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The importance of employees’ job embeddedness perception in the airline companies has not been given the required attention. To recognise the role of frontline employees’ perception regarding job embeddedness, the present research aims to develop and investigate a model that examines the determinants and consequences of employees’ job embeddedness in airline industry. The current study also aims to enrich the literature on human resources in the fields of transportation service management as the lifeblood of tourism industry as a related service industry by providing a comprehensive framework and measurement scale regarding the social exchange theory.

The study used a survey among a sample representative of frontline employees operating in Egyptian airline industry across Egypt. In total, 870 questionnaires were collected and analysed using structural equation modelling using WarpPLS 6.0.

The results indicate that both supervisors’ support and employees’ advocacy have a significant effect on job embeddedness. In addition, it found out that job embeddedness has a significant effect on organisational commitment and employees’ intention to leave.

This paper is conceptual in nature regarding the social exchange theory in service related industries such as airlines and tourism.

The authors intend to use these considerations as a basis for future research implications for tourism small- and medium-sized enterprises in the Middle-Eastern and North-African region.

This paper contributes to the literature on social exchange theory by measuring factors affecting employees’ job embeddedness in the Egyptian airline industry, notably its related human resources as a service industry.

This study developed and empirically tested a comprehensive model of job embeddedness with its drivers and evaluated its impact on both organisational commitment and intention to leave. Such findings hold important implications for tourism small- and medium-sized enterprises in the Middle-Eastern and North-African region.

This study examines whether the relationship between ambivalence in leader-member exchange (LMX) and career commitment is influenced by organizational embeddedness as a mediating variable. There is also an investigation of when and to what extent job strain influences the conditional indirect effect between LMX ambivalence on career commitment via the mediator.

Data were collected from 1,134 accountants working in various disciplines. The PROCESS macro and a bootstrapping procedure were used to test and analyze the hypothesized relationships.

The results revealed that the direct relationship between LMX ambivalence and career commitment was partially mediated by organizational embeddedness. In addition, high levels of job strain through organizational embeddedness conditionally make the effects of ambivalence on career commitment stronger.

Organizations should motivate employees to tolerate uncertain situations at work and practice ways of maintaining a positive attitude. Training programs for employees to appreciate ambivalence and for leaders to be more behaviorally consistent and more effective in team communication should be considered.

This research is among the initial attempts to extend relevant knowledge in the fields of LMX quality and organizational embeddedness by identifying an important moderator that amplifies the structural relationship.

This study takes a unique perspective on the role of psychological contract breach, turnover intentions and off-the-job embeddedness in influencing the behavior of reluctant stayers. More specifically, reluctant stayers are defined as employees who are high on turnover intentions and off-the-job embeddedness. It proposes that employees who perceive psychological contract breaches are more likely to develop turnover intentions. Such breaches are expected to indirectly spur organizational deviance, with turnover intentions as the mediator. Finally, a moderated-mediation model is proposed where off-the-job embeddedness is expected to moderate the relationship between turnover intentions and organizational deviance.

Data were collected from 231 employees across the energy sector within the Caribbean nation of Trinidad, using a two-wave research design and a path-analytic approach.

The findings provide support for the propositions that perceived psychological contract breach predicts turnover intentions and that turnover intentions mediate the contract breach–organizational deviance relationship. Further, the proposition that off-the-job embeddedness moderates the relationship between turnover intentions and organizational deviance was supported by the sample data. Consequently, reluctant stayers (employees with high turnover intentions and high off-the-job embeddedness) responded to perceived psychological contract breach with higher levels of organizational deviance when they were more deeply embedded.

Limited studies have explored the behaviors of reluctant stayers, and hence this study adds to research on this emerging classification of employees. Furthermore, no study has yet explored the role of high turnover intentions and off-the-job embeddedness in creating reluctant stayers.

Based on the micro role transition theory (MRTT), the present study aims to explore how leader–follower congruence in psychological capital (PsyCap) affects followers' task performance and voice behavior, in which we uncover the mediating role of organizational embeddedness.

A survey was conducted in South China through a three-stage procedure, and finally, a dyad-structured sample of 62 leaders and 218 employees was matched. The polynomial regression method, response surface analysis and structural equation modeling were employed to test the effects of leader–follower PsyCap congruence.

(1) Followers' organizational embeddedness will be higher when leaders' and followers' PsyCap are more aligned; (2) followers' organizational embeddedness will be higher when leaders' and followers' PsyCap are aligned at a high level rather than when they are aligned at a low level; (3) followers' organizational embeddedness will be higher when followers' PsyCap is higher than leaders', compared to when followers' PsyCap is lower than leaders'; (4) organizational embeddedness mediates the relationship between leader–follower PsyCap congruence and followers' (a) task performance and (b) voice behavior.

This study emphasizes leaders' pivotal role in a process where followers' PsyCap affects task performance and voice behavior, and further extends MRTT through introducing organizational embeddedness as a mediator in such a mechanism.

Drawing upon conservation of resources theory, this study aims to explore how ethical leadership relates to subordinates' emotional exhaustion through the chain mediating effects of organizational networking behavior and organizational embeddedness.

Data were collected from 447 airport employees in China. PROCESS macro in SPSS was used to test the hypotheses.

Results indicated that ethical leadership is negatively correlated with emotional exhaustion; organizational networking behavior and organizational embeddedness play a chain mediating role in the negative relationship between ethical leadership and emotional exhaustion.

This study provides new insights into the association between ethical leadership and emotional exhaustion, and enriches the antecedents and consequences of organizational networking behavior.

This study aims to investigate the possible negativity of job embeddedness in developing countries. Operationally, the study aimed to configure the relationship between job embeddedness and cyberloafing with respect to both contextual (job satisfaction) and individual (internet addiction) factors.

Incorporating the conservation of resources theory and reactance theory into the theory of job embeddedness, the present study adopted a resource-based approach to job embeddedness to examine its main and moderated effects on cyberloafing in a three-way interaction model. With the focus on public organizations, 500 administrative employees from an Iranian university were surveyed using self-reporting measures, and the collected data were analyzed using partial least squares–structural equation modeling and hierarchical moderated multiple regression.

As predicted, job embeddedness was positively associated with cyberloafing; however, in contrast with predictions, job satisfaction had no inverse impact on the job embeddedness–cyberloafing relationship, and its role was limited to neutralizing the increasing effect of internet addiction.

Consideration should be given to how job embeddedness interacts with contextual and individual moderators to affect cyberloafing. In particular, this study implicated some practical procedures to provide employees with on- and off-the-job resources and avoid fighting over the organization's resources. Additionally, this study provides insights into embeddedness-satisfaction interplay to provide employees with propitious work conditions in line with organizational productivity.

There is little research on the association between job embeddedness and counterproductive work behaviors, and the findings are inconsistent. A review of the literature revealed no study addressing cyberloafing implications of job embeddedness. This study expands the literature by theoretically and empirically correlating job embeddedness and cyberloafing in a non-western developing country. Accordingly, the significance of this study is its capability in mitigating cyberloafing behaviors by promoting the adverse job embeddedness.

The purpose of this paper is to enable management decisions to develop innovation within an organisation by examining the relationship between job embeddedness (JE) and innovative work behaviour (IWB) while also considering the moderating effect of life satisfaction upon this relationship.

Data were collected from 213 employees of small- and medium-sized organisations in Thailand. Confirmatory factor analysis was conducted to assess the reliability of the measures and validity of the constructs. Multiple regression and PROCESS Macro techniques were used to test the direct and moderation effects.

The two components of JE, organisational and community embeddedness, were found to positively predict IWB. Additionally, life satisfaction was found to moderate the relationship between organisational embeddedness and IWB, but not the relationship between community embeddedness and IWB. At low levels of life satisfaction, the JE and IWB relationship was non-existent.

Organisations can potentially foster employee innovation by adopting strategies that seek to strengthen employee embeddedness in the organisation and in their community.

Studies on the effect of JE on IWB, particularly in small and medium enterprises and the influence of life satisfaction is sparse. This study redresses this imbalance in the knowledge base.

The study examined the relationship between psychological contract breach and organizational commitment and whether leader-member exchange and job embeddedness mediate this relationship.

The study adopted a quantitative approach and is based on a sample of 298 teachers in basic schools in Accra, Ghana. Participants completed surveys with standardized measures on psychological contract breach, job embeddedness, leader-member exchange and organizational commitment. Hypothesized relationships were tested using structural equation modeling in AMOS 21.0.

Psychological contract breach had a direct negative relationship with affective and normative commitment but had no significant direct relationship with continuance commitment. Psychological contract breach was indirectly related to affective and normative commitment through both job embeddedness and leader-member exchange, and indirectly related to continuance commitment through only job embeddedness.

Findings from the study suggest that employers' failure to fulfill their obligations to employees has significant potential cost to the organization, and underscore the need for managers, particularly in educational institutions, to institute measures to eliminate or minimize the occurrence of psychological contract breach.

The study contributes to research examining antecedents of organizational commitment as well as the mechanisms linking psychological contract breach to organizational commitment in the educational context.

This paper aims to examine the impacts of transformational leadership and employee proactive personality on service performance, the mediation role of organizational embeddedness and the synergies of transformational leadership and proactive personality within the proposed framework.

Data was collected following a time-lagged research approach. The study sample included 218 frontline employees and their supervisors from ten carefully selected five-star hotels in China. Structural equation modeling was employed for the data analysis.

Transformational leadership and proactive personality had positive effects on task performance and contextual performance via organizational embeddedness. The interactive influences of transformational leadership and proactive personality on task performance and contextual performance were found significant and negative.

Transformational leaders and proactive employees have been shown to exert a strong influence on excellent service performance, with organizational embeddedness playing a critical role.

This paper aims to apply the theoretical perspective of job embeddedness to delineate how organizations could bundle and implement specific HRD practices that cater to fit, connections and the psychological costs of leaving to influence employees’ organizational commitment.

Using a dual-study approach, the current research uses survey responses collected from two samples of working adults to test the theorized framework using structural equation modelling.

Replicated results reveal that on-the-job embeddedness predicts affective commitment. There was no association between embeddedness at the community level and organizational commitment in either study.

This research offers a fresh perspective to explore the direct influence that embeddedness has on organizational commitment in the context of HRD practices.