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The complexity of citizenship behavior in organizations has long been a focus of research. Traditional methodologies have been predominantly used to address this complexity. This paper aims to tackle the problem using a cutting-edge technological tool: business process mining. The objective is to enhance citizenship behaviors by leveraging primary data collected from 326 white-collar employees in the Indian service industry.

The study focuses on two main processes: training and creativity, with the ultimate goal of fostering organizational citizenship behavior (OCB), both in its overall manifestation (OCB-O) and its individual components (OCB-I). Seven different machine learning algorithms were used: artificial neural, behavior, prediction network, linear discriminant classifier, K-nearest neighbor, support vector machine, extreme gradient boosting (XGBoost), random forest and naive Bayes. The approach involved mining the most effective path for predicting the outcome and automating the entire process to enhance efficiency and sustainability.

The study successfully predicted the OCB-O construct, demonstrating the effectiveness of the approach. An optimized path for prediction was identified, highlighting the potential for automation to streamline the process and improve accuracy. These findings suggest that leveraging automation can facilitate the prediction of behavioral constructs, enabling the customization of policies for future employees.

The findings have significant implications for organizations aiming to enhance citizenship behaviors among their employees. By leveraging advanced technological tools such as business process mining and machine learning algorithms, companies can develop more effective strategies for fostering desirable behaviors. Furthermore, the automation of these processes offers the potential to streamline operations, reduce manual effort and improve predictive accuracy.

This study contributes to the existing literature by offering a novel approach to addressing the complexity of citizenship behavior in organizations. By combining business process mining with machine learning techniques, a unique perspective is provided on how technological advancements can be leveraged to enhance organizational outcomes. Moreover, the findings underscore the value of automation in refining existing processes and developing models applicable to future employees, thus improving overall organizational efficiency and effectiveness.

Patriotism is often described as the “love of country” that individuals display in the acclamation of their national community. Despite the prominence of this sentiment in various societies around the world, organizational research on patriotism is largely absent. This omission is surprising because entrepreneurs, human resource (HR) divisions, and firms frequently embrace both patriotism and patriotic organizational practices. These procedures include (among other interventions) national symbol embracing, HR practices targeted toward military members and first responders, the adulation of patriots and celebration of patriotic events, and patriotic-oriented corporate social responsibility (CSR). Here, the authors argue that research on HR management and organization studies will likely be further enhanced with a deeper understanding of the national obligation that can spur employee productivity and loyalty. In an attempt to jumpstart the collective understanding of this phenomenon, the authors explore the antecedents of patriotic organizational practices, namely, the effects of founder orientation, employee dispersion, and firm strategy. It is suggested that HR practices such as these lead to a patriotic organizational image, which in turn impacts investor, customer, and employee responses. Notably, the effect of a patriotic organizational image on firm-related outcomes is largely contingent on how it fits with the patriotic views of other stakeholders, such as investors, customers, and employees. After outlining this model, the authors then present a thought experiment of how this model may appear in action. The authors then discuss ways the field can move forward in studying patriotism in HR management and organizational contexts by outlining several future directions that span multiple levels (i.e., micro and macro). Taken together, in this chapter, the authors introduce a conversation of something quite prevalent and largely unheeded – the patriotic organization.

The study explores the current research trends within the responsible leadership (RL) domain and proposes a future research agenda by conducting an extensive review of past research. The study aims to understand recent developments in theories, constructs and contexts in RL literature.

Scopus database is used for the data collection on RL and patterns from 1998–2022. In total, 138 articles were covered for a systematic literature review (SLR) of RL behaviors. Further, the search was extended, and 109 more articles were included for bibliometric analysis of RL using R software. In total, 247 papers were reviewed.

The results present the consequences and antecedents of RL behaviors with external and internal stakeholders. Literature also indicates that researchers are more attentive to empirical studies with internal stakeholders, such as responsible leaders' impact on employee outcomes. Among theories, stakeholder theory's normative integrative and instrumental perspectives are used with RL.

The first limitation of the study is that this study collected data only from the Scopus database and the choice of language was English. Future studies may use other databases, languages and keywords. Instrumental and integrative RL behavioral styles would help balance organizations' financial and social goals.

This research enhances the literature on RL by combining content and bibliometric analysis to develop a more systematic and comprehensive understanding of integrative and instrumental leadership behaviors.

Organizations’ culture and environment create a remarkable influence on the minds of the employees. Employees spend a lot of time at the workplace; hence, it is essential to take care of their happiness. Stressful workplace environment reduces the job satisfaction of employees which eventually leads to mental health issues. The study focuses on mapping the publication trends on happiness of employees at their workplace over the years. The mapping was done with the help of Scopus and VOSviewer. The study takes into consideration the research publication on workplace happiness since 2013 from Scopus database using ‘Employee Happiness at Workplace’ which showed around 104 publications related to happiness till Sept 2022. The database was refined and further analyzed by VOSviewer version 1.6.16. Though much research has been done on employee happiness and lot many scales are developed on the happiness index, but bibliometric analysis is yet to be carried out on workplace happiness, it's development, forms and factors. This analysis will bridge the gap of researchers and provide them directions to carry on the research for future.

The purpose of this empirical study was to test whether presenting organizational change in a way that enhances employee self-worth will result in increased employee support for the identified change. In doing so, we developed a new measure, which includes a novel baseline element.

Items were developed, and then categorical validation data were collected through an online cross-sectional survey in which 222 respondents (adults over 18 years of age, and at least 6 months tenure) participated.

Within the items, we framed the activation of self-worth bias as requests for employee comments regarding change efforts. Results indicate there is a difference between asking for employee comment on change efforts, compared to asking for employee comment on change efforts and also providing feedback considerate of that input.

This study explores and presents a convergence between behavioral economics, management and applied psychology research – using both self-worth bias, and organizational change management communications; no other such comparable study or analysis could be found during the preparation of this research effort. Furthermore, a novel measure and innovative method is presented for developing and measuring self-worth bias during organizational change management communications.

This study aims to use self-determination and social exchange theory to investigate how transformational leadership influences employees’ motivation for their work behaviors, with job autonomy serving as a mediator. This study hypothesized that transformational leadership could promote employees’ autonomy in performing their tasks, leading to the development of innovative work behaviors and organizational citizenship behaviors.

Using a multilevel approach, data was collected from 409 public service employees across 39 departments.

The findings indicate the significant impact of transformational leadership on shaping employees’ innovative work and organizational citizenship behavior. Notably, job autonomy emerges as a pivotal mediator, facilitating the positive effects of transformational leadership by empowering employees to explore innovative tasks beyond their prescribed roles, thereby enhancing team effectiveness and employee engagement.

This study’s originality lies in its innovative use of multilevel analysis to reveal job autonomy’s mediating role, offering fresh insights into promoting innovation and organizational in public service settings.

This study aims to identify the intermediate psychological mechanism – organizational identification – that links authentic leadership with follower’s organizational citizenship behavior (OCB). Moreover, it examines the moderating role of perceived organizational support (POS) in the relationship between authentic leadership and organizational identification.

This study uses a cross-sectional research design involving 356 employees from diverse corporations in South Korea. Data were collected using a structured questionnaire to measure perception of authentic leadership, organizational identification, POS and OCB.

The results indicate that organizational identification significantly mediates the relationship between the perception of authentic leadership and follower’s OCB. Furthermore, POS acts as a moderating variable, strengthening the relationship between authentic leadership and organizational identification. Specifically, followers who perceive strong support from their organization are more likely to develop a robust sense of organizational identification under authentic leadership, which in turn, enhances their OCB.

This study offers a novel integration of social identity theory and organizational support theory to examine how authentic leadership influences follower’s OCB. It is among the first to introduce organizational identification as an intermediary in this context and to investigate the moderating effect of POS. The findings provide valuable insights for managers aiming to cultivate a workplace culture that fosters organizational identification and citizenship behaviors, thereby enhancing organizational effectiveness. Future research directions are also highlighted.

Playful work design (PWD) is a set of proactive strategies implementing fun and self-challenge at work to actively create better work conditions. Following the job demands-resources theory, this study aims to investigate the effects of PWD’s dimensions – i.e. “designing fun” and “designing competition” – on task and contextual performance (Study 1) and on the dimensions of organizational citizenship behaviors (OCBs) – i.e. altruism, conscientiousness and civic virtue (Study 2). Furthermore, the present research investigates the mediating role of work engagement (WE) for both studies.

Two samples of 339 and 141 Italian workers participated by filling in a self-report questionnaire. Measuring models and hypotheses have been tested by structural equation models.

Results suggest that WE partially mediates the relationship of the “designing competition” subdimension of PWD with task and contextual performance (Study 1) and with conscientiousness and civic virtue of OCBs, while “designing fun” shows a positive direct relationship only with altruism (Study 2).

This paper contributes to expanding knowledge about PWD’s effectiveness in facilitating performance and positive behaviors. Furthermore, it disentangles the different effects of PWD’s dimensions on performance. In light of the results, both employees and managers should be aware of the beneficial consequences of introducing fun and self-competitiveness when completing their own work activities.

The personalities of leaders have been shown to impact the culture of their organizations and are also expected to have a more distal impact on the firm’s financial performance. However, the authors also expect that leader gender is an important intervening variable such that exhibiting various personality dimensions may result in unique cultural and performance-based outcomes for women and men leaders. Thus, the authors seek to examine first the impact of leader personality on organizational performance, as driven through organizational culture as a mediating mechanism. In doing so, the authors propose the expected impact of specific personality dimensions on certain types of organizational cultures, and those cultures’ subsequent impact on the organization’s performance. The authors then extend to consider the moderating effects of leader gender on the relationship between leader personality and organization. To support their propositions, the authors draw from upper echelons and implicit leadership theories. The authors encourage researchers to consider the proposition within a sample of the largest publicly traded US companies (i.e., Fortune 500) at an important era in history such that for the first time, 10% of these companies are led by women. In doing so, the authors hope to understand the leadership dynamics at the highest echelons of corporate governance and provide actionable insights for companies aiming to optimize their leadership composition and drive sustainable performance.

Financial technologies or FinTech have replaced traditional financial services. Large investments have been made in FinTechs but there is a gap between service providers and consumers. Due to the high diversity and speed of changes, people still do not understand the new financial system and resist it. The success of the transition requires providing an opportunity for citizens' participation which is expressed with the term, financial citizenship. This study aims to focus on the citizenship dimension of FinTech transition and wants to analyze the influence of citizens in transition with a focus on financial technologies.

This study analyzed financial citizenship in FinTech transition by using a qualitative research method and grounded theory. The data were collected through open interviews with 26 FinTech players in Iran. Then the three-step process of open, axial and selective coding was performed and the main categories and relationships between them were identified.

Surveys have shown that educating and informing citizens provides the conditions for engagement and the formation of financial citizenship. Depending on citizens' level of awareness, they can play a role in the FinTech transition as customers, feedback providers or demanders. Of course, the disruption level of financial technological innovation affects the level of citizens' engagement. Finally, the conceptual model of financial citizenship provided and the effect of citizen participation on the FinTech transition has been analyzed.

This study is based on the belief that it is the citizens’ right to have a role in matters that directly affect their well-being. This role is not only the role of the customer and the user but goes beyond and becomes a role where citizens as players would be able to influence the technological transition like other interested players (policymakers and service providers). This research integrates the transition literature and financial citizenship; and analyzes the FinTech transition according to the position of citizens against FinTech developments.