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The purpose of this study is to investigate the influence of organizational cynicism on prosocial voice and defensive silence and to verify the mediating role of workplace bullying in these relationships.

A cross-sectional survey design with a sample of 205 individuals was used in this study.

The hypotheses were confirmed as organizational cynicism plays a significant and negative influence on prosocial voice and a significant and positive influence on defensive silence. In addition, workplace bullying partially mediates both relationships.

This study contributes to a deeper understanding of organizational cynicism and workplace bullying influences on prosocial voice and defensive silence. It investigates a relationship that, to the best of the authors’ knowledge, has not been studied yet. It also contributes to the discussion regarding the close relationship between prosocial voice and defensive silence.

Although much attention has been paid to understanding employee resistance to reform, little study has been done to explore the effect of employee resistance to public service units' (PSUs) reform in China. To address this need, this work aims to investigate the antecedents of employee resistance to PSUs' reform, especially from the perspective of the heterogeneity of the employees' age.

This study considers the PSUs in Harbin, China, as an example and uses survey questionnaires to analyze the factors influencing employees' resistance when PSUs reform. Besides, the authors developed a research model based on the status quo bias theory, the equity-implementation model.

According to the applied research model, employee resistance to PSU change is primarily influenced by perceived switching costs and benefits. According to their age, this survey also confirms how the employees responded to the reform implementation.

The results of this empirical study inform suggestions for the sustainable development of PSUs and organizational transformations. Overall, this work advances the theoretical understanding of employees' resistance to PSUs’ reform, thereby offering practical insights for managing employee resistance during organizational change.

Overall, given that employee resistance emotion exists in an organization, this study offers theoretical and practical implications for change management strategies.

Based on the trait activation theory and social exchange theory, this study proposed a model of the impact of Machiavellian personality on organisational cynicism (OC) through the mediating effect of psychological contract breach (PCB) and the moderating role of leader-member exchange (LMX) quality in PCB and OC.

A three-time points survey involving 264 employees from China’s hotel industry was conducted using quantitative methods. Subsequently, a structural equation model was constructed.

The results revealed that Machiavellianism positively affects OC, and PCB plays a mediating role in this process. In addition, LMX quality can buffer the effect of the PCB on OC.

The study’s findings provide another insight into the relationship between Machiavellianism, PCB and OC. Managers must pay attention to the control of PCB and the establishment of LMX quality.

The study significantly contributes to hotel literature, as the Machiavellian personality subject has not been adequately investigated in the field to date.

The present study purports to unravel the mechanism in relationship among leadership behaviour integrity, organisational career development and employee engagement. Further, it also aims to understand if the employee feedback self-efficacy has any moderating influence on the relationship between leader behavioural integrity and organisational career development.

Pre-existing questionnaires are used for collecting data from a total of 417 employees working in the information technology industry operating within India. Analysis of the data is done using structural equation modelling technique.

Results of the study show that organisational career development partially mediates the relationship between leadership behavioural integrity and employee engagement. It is also found that feedback self-efficacy plays a moderating role in the relationship between leadership behavioural integrity and organisational career development.

The study helps to understand the mechanism of the relationship between leadership behavioural integrity and employee engagement through organisational career development with the support of ethical theory and social exchange theory. It also shows the moderating role played by feedback self-efficacy in the relationship between leadership behavioural integrity and organisational career development using social learning perspective.

This research aims to analyze the factors affecting the people's performance working in the health sector to improve the services the health sector provide to society and increase the efficiency of their institutions.

Conceptual model covering paternalistic leadership, employee creativity and psychological safety as an intermediary role has been suggested. A questionnaire was applied to 600 employees of three hospitals in Izmir voluntarily and 531 questionnaire data were obtained to test the proposed model. Statistical Package for the Social Sciences-23 and Amos-18 were the statistical software used to analyze the data.

The results suggest that paternalistic leadership positively affects employee creativity and psychological safety plays a mediating role in this relationship. While the effects of paternalistic leadership on employee resourcefulness are readily available, paternalistic leadership's mechanisms need elucidation.

Previous studies have addressed issues, such as employees' job satisfaction and organizational commitment, covering Far East countries. Yet, the present research's findings enhance the cultural understanding of the conditions, where the paternalistic leader affects employee creativity. Moreover, leader affects must have managerial contributions to institutions.

Although employee overqualification is a common occurrence in the workplace, most research has focused on overqualification at the individual level rather than at the team level. Drawing on social cognitive theory, this study aimed to uncover how leaders' perception of team overqualification influenced their cognition and follow-up behavior.

We performed two studies to test our model. In Study 1, we conducted an experiment to examine the causal relationship between leaders' perception of team overqualification and leadership self-efficacy. In Study 2, a two-wave field study was conducted to test the overall model based on a sample obtained from a steel company in China.

We found that leaders' perception of team overqualification reduced leadership self-efficacy, which in turn hindered leaders' empowering behavior. In addition, leaders' social face consciousness strengthened the negative relationship between leaders' perception of team overqualification and leadership self-efficacy, such that the relationship was more negative when leaders' social face consciousness was high rather than low.

Our study contributes to the literature on employee overqualification and its effects on leaders through investigation at the team level to show how leaders respond to overqualified teams.

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.

Previous studies show that the implementation of gender equality encounters resistance in military organizations, but it is often invisible or seen as confined to anonymous structures or troubled individuals. This paper aims to show how the Swedish Armed Forces (SAF) use organizational principles to resist implementing gender equality measures.

The study is a qualitative analysis of discursive strategies in the SAF’s 2013–2018 annual reports to government.

The organizing principles of instrumentality and distance, while existing in parallel with gender equality efforts, actually pursue logics that prevents the SAF from implementing gender equality. The principle of instrumentality in this context means that gender equality in the SAF is of secondary interest to organizational members. The principle of distancing from the problem includes strategies that alienate female from male officers.

The contribution of this paper is the finding that the use of organizing principles represents conscious organizational resistance to gender equality efforts. This kind of use needs to be revealed and criticized to change military organizations.

The purpose of this paper is to provide a dynamic, multi-faceted and multi-temporal model of organizational change capability (OCC) to better grasp the complexity of this construct which is still mainly defined through its facilitating conditions rather than its own characteristics.

Building on the literature on organizational learning, punctuated equilibrium, continuous transformation, organizational ambidexterity and dynamic capabilities, this paper critically analyzes the OCC construct by challenging the ways it is currently studied.

This paper highlights that OCC contains five dynamically and temporally interrelated dimensions: learning from past change experience, managing continuous change, managing episodic change, managing change without compromising core organizational activities as well as anticipating future change. A set of propositions that link the construct to its facilitators and outcomes are also suggested.

This conceptual analysis shows that recognizing the existence of tensions in change management constructs is crucial to gaining a deeper understanding of the complexities that organizations are facing today. In addition, by proposing a model both in continuity with the literature by adopting a dynamic conception of OCC, but also in discontinuity by shifting the focal point of analysis towards the essence of the construct rather than its peripheral variables, this research takes a step forward to tackle the remaining misconceptions around the interpretation of change capability.

The primary objective of this study was to understand the impact of Corporate Social Responsibility on Employee Green Behavior, examining the mediating role played by Green Human Resource Management Practices and the moderating influence of Employee Green Culture.

To accomplish this, a careful research approach was taken, using a thoughtfully designed random sampling method to encompass 300 banking employees, ensuring a robust representation of the diverse workforce in the banking sector.

The empirical findings identified green human resource management practices as a pivotal mediator and employee green culture as a significant moderator. It elucidated how the strategic implementation of green human resource management practices can act as an amplifier, strengthening the positive effects of corporate social responsibility on employee green behavior. This insight underscores the strategic importance of aligning human resource practices with sustainability goals to further enhance the environmental consciousness of employees. It was revealed that the presence of a nurturing organizational culture, one that encourages and supports environmentally responsible behaviors can significantly bolster the association between corporate social responsibility and green behavior among employees.

These findings underscore the essential role of organizational culture as a catalyst for the successful implementation of corporate social responsibility initiatives and the cultivation of a sustainable corporate ethos. This comprehensive research underscores the profound significance of corporate social responsibility, green human resource management practices and employee green culture in fostering and promoting environmentally responsible behaviors within the banking industry. These findings hold substantial implications not only for businesses but also for policymakers.