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This paper aims to investigate how chief executive officer (CEO) responsible leadership impacts corporate social responsibility (CSR) and organization performance by considering diverse organizational climates (including ethical, service and initiative climates) as mediators and CEO founder status as a moderator.

This study analyzed survey data from 212 service organizations in China with structural equation modeling.

The results clearly established that CEO responsible leadership played a crucial role in augmenting both CSR and organization performance by shaping positive organizational climates. Notably, CEO responsible leadership significantly fostered ethical, service and initiative climates. Furthermore, an ethical climate promoted CSR and organization performance, whereas service and initiative climates specifically enhanced organization performance. Additionally, responsible CEOs with founder status exhibited a higher propensity for enhancing ethical, service and initiative climates within service organizations.

Service organizations should take measures to build CEO responsible leadership, especially for CEOs with founder status. Furthermore, service organizations should motivate employees to reach consensus on ethical conducts, superior service and proactive approach to work.

First, the findings on CEO responsible leadership’s effects on CSR and organization performance extend the research on responsible leadership outcomes. Second, this paper adds to responsible leadership literature through exploring the mediating effects of ethical, service and initiative climates. Finally, the finding on the moderating role of founder CEOs offers a novel perspective regarding the boundary condition of the effects of CEO responsible leadership.

Despite the fact that previous studies have identified a possible mediator (organizational climate) in the HRM practices-HR outcomes link, the role of organizational climate as a mediator has, however, not been accorded the respect it deserves in the HRM practices-HR outcomes relationship. Moreover, studies on organizational climate are still scarce and have often focused on western organizations. The purpose of this paper, among others, is to examine the direct effect of HRM practices on the HR outcomes within the context of Libyan organizations. It further investigates whether organizational climate mediates the influence of HRM practices on the HR outcomes within the context of Libyan organizations.

This paper uses multiple regression analysis on a sample of Libyan organizations.

Regarding the findings, first, the paper finds that organizations that adopt HRM practices, such as performance appraisal, compensation and rewards and HR planning achieve significant HR outcomes. The finding also indicates that recruitment and selection and training and development are not good predictors of HR outcomes in the organization. Finally, the study reveals that the influence of HRM practice dimensions such as performance appraisal, compensation and reward and HRP on organizational performance is mediated by the presence of organizational climate; on the other hand, organizational climate fails to mediate the influence of both recruitment and selection and training and development on the HR outcomes. This study suggests that not all HRM practices are influenced by organizational climate of the organizations in Libya, and this may be due to the present environmental situation in Libya.

The study is deemed as an initial attempt to investigate the mediating effect of organizational climate on the relationship between HRM practices and HR outcomes in the Libyan public organizations. This finding acts as a springboard for further research and a wake-up call to the organizations in Libya to evaluate the importance of organizational climate in achieving HR outcomes in a volatile environment.

Organisations have to be ambidextrous to survive in modern times. This study, therefore, aims to investigate the influence of contextual leadership on exploratory and exploitative innovation. Environmental dynamism was the moderator in this relationship, and innovation climate was the mediator.

The research design was a quantitative study, using a Web-based survey questionnaire, which consisted of valid and reliable scales. There were 1,204 respondents who completed the survey. Analyses included reliability, validity tests and structural equation modelling to test the hypothesised relationships among the variables.

The results show that exploitative and exploratory innovation is predicted by the innovation climate, which in turn is predicted by contextual leadership. The findings include a slight moderating effect of environmental dynamism on these relationships. The results suggest that contextual leadership is a significant predictor for improving innovation climate.

As contextual leadership explains 33% of the variance in organisational climate, companies can benefit from developing their leaders to create climates that promote innovation. At increased levels of environmental dynamism, innovation efforts should increase.

Contextual leadership is a crucial element to build innovation-friendly workplaces. The study addresses the gap in research on the influence of contextual leadership on exploitative and exploratory innovation with the mediating and moderator effect on this relationship.

This paper seeks to measure the relationship between organizational climate (OCL) with organizational commitment meta‐analytically and the moderators influencing them.

A meta‐analytic research method was used in this research to determine the strength of relationship, fail safe n and presence of heterogeneity in study.

The unfavourable OCL (Case 2) (k=40, n=66,318) is correlated negatively with organizational commitment with confidence interval range varying from −0.552 to −0.562. The favourable OCL (Case 1) (k=89, n=53.865) is correlated positively with confidence interval range varying from 0.509 to 0.521. This research reviewed 106 valid studies after screening from 256 studies. Ten moderators were utilized to see the degree of change in relationship. Case 1 had four moderators namely gender, tenure, age, educational background, while for Case 2, there were two major moderators namely tenure and age.

The conclusions of this research are limited to employees based in organizations located in the USA and as such cannot be generalized for very dissimilar countries/cultures.

To minimize the unfavourable OCL, role conflicts, supervisor employee relations, leadership styles, decision making needs to be minimized and focus should be more on favourable climate enhancing variables in order to have substantial employee organization commitment or employee retention.

This study combines the previous available research on relationship between OCL and organization commitment and strives to find the study‐based moderators for comprehension of meta‐analysis results.

The purpose of this paper is to explore the effects of ethical climate types on two components of organizational trust, i.e. trust in supervisor and trust in organization.

A sample of 178 managerial employees from seven hospitals in Poland was used to investigate the specific relationships between ethical climates (i.e. egoistic, benevolent, and principled) and trust in supervisor and trust in organization. Structural equation modeling was used to explore the relationship between ethical climates and the two trust components.

It was found that egoistic climates were negatively associated with trust in organization and trust in supervisor, whereas benevolent climates were positively associated with trust in supervisor and trust in organization. No support was obtained for any sort of association between principled climates and either of the two trust components.

Future research should examine the role of trust as a mediating variable in the relationship between ethical climates and variables such as commitment or productivity or satisfaction. Future research should also examine different national and work contexts to test out these relationships.

Managers and organizations should try and establish benevolent ethical climates as opposed to egoistic ones, in order to bolster levels of trust among their employees.

The findings of this paper are unique and original because this is the first study to suggest a relationship between ethical climate types and the two trust components. The value of this study is that it provides managers and organizations with a way by which they could potentially increase levels of trust among their employees.

Diversity management is gaining attention in the organizations. This study aims to theorize and test a model linking efforts to support diversity and organizational value of diversity with job satisfaction and organizational identification and to propose that these relationships are mediated by an organization’s diversity climate.

Employee survey was used to collect data from employees at an Australian manufacturing organization. Structural equation modelling in AMOS was performed for the proposed model, controlling for age and gender.

The mediating role of diversity climate in the relationship of organizational value of diversity and outcomes (job satisfaction and organizational identification) is significant. The authors discuss theoretical, research and practical contributions.

The present study extends the literature by testing a mediation model derived from the signalling and social exchange theories.

The purpose of this paper is to investigate the relationship between complexity leadership and contextual ambidexterity as well as the mediating effect of organisational innovation climate in this link. This study is an answer to a call on which leadership approach and mediating factors can meet today’s seemingly contradictory challenges of efficiently managing business demands, while simultaneously searching for new opportunities.

The researchers analysed 1,204 usable survey responses from employees of South African organisations. Analysis was in the form of structural equation modelling. Mediation analysis was carried out on estimates of the indirect effect.

Results show that complexity leadership was a strong predictor of innovation climate; in turn, innovation climate positively impacts exploratory innovation by 64 per cent; complexity leadership and innovation climate positively affect exploitation by 57 per cent. The innovation climate plays a total mediator role between complexity leadership and exploratory innovation and a partial effect on exploitation.

This study gives human resource management (HRM) insight into strategically directing leadership recruitment and development towards creating an organisational climate to enhance ambidexterity. HRM must conduct regular climate surveys to ascertain whether current leadership is creating an environment that enables exploratory and exploitative innovation.

The authors’ contribution includes a theoretical contribution to the emerging field of complexity leadership by offering conceptual as well as empirical evidence of its role in ambidexterity. This study extends previous research in highlighting organisational climate’s mediating role of being open to new ideas to enable exploratory innovation.

Employee turnover, building a positive corporate image and ethical lapses in the corporate world demand business leaders to perform their jobs with a higher sense of responsibility. This study aims to investigate the mediating effect of ethical climate and corporate image by using the corporate social responsibility theory and social identity theory.

A sample of 280 employees from the banking sector of Pakistan was collected through a questionnaire-based survey by using the convenience sampling technique. The structural equation modeling technique using Smart partial least square was used to test the hypothesized model.

The findings of the study affirmed a significant positive correlation between responsible leadership and ethical climate and ethical climate is significantly positively correlated with corporate image. Meanwhile, the corporate image is negatively correlated with employees’ turnover intention. Results further corroborate ethical climate mediating effect between responsible leadership and corporate image and corporate image likewise mediates between ethical climate and employee turnover intention.

This study enriches the present literature on the subject of responsible leadership, ethical climate, corporate image and turnover intention from the employee’s point of view. Elucidating from previous studies, most of the investigations about the corporate image was conducted from the customers’ perspective and there has been a scarcity of studies focusing on employees’ perspective.

This study guides a value proposition that is concerned with the turnover of employees for human resource professionals from the banking industry. It explores a new dimension of the debate on employee turnover intention.

This study marks the first step toward corporate image as an organizational behavior construct by demonstrating that corporate image impact turnover intention. This study tests a model that demonstrates the role of ethical climate and corporate image in the linkage between responsible leadership and employees’ turnover intention.

The purpose of this study is to explore the effects of two independent variables, creative climate and learning organization, on innovation separately and simultaneously.

The methodology used was multiple regression analysis executed on the data collected. Apart from that, the study also used T‐tests to compare the means of variables between the randomly selected local organization and MNCs. ANOVA was also conducted to compare the means of the variables between three different employee categories of job levels, namely the top, middle/lower management and supporting staff.

The results indicated that both learning culture and creative climate contributed 58.5 percent to the explanation of the observed variances in the innovation construct. The learning organization culture separately was found to have a significantly stronger relationship with innovation (r=0.733) than did the organizational creative climate (r=0.473). This implied a larger contribution from the learning organization variable towards innovation. The findings also showed that there were no significant differences in the mean scores (P>0.05) among the three organizational job levels included, namely the top management, middle/lower management and staff, in the members' perceptions of innovation, creative climate and learning culture. The study also found no significant differences in the mean scores (P>0.05) among the small, medium, large and very large organizational population sizes in the members' perceptions on innovation, creative climate and learning culture.

The study involved a sample of 18 private organizations selected at random from a list of 165 organizations across various core businesses. The instrument used for innovation is developed by the researcher, validated by post hoc factor analysis involving 259 respondents.

The purpose of this study is to ascertain whether there were differences in how one public and two private South African organizations created a learning climate.

This article is based on a survey and comparative analysis of specific departments in a chemical and gas company, an insurance company, and a semi‐private state‐owned organization (SPSOO) to establish dimensions that foster the creation of a learning climate.

The findings indicated that management support, autonomy and responsibility, time, the opportunity to develop, and guidelines to access information were pivotal in the creation of a learning climate and varied across organizations.

The results indicated that variations across departments within each of these three organizations relating to employees' perceptions of a learning climate were not considered.

The study revealed that a learning climate can be created in different types of organizations through organizational, group and individual drivers. It further revealed that the strategy in creating a climate of learning should be aligned with the organization's structure, culture and goals.

This article makes a contribution to the literature on talent development in organizations as it indicates that different strategies can be utilized in successfully creating a learning climate in different types of organizations.