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This study aims at establishing the moderating role of self-efficacy in the relationship between organisational culture (OC) and organisational commitment in the perspective of institutions of higher learning in a developing country.

A cross-sectional design was used to obtain quantitative data from 572 academic staff in eight universities. The sample was selected following a simple random technique. The study data were analysed using SPSS version 23.

The study findings reveal that OC and self-efficacy influence organisational commitment. Further, self-efficacy moderates the relationship between OC and organisational commitment.

Universities should foster a culture that emphasises collaboration, open communication, inclusion, equity and staff development to increase organisational commitment. In order to build academic staff self-efficacy, universities should provide opportunities for training and development, mentoring, coaching, continuous performance evaluation, and regular feedback to stimulate academic staff's desire to remain committed to the institution. University administrators should look beyond traditional skills and competencies when recruiting future academic staff as their personal beliefs are essential to accelerating organisational commitment.

This study extends the current literature in organisational behaviour and provides a comprehensive understanding of the relationship between OC and organisational commitment using the Competing Values Framework. This study was also conducted in a developing country context, which can always lead to different results than studies conducted in developed countries.

This study aimed at investigating employee training, employee participation and organizational commitment (OC) and the moderating effect of workplace ostracism among bank employees.

The study used a descriptive and cross-sectional design with the aid of a standard scale constructed into a questionnaire. Cluster, convenience and simple random sampling techniques were used to select 1,067 respondents, of which 870 were deemed fit for the study. The theories underpinning the study were the social exchange theory (SET) and social identity theory (SIT). Four hypotheses were developed and tested using hierarchical multiple regression analysis, and moderation using PROCESS macro.

The study found that employee training and employee participation had a significant positive relationship with organizational commitment, while organizational ostracism had a significant but negative relationship with organizational commitment among bank employees. The study also found that workplace ostracism moderated the relationship between organizational climate and organizational commitment The study recommended that organizational commitment requires management training their workforce, allowing employee participation in decisions, and minimizing or outrightly eradicating the practice of organizational ostracism. It is, therefore, concluded that workers place great value on training and participation in decision-making and frown at organizational ostracism.

This paper fills in the gaps left by the paucity of empirical investigation of the moderating role that workplace ostracism plays between employee training, employee participation and organizational commitment – a feat that is lacking in developing countries. It serves as a reminder to management to prevent or entirely eliminate workplace ostracism to allay an employee's impression of being a threat to an organization when commitment is low.

This paper aims to review existing literature on the role of human resource management (HRM) practices in nurturing employee’s organisational commitment (OC), which subsequently promoting knowledge transfer (KT) within an organisation and propose a conceptual framework for future empirical research.

An extensive review of existing literature was undertaken in an attempt to build the conceptual model for KT.

The proposed conceptual framework illustrates the role of OC as a focal mediating mechanism in fostering KT. This paper identifies “high commitment” HRM (HCHRM) (e.g. staffing, job design, training and development, performance appraisal and reward system) as the factors influencing the development of OC, which subsequently affecting KT (i.e. knowledge sharing and application). Also, this paper integrates the potential moderating roles of leader-member exchange (LMX) between HCHRM practices-OC, as well as information and communication technology support in the OC-KT linkage into the proposed framework.

This paper presents a comprehensive view of fostering KT. However, the major limitation of this paper is that it remains at a conceptual level. Further empirical investigations would be helpful to test propositions, hence validating the proposed conceptual framework.

The proposed conceptual framework could serve as practical guidance for managers and/or practitioners in developing policies that will facilitate KT in business organisations.

While KT is often viewed as a single phenomenon, this paper considers the KT into two components (i.e, sharing and application) in accordance with the practice-based perspective on knowledge and behavioural approach to KT. In addition, the adoption of the general workplace commitment model in conceptualising KT could further validate its applicability in knowledge management research. Also, the integration of LMX as a moderator in the proposed framework could contribute to the scant research on LMX-related moderation models upon validation.

This paper aims to examine how the linkages between organizational commitment (OC) and five leadership styles, namely, authentic leadership, benevolent leadership, ethical leadership, moral leadership and spiritual leadership, have been investigated in the literature.

This systematic literature review applies a matrix method to examine the significant literature in leadership and OC, specifically considering themes of self-development, self-awareness, self-regulation, self-discipline and self-motivation necessary for individuals and organizations. The papers from Australian Business Deans Council, Scopus and Web of Science listed journals were reviewed. Forty-three peer-reviewed English publications from 20 journals were selected and analysed.

The synthesis of these empirical studies revealed that the relationship between OC and these leadership styles had primarily been mostly quantitatively investigated in many countries and sectors. Additionally, ethical leadership remains the most commonly researched style. Furthermore, there are mediating mechanisms and boundary conditions in the relationship between these styles and OC.

The literature search in this study was mainly focused on English articles only; therefore, some papers in other languages may not have been included. Additional qualitative studies based on these linkage themes need to be conducted in human resource development (HRD) contexts.

This review offers an overall picture of the existing knowledge of OC and leadership that will be fruitful for HRD practitioners to understand and replicate these concepts.

There are few systematic literature reviews on the relationship between OC and leadership styles. This paper is among the first systematic reviews to analyse how leadership has been associated with OC and provides potential research directions. HRD practitioners and academia should find the results of this study helpful.

This study aims to examine the effects of cosmopolitanism on organizational commitment (OC), with a particular focus on the mediating impact of the employees’ challenge-oriented and affiliation-oriented organizational citizenship behaviors within the United Arab Emirates (UAE). The researcher has adopted the theory of planned behavior, the theory of reasoned action and the social exchange theory as a theoretical foundation.

The quantitative (deductive) method is used. The primary data is collected using a cross-sectional questionnaire. The data collection process was administered across five months. A total of 800 questionnaires were distributed randomly to various business sectors and industries in the UAE. A response rate of 86.9% was achieved, leading to 695 complete and feasible questionnaires.

Statistical analyzes prove that cosmopolitanism was indeed a valid predictor of OC. Contrary to the expectations, and more specifically, the results revealed that diversity is not a predictor of both challenge-oriented organizational citizenship and OC. The current study indicates that global openness (GOP) is an insignificant predictor of OC. Most remarkably, the present study shows a partially substantial mediation effect of affiliation-oriented organizational citizenship between GOP and OC. Last but not least, challenge-oriented and affiliation-oriented organizational citizenship are significant full mediators between one-world consciousness, cultural acceptance and OC.

Globalization has dramatically increased the diversity of the workforce. This scenario has led to the creation of the concept of Cosmopolitanism. The UAE is a unique setting, given that the workforce in the region is globally diverse. Thus, this study is a unique attempt to bridge the gap between the rich Western theories and the under-researched Non-Western context, namely, the UAE. As each city has its local-rooted environment, one cannot argue that Cosmopolitanism inevitably ignores international orientation. This study explains the embedded factors that constitute Dubai city’s cosmopolitan community, where developments and emerging growing economic trends arise.

In the competitive business world, companies strive to be innovative, and to do so, they try to implement innovative human resource practices. Therefore, the authors propose an association between innovative human resource practice, organizational commitment, innovation performance and transformational leadership.

This study gathered data from 1,037 small- and medium-sized enterprises and implied partial least square structural equation modeling PLS-SEM using Smart PLS was adopted to test the hypotheses.

The findings reveal positive direct relationships between innovative human resource practices, organizational commitment and innovation performance. Moreover, organizational commitment positively mediates and transformational leadership significantly and positively moderates the relationship. Companies should use innovative recruitment and selection, performance management, and innovative compensation to enhance organizational commitment and innovation performance. In addition, the optimized organizational commitment aids in strengthening the connection between innovative human resource practices and firms' innovation performance.

Managers should also develop a sense of affiliation and attachment to increase innovation performance. The study contributes empirically to the literature on innovative human resource practices and their effect on organizational commitment and innovation performance.

This study aims to explore the impact of remote work (RW) on millennials’ organizational commitment (OC) by addressing four research gaps identified in existing studies. Drawing on social exchange theory (SET), the authors also investigate if millennials are well-suited for RW environment and how shared leadership (SL) and followership moderate the relationship between RW and millennials’ OC.

A survey was conducted involving 154 millennial employees. Confirmatory factor analysis and hierarchical multiple regression analysis were performed to investigate the moderating effect of SL and followership on the relationship between RW and millennials’ OC.

The results reveal that millennials’ OC increases with the degree of RW. Moreover, both SL and followership exhibited a moderating effect on the RW-millennials’ OC relationship, emphasizing their importance in shaping millennials’ OC.

While the effect of RW on individual-level outcomes remains controversial, this study sheds light on the positive impact based on millennials' characteristics and suggests strategies to strengthen their OC in remote working environments. However, due to the cross-sectional nature of our research, a longitudinal study would be valuable to provide deeper insights.

This study contributes to the field of organizational behavior (OB) by connecting millennials’ traits with SL and followership, offering valuable insights into strengthening their OC within the context of RW through the lens of SET. By addressing and filling the four identified research gaps, our research advances knowledge in the improvement of millennials’ OC within the RW environment.

This study aims to examine the constructs of job satisfaction and organizational commitment (OC) as the determinants of customer-perceived service quality in higher education context. It also explores the role of OC in mediating the dynamics of the relationship.

It applied the cross-sectional, ex post facto survey method to acquire data from 1,776 respondents at Aden University. Two sets of questionnaires on job satisfaction, OC and perceived service quality were filled out by 296 academic staff and 1,480 students. Data were analyzed using structural equation modeling.

The results showed that job satisfaction exercised a significant positive effect on OC and students’ perception of service quality (i.e. the quality of lectures delivered in class that shaped their learning experiences). OC also significantly affected students’ perception of service quality and partially mediated the effect of job satisfaction on perceived service quality.

The current research only investigated the outcomes of job satisfaction and did not cover critical antecedents of job satisfaction, such as employee training and development, rewards and benefits and the like. Its outcomes have important implications for managing the link between organizational practices and customers perception of service quality in higher education context.

The results have accentuated the importance of universities’ ensuring and increasing faculty’s job satisfaction and commitment if they seek to enhance students’ perception of service quality. Universities can do so by improving their organizational practices, which are expected to result in faculty well-being and improved working conditions.

The results have contributed new insights into the current understanding of the dynamics between and among job satisfaction, OC and customers’ perceptions of service quality. It has demonstrated how OC is shaped by job satisfaction and can influence the quality of services rendered by employees if they are happy and satisfied with the organization.

Drawing on the social exchange theory, the authors extend the high-reliability literature by examining employees' subjective experience of working in contexts engaging in mindful organizing (MO). Ultimately, they ask the question about how MO affects employees' attitudes and behavior toward work and organization, such us organizational commitment (OC), motivation to work and organizational citizenship behavior (OCB), in ordinary business settings. The purpose of this paper is to address this issue.

The authors surveyed 307 employees from various industries, using paper-and-pencil questionnaires. A series of hierarchical regression analyses and structural equation modeling were performed to test our hypotheses.

The authors found that MO is positively related to employees' affective and normative commitment to an organization, and that affective commitment is positively related to motivation to work and OCB. The study also reveals that the affective commitment has a partially mediating role in the MO – motivation and MO – OCB relations. Although several researchers argue that the effectiveness of MO may be higher in an uncertain environment, the authors’ study indicates that the environment does not moderate the relationship between MO and OC.

To the best of the authors’ knowledge, this study is one of the first attempts to explore the effects of MO in a traditional (i.e. nonhigh reliability) business context. Furthermore, their findings prove that MO not only leads to higher reliability and greater safety, as previous studies show, but it also positively affects performance-related attitudes and behavior.

Based on positive organizational scholarship, this study aims to examine the role of faculty engagement in mediating the relationship between quality of work-life (QWL) and organizational commitment. The paper also analyses how spiritual leadership moderates the relationship between QWL and faculty engagement.

The data was collected through structured questionnaires from undergraduate and postgraduate teachers working in various business schools across major cities in India. The sample was selected through the snowball sampling technique. The sample size was 486, and analysis was done through the structural equation modelling approach using the bootstrapping method.

Findings indicate that faculty engagement mediates the relationship between QWL and organizational commitment among teachers. Furthermore, results show that educational institutions that practice spiritual leadership support higher positive psychological and emotional states of engagement.

The paper provides an integrated model of engagement, commitment and QWL through a study of mediation and moderation effects and adds value to the psychology and workplace spirituality literature. There is the future scope for further generalizations of the model in different geographical contexts to analyse the influence of other leadership styles.

Furthermore, it would help educational institutions to design QWL strategies for engaging teachers psychologically, emotionally and cognitively by accelerating employees’ positive emotions and behaviours. Finally, the paper shows implications for developing the QWL strategies to create a committed and engaged workforce through spiritual leadership.

The paper contributes to the academic literature by investigating interrelationships among variables from a positive organizational scholarship perspective. The paper would help practitioners to comprehend the importance of spiritual leadership in educational institutions.