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Digitalization and flexibility of workplaces as aspects of new ways of working are associated both positively and negatively with employees’ well-being. However, the mechanisms behind this relationship are not clear yet. We present work intensity as a link between new ways of working and psychological well-being. Furthermore, we address two job resources to alter this association: autonomy and boundary control.

Overall, 1,099 employees of a public administration organization participated in the survey and answered a web-based questionnaire. The organization was in the transition to new ways of working including the introduction of a digital filing system and remote work.

The results of regression analyses provided evidence that flexibility and dissolution of boundaries were positively related to work intensity, which in turn was associated with emotional exhaustion and work engagement. Thus, new ways of working were negatively associated with psychological well-being, mediated by work intensity. Further analyses revealed that the job resources of autonomy and boundary control moderated the relationship between flexibility respectively dissolution of boundaries with work intensity. Thus, these job resources acted as buffering factors and mitigated the association of new ways of working with work intensity.

The results indicated that work intensity could be perceived as a conceptual bridge between new ways of working and psychological well-being providing a promising target variable for the deployment of job resources to preserve employees’ well-being.

Employee’s innovative behavior as a team allows the organization to achieve its goals; however, team green creativity requires transformational and entrepreneurial leader support. Therefore, the study explores the impact of green transformational and entrepreneurial leadership on team innovative behavior and green new product development with the mediating role of team green creativity.

A survey was conducted to collect data from 455 employees working in the hospitality industry via a self-administered questionnaire, and hypotheses were analyzed using the partial least squares structural equation modeling PLS-SEM technique using Smart-PLS 4.0.

The results indicate that green transformational and entrepreneurial leadership styles positively and significantly affect team innovative behavior and new green product development performance. Furthermore, findings show that team green creativity partially mediates the relationship between green transformational and entrepreneurial leadership on team innovative behavior, and new green product development performance.

The results of this study provide insights to hospitality professionals pursuing the improvement of team innovative behavior and new green product development performance through team green creativity and leadership styles.

This study is useful for organizations that target new green product development performance and establish higher green innovative behavior cohesively among its team members through these robust leadership styles.

This study is the first attempt to provide a valuable contribution to the growing field of green leadership styles on team innovative behavior and new green product development performance through team green creativity.

Effective voice behavior in healthcare workers is critical for patient safety, quality improvement and workforce well-being. A review of the literature on voice behavior in healthcare highlights that little is known about the voice behaviors of new graduates in allied health and that current theory, from medical and nursing research, does not adequately apply to this sector. New knowledge about voice behavior for this sector of the workforce will support education and healthcare institutions in building and sustaining a healthy voice behavior culture.

This paper reports on phase two of a two-phase study looking at the voice behavior experiences of new allied health graduates over one year. Using a realist perspective and narrative analysis, we uncover and illustrate what works, with whom and under what conditions.

Four synthesized narratives outline the contexts and mechanisms that result in different voice behavior outcomes – speaking up effectively, speaking up with unmet expectations, not speaking up and a reduction in speaking up over time. Experiences of positive interprofessional collaboration and reflective supervision supported effective voice behavior.

This study used a case study approach, focusing on healthcare providers within a large New Zealand city and a cohort of 10 participants. Some researchers argue that small numbers limit the generalization of findings to different populations. Realists argue that, given the way in which knowledge is developed using realist methodologies, the resultant theory is portable. Interviews were conducted online during the COVID-19 pandemic. This may have impacted the connection between the interviewer and interviewee, causing the interviewees to not express their true thoughts. However, the interviewer did take time to connect with the interviewees and build trust over the three interviews over one year. Participants did not capture the diversity in the allied health workforce – most identified as female and none identified as Māori/Indigenous. And finally, participants could inhibit or exaggerate information due to the influence of social desirability. This does not appear to be a significant limitation in this study, given the many examples shared by the participants highlighted their challenges.

This study provides an in-depth exploration of how new graduates in allied health experience speaking up. Our findings enrich the knowledge of speaking up by using synthesized narratives to provide insights into what factors can enable a healthy speaking up culture within the new graduate allied health workforce. This is new knowledge that will be of interest at the individual, team and organizational levels of healthcare. The findings will support curriculum design and new graduate support frameworks for the education and health sectors. Highlighted in this study are the importance of the following factors in supporting speaking up for allied health new graduates: the employment of reflective supervision, purposeful facilitation of team belonging and interprofessional collaboration and tailored speaking up training for allied health new graduates and leaders in healthcare.

By taking a realist perspective and using narrative analysis, we gain an understanding of the voice behavior experiences of new graduates in allied health and the contextual factors and mechanisms that activate effective voice behavior in sub-acute and rehabilitation settings. These findings differ from nursing and medicine and highlight the benefits of reflective supervision and interprofessional collaborative practice.

In the wake of the COVID-19 public health crisis, organizations have increasingly adopted new technologies and new working modalities (e.g. teleworking, smart working and remote working). However, these important changes led to increased work-related stress for employees who are not always able to cope with the actual intrusive digital professional reality. This work identifies the negative effects of technology and new work modalities on employees’ well-being. It suggests remedies based on real-life examples to meet employees’ emerging needs in the post-COVID-19 era.

Semi-structured interviews with a variety of workers in different organizational contexts and positions were used as support for our recommendations. In particular, we had representation from managers, human resource (HR) officers, employees, psychologists, consultants and coaches.

The paper identifies eight specific negative effects of technology and new work modalities, such as inability to cope with stress, negative physical consequences, smart working fatigue, breaking down of the boundaries between private and professional life, decrease in work-life balance, hyper-connection, psychological and psychosomatic symptoms and burnout syndrome. Moreover, the paper proposes timely remedies, including enhancing leaders’ awareness, the right to disconnect and rethinking HR policies.

It offers practical insights and encompasses views from various internal stakeholders (HR officers, senior managers, managers, subordinates and an organizational counselor) and external stakeholders (psychologists, consultants and coaches). The paper concludes with experience-based tips, highlighting the need for digital leadership to be able to both manage performance and guarantee people psychological safety at the same time. The remedies suggested are “ready-to-use” best practices to implement for safeguarding the health of employees.

This research is not only pertinent for managers grappling with these challenges in their everyday work but also valuable for scholars seeking to deepen their understanding of the topic through practice-based evidence. Furthermore, it significantly contributes to the literature as, while previous works have only analyzed findings singularly, this work is focused on the different perspectives of different internal and external stakeholders, offering a more comprehensive overview. Originality lies precisely in having taken into consideration the point of view of many actors with different roles and backgrounds.

Building on social exchange theory (SET), the main aim of this paper is to empirically study the impact of high-commitment work practices (HCWPs) systems on radical innovation. Additionally, the paper examines the mediating roles of employee innovative work behaviour (IWB) and knowledge sharing (KS) in the relationship between HCWPs and radical innovation.

Using a survey questionnaire, data were collected from employees working in pharmaceutical, manufacturing and technological industries in Jordan. A total of 408 employees participated in the study. Structural equation modelling (SEM) using AMOS v28 was employed to test the research hypotheses.

This research found that HCWPs in the form of a bundle of human resource management (HRM) practices are significant for employee IWB and KS. However, similar to previous studies, this paper failed to find a direct significant impact for HCWPs on radical innovation. Rather, the impact was mediated by employee IWB. Additionally, this paper found that HCWPs are significant for KS and that KS is significant for employee IWB.

Distinctively, this paper considered the mediating effect of employee IWB on radical innovation. Extant research treated IWB as a consequence of organisational arrangements such as HRM practices; this paper considered IWB as a foundation and source for other significant organisational outcomes, namely radical innovation. Additionally, the paper considered employees' perspectives in studying the relationship between HRM, KS, IWB and radical innovation.

This paper primarily aims to identify the multilevel learning processes emerging from abrupt telework implementation in a public knowledge-intensive organization (KIO) amid the COVID-19 crisis.

This single-case process research was guided by interpretivist epistemology. Empirical data from documentary research and 41 interviewed managers were processed by inductive qualitative analysis using the multilevel learning theoretical model.

Eight types and three modes of learning processes during the COVID-19 pandemic were identified in a public KIO, iteratively emerging in multilevel learning dynamics during the compulsory adoption of telework and replacing the face-to-face work mode conducted since its foundation.

As insider researchers, while daily and privileged access to the field was obtained, it also demanded their continuous effort to maintain transparency and scientific distancing; conceptual results are restricted to process theorisation studies, specifically the 4Is theoretical model in the scope of crisis learning process studies concerning KIOs.

This study provides evidence for managers to adopt interactive dynamics among eight multilevel types and three learning modes of emergent learning, developed during the COVID-19 pandemic, and support learning practices’ implementation and routinisation across three organizational levels in crisis situations. In addition, evidencing emergent types of learning enables organizational learning (OL) researchers to examine how organizational structures and work practices either promote or inhibit different learning types and impact multilevel learning when adopting teleworking during a crisis.

This research has theoretical value in two ways: (i) Providing empirically supported knowledge: This involves understanding multilevel learning processes resulting from emergent learning in a public KIO that abruptly adopted teleworking during a crisis context; (ii) deepening process theorization studies on OL: To achieve this, we enhance the 4I model by incorporating eight types and two modes of learning processes. These processes iteratively emerge from the individual and group levels towards the institutional level in a public KIO.

This study aims to explore the effects of remote work on employee productivity and innovation and how these effects are moderated by knowledge sharing and digital business intensity.

The study draws on survey data from a random sample of 231 remote workers across the USA. The analysis and empirical validation of the research model used partial least square.

The results demonstrate a positive association between remote work and employee productivity. In addition, the findings present empirical support for hitherto anecdotal evidence regarding the impact of remote work on innovation. In particular, the study notes that knowledge sharing and digital business intensity amplified the positive relationship between remote work and employee productivity. The results further revealed that the positive link between remote work and innovation was stronger in the presence of knowledge sharing.

The study contributes to the ongoing inquiry into remote work by drawing on the knowledge-based view as an underlying lens to understand the consequence of remote work. Identifying knowledge sharing and digital business intensity as moderators of the linkage between remote work and employee productivity is an important contribution, especially when researchers and practitioners are trying to understand the business value of working remotely. Furthermore, to the best of the authors’ knowledge, this study is the first to identify knowledge sharing as a key mechanism that strengthens innovation outcomes in a remote work environment.