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This cross-disciplinary, empirical study aims to examine the phenomenon of organizational opinion leadership. Extant research concerning social capital and both referent and expert power suggests that informal opinion leaders within an organizational setting have the ability to influence their co-workers. This study focuses on the transformational leadership characteristics of idealized influence-attributed (charisma) and -behavior (role modeling). The social exchange aspects of the opinion leader–seeker relationship process are examined through an application of dyadic concepts found within leader–member exchange (LMX) theory. This study examines potential outcomes of opinion leader influence, specifically, opinion-seeker perceived organizational support (POS), affective commitment and normative commitment.

This study examines the dynamics of organizational opinion leader (OOL)–organizational opinion seeker (OOS) relationship to determine whether OOLs influence OOSs through role modeling and charisma, captured through the idealized influence aspect of transformational leadership. The OOL–OOS relationship is examined through the lens of LMX, commonly used to examine supervisor–subordinate exchange relationships. This study also examines whether OOLs’ idealized influence and OOL–OOS exchange relationships are related to OOSs’ perceived organizational support (POS) and both affective and normative commitment, and whether POS mediates their influence. Hypotheses are offered and survey data collected from a heterogeneous sample of 646 individuals is examined using structural equation modeling.

The results suggest that idealized influence consistently positively influences the outcomes. LMX-affect, -loyalty and -professional respect influence OOS perceptions of POS. Idealized influence and POS influence OOS affective and normative commitment. LMX-affect influences OOS affective and normative commitment, while LMX-loyalty influences normative commitment. LMX-professional respect slightly influenced OOS affective commitment negatively, suggesting that respect does not engender positive feelings and had no influence on normative commitment.

This interdisciplinary study integrates concepts found within marketing, political science and organizational literature works to shed new light on the informal influence organizational members have on one another, which furthers our understanding of both shared leadership and opinion leadership. This research provides another frame for the concept of shared leadership, suggesting that OOL influence occurs horizontally and vertically within organizations. The overall findings suggest that both the characteristics of opinion leaders and the quality of OOL–OOS relationships matter.

This research highlights the importance of recognizing and enabling organizational members whose opinions are sought by their peers. Organizational opinion leadership exists within organization and influences organizational members’ attitudes and perceptions. Therefore, it is a necessity that organizations understand the phenomenon and guide it, much as organizational culture is guided, so that it produces positive organizational outcomes.

Very little research exists concerning organizational opinion leadership. This study breaks new ground by developing theory, applying accepted constructs to the phenomenon and empirically testing the impact of opinion leadership.

In times of open and distributed innovation, many innovation activities that are important for firms' products and services take place beyond the boundaries of the firm and thus beyond firms' direct control. A prime example for this phenomenon is open source software (OSS) development, where multiple actors contribute to a public good, which is also integrated into company-owned software products. Despite the importance of aligning community work on the public good with own in-house development efforts, firms have limited options to directly control the OSS project or the project's outcome. This research reflects on resource deployment control, a control mode in which firms assign own developers to work for an OSS project to influence the OSS project, and tests hypotheses on individual developer levels.

This research tests the effect of perceived resource deployment control on opinion leadership by analyzing employed Linux kernel developers.

The findings show that developers who perceive being assigned to an OSS project to enact control also exhibit opinion leadership. This research also investigates boundary conditions such as the OSS business model a firm operates and the reputation developers assign to the developers' employer.

This research is the first that is devoted to resource deployment control, and the research closes with a discussion of implications for control theory and the management of innovation beyond firm boundaries.

This paper aims to analyze the contribution of the diffusion of innovation framework to eco-sustainability. It examines the interplay of organizational environment, innovation and innovation adopters’ characteristics on the diffusion of environmental sustainability.

The data for empirical validation were obtained through an offline survey from the hospitals. The proposed conceptual framework was tested using the hierarchical regression analysis technique.

The results show that diffusion of innovation characteristics and organizational environment significantly influence the environmental sustainability index. The adopters’ characteristics do not have any direct effect on the environmental sustainability but this effect becomes significant in the presence of a favorable organizational environment.

Focusing on innovations that offer an advantage over the existing processes, are compatible with the existing system, are uncomplicated and simple to implement and can be experimented before full implementation may greatly accelerate the adoption of eco-innovations in hospitals. Fostering an organizational environment where employees are encouraged and rewarded for contributing to sustainable innovations can play a substantial role in the implementation of environmental sustainability innovations.

This study is an original contribution as it advances the limited understanding of the predictors and moderators of environmental sustainability in hospitals.

The purpose of this paper is to address the advisability of innovation diffusion theory for enhancing the adoption/execution success rate in leading organizational change.

The study design involved an interpretive discussion of innovation diffusion theory and related research, followed by a review of influential models of organizational change management (CM). Through analysis and synthesis of the essential ideas and processes derived from both schools, this study conceptualized an integrated change diffusion model with practical and research implications.

The study findings were presented via an organizational change diffusion model and its phases with major considerations. Leading change should be a systematic but responsive process as visualized by a sequential but recursive flow of the phases; change could sustain with the spontaneous function of organizational dynamics; before-during-after diagnosis and evaluation would be fundamental to the success of change efforts.

This study recommended that future research empirically test the validity of this study’s conceptual arguments and attempt to further integrate innovation diffusion and CM research in many areas, including the change leader’s competencies. Extended research opportunities were presented as well.

This study suggested that change leaders concentrate resources on a few positively or negatively influential individuals and take advantage of communication networks to persuade and inform others to help with their change adoption. Change leaders were also advised to partner with formal/informal opinion leaders and facilitate each player’s proper role in the change diffusion efforts. An additional suggestion was that system-centric thinking should precede the individual-blame orientation in the root cause analysis of adoption/non-adoption (diffusion/non-diffusion) of a change.

This study offers value by enriching CM approaches in consultation with the research asset on innovation diffusion, which has been less capitalized upon in the organizational CM arena. Specifically, value added includes an encompassing consideration of both normative-reeducative and empirical-rational perspectives on individuals’ behavior change, a research-based conceptual extension of CM models, and consummative strategies for effective and efficient change interventions.

This study aims to identify the agile-sustainability readiness factors and analyze them in the context of health-care organization. In this study, agile-sustainability refers to “adapt to the changing environment and respond quickly by maximum using the resources as well as supporting the three pillars of sustainability”.

The “total interpretive structural modelling” (TISM) is used to examine the interrelationships of the identified readiness factors, and to classify the identified readiness factors based on its power to drive and depend on other factors, “Matrice d’impacts croisés multiplication appliquée á un classment (MICMAC) analysis” was used.

This study used a “literature review and experts’ opinion” to identify ten agile-sustainability preparedness characteristics. Organizational leadership, multi-skilled and multi-knowledgeable employees and decision-making autonomy were identified as critical elements in this study.

The research focuses primarily on readiness for agile-sustainability in health-care sector.

This research aids health-care administrators and managers in their decision-making. This study suggests that the evaluation of the readiness factors would promote in raising service standards, ensuring an agile and sustainable health-care operations. The readiness elements that support effective implementation of agile-sustainability in health care require a higher priority from health-care management.

This study created a structural model for health-care organizations based on the TISM-based preparedness for agile-sustainability framework, which is a novel effort for adopting agile-sustainability in health care.

This study aims to comprehensively analyse and synthesize existing studies that investigate the relationship between ethical leadership and organizational silence. This review also aims to provide a detailed understanding of the impact of ethical leadership on various dimensions of organizational silence.

This study uses a systematic review methodology, adhering to Preferred Reporting Items for Systematic Reviews and Meta-analysis guidelines, to explore the relationship between ethical leadership and organizational silence. Using the SCOPUS database, the search involved Boolean operators to narrow down relevant papers published in English between 2000 and 2023. Following a meticulous screening process, 10 papers were selected for review after removing duplicates and excluding non-English or irrelevant studies. The selected papers underwent a methodological quality assessment, ensuring focused research questions, precise subject selection methods, representative samples and reliable measurement instruments.

This study has led to two crucial findings. Firstly, the review has revealed that employees feel secure and motivated to share their opinions when leaders are ethical, which is essential from the perspective of organizational performance. Secondly, in a collectivist culture, employees generally do not express their views (prosocial silence) even though the leaders are ethical. However, in an individualistic culture, employees express their views and opinions on organizational matters even though leaders are ethical.

This research has three research implications. Firstly, the papers on the relationship between ethical leadership and organizational silence followed quantitative approach. Besides, there is a dearth of qualitative studies. Therefore, qualitative studies are urgently needed to understand the true nature of this relationship. Secondly, the relationship between ethical leadership and organizational silence in existing literature is inconsistent. Several studies have reported a non-significant relationship between these two constructs, which requires further investigation. Thirdly, most existing literature on the relationship between ethical leadership and organizational silence is concentrated in the manufacturing sector. Therefore, it is necessary to test this model, even in the services or other sectors.

To the best of the authors’ knowledge, this is the first study to have reviewed the impact of ethical leadership on organizational silence. This review provides insights into how ethical leadership can mitigate silent behaviour. In addition, this review suggests future research directions pertaining to the relationship between ethical leadership and organizational silence.

I. INTRODUCTION This study attempts to extend and expand previous research conducted by the Department of Marketing at Strathclyde on the adoption and diffusion of industrial products.

Employee voice behavior is an important source of corporate competitiveness but employees often face difficulties in voicing their opinions. This research analyzes how authentic leadership may increase psychological safety perceived by employees, consequently encouraging employees to actively share their ideas. In addition, the authors explore the unique concept of Zhongyong thinking, a way of thinking that is common in cultures rooted in Confucianism. The authors analyze how Zhongyong thinking may affect the relationship between psychological safety and employee voice behavior.

For the empirical analysis of authentic leadership and employee voice behavior in the Chinese context, the authors distributed surveys to employees working in various different industries in various provinces in China. The authors distributed 250 surveys in total and 213 surveys were used for analyses.

The authors' empirical analyzes illustrate that authentic leadership increases employee voice behavior, partially mediated by psychological safety. The authors also analyzed how psychological safety's effect on employee voice behavior could be moderated by Zhongyong thinking. The results demonstrate that the effect of psychological safety on voice behavior is weaker when employees are capable of exercising Zhongyong thinking.

Zhongyong thinking is still a relatively new concept that has not been studied thoroughly, and to the authors' knowledge, Zhongyong thinking has never been studied as a moderator in the relationship between psychological safety and employee voice behavior.

The main purpose of this study is to investigate the mechanism through voice behavior mediates the relationship between ethical leadership and employees' creativity. This study also examines the moderating role of psychological empowerment and innovative climate between ethical leadership and employee creativity.

We used a survey questionnaire to collect multi-wave data from 295 employees working in the IT sector to test the proposed hypotheses of this study.

The findings revealed that ethical leadership boosts employee creativity, and voice behavior mediates the positive relationship between ethical leadership and employee creativity. Moreover, the results confirm the significant moderating role of psychological empowerment on the relationship between ethical leadership and voice behavior. A positive moderation of innovative climate was also confirmed in the association between voice behavior and creativity. Employees with supportive innovative climate adopt creative behavior when they can voice their concerns freely.

Ethical leadership is a vital tool for fostering employee's creativity by providing autonomy to raise their voice at the workplace in the emerging markets.

This is one of the leading researches to emphasize the role of ethical leadership for employee creativity, and the key contribution is to discover voice as a potential mediator for ethical leadership and an innovative climate as a potential moderator in the relationship between voice behavior and employee creativity.