings announcements during or after the trading hours is influenced by the earnings surprise resulting from the difference between consensus earnings estimates and the actual reported earnings.

Event study methodology was employed to test the hypotheses relating to earnings surprise and timing of earnings announcements. Twelve quarterly earnings announcements of 30 companies, drawn from BSE SENSEX of India, were studied to test the hypothesized relationships.

The study has found statistically significant differences in the market responses to the earnings announcements made during and after the trading hours. The market demonstrated a negative response to the earnings announcements made after the trading hours. Further, the results of the logistic regression have shown that the presence of significant earnings surprises is likely to induce firms to make earnings announcements after the trading hours. The results indicate that those firms that intend to reduce the overreaction and underreaction to earnings surprises are likely to make earnings announcements after the trading hours.

This paper highlights the market response to the earnings announcement made during and after the regular trading hour. Further, the paper examines if the earnings surprise influences the decision to announce the results.