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The mergers and acquisitions impact the firm’s marketing strategy to target the potential market. To compete with conventional banks, Shariah banks have accommodated financial technology (Fintech) and digitalisation to retain existing customers and attract potential customers. Furthermore, this study aims to analyse the role of organisational trust and commitment in mediating the effect of perceived organisational support and managers’ perceptions of the readiness for Shariah-compliant Fintech adoption.

To obtain information, 115 managers from Shariah bank in Indonesia were surveyed. The data were then analysed using PLS-SEM with SmartPLS software.

Perceived organisational support became crucial in improving readiness to adopt the digitalisation initiative and adhere to Shariah norms. Moreover, organisational trust and commitment fully mediated the effect of perceived organisational support and manager’s readiness to change towards Shariah digital bank.

Adopting Fintech and its services can offer better value to customers. Digital technology has supported the merger acquisition of Shariah bank to reduce operational costs and improve productivity and service quality. The Fintech adoption in Shariah banks needs to align with a marketing strategy that can add value, offer efficient services and ensure that all transactions are safe, transparent and Riba-free (interest charged on financial transactions).

From Shariah bank’s perspective, the role of organisational support in Fintech adoption is limited, and there is a lack of studies investigating managers’ readiness to change in post-merger and acquisitions. This study sheds new light on how Shariah banks must offer Fintech services and adopt digital technology to remain relevant and competitive. This study provides evidence of Shariah-compliant bank readiness and organisational support and commitment enablers using two mediating mechanisms. Properly adopting Fintech can provide superior service and Shariah-compliant banking services.

The purpose of this study is to investigate the impact of organisational socialisation tactics, namely, context-based, content-based and social-based tactics, on affective commitment by the mediating role of perceived organisational support.

A quantitative study was conducted using a judgmental sample of 119 newcomers with one-year experience or less in Jordanian small and medium-sized enterprises. The collected data were analysed using bootstrapped procedure by the partial least squares-structural equation modelling.

The empirical results show that perceived organisational support plays a crucial role in mediating the relationships between socialisation tactics and affective commitment. Specifically, both social-based tactics and content-based tactics have a significant indirect effect on affective commitment through perceived organisational support. However, context-based tactics do not directly or indirectly influence affective commitment or perceived organisational support significantly.

To the best of the authors’ knowledge, this study is among the first studies in the Jordanian context that investigate the relationship between organisational socialisation and affective commitment by the mediating role of perceived organisational support, thus adding originality to the existing literature. Furthermore, this study contributes to the scholarly debate on the relationship between socialisation and outcomes.

The purpose of this paper is to analyze the relationship of the organization and whether employees in the companies operating in the textile sector receive leadership support when they experience depression.

Data were obtained from personnel working in textile companies in organized industrial zones located within five provinces: Istanbul, Ankara, Bursa, Izmir and Antalya (defined as industrial cities of Turkey). The reason for choosing these companies was related to the question of whether the mental state of the personnel may have had an impact on the success of the company, especially as the textile industry works with more manpower and knowledge due to the nature of the job. The moderation relationship of leadership support to the relationship of this situation on organizational culture and organizational commitment was analyzed using the SmartPLS program.

As a result of the analyzes, it was determined that the depression of the employees weakens the organizational commitment, thereby leading to a negative relationship within the organizational culture. But, with leadership support, the organizational commitment increases and the organizational culture is positively affected.

As the research was conducted in companies in the textile sector in Istanbul, this limitation should be taken into account in future research. In addition, as data is collected from white-collar employees in the administrative staff position (the sample group), this situation should also be taken into account. Considering the questions asked in the questionnaire, it is recommended that future research be conducted on blue-collar workers.

It can be concluded that the leadership role is an important factor for organizations to prevent employees from being depressed and employees should receive positive support to ensure organizational commitment. At the same time, it can be concluded that the organizational culture is positively affected if the depression of the employees has decreased.

The research is an original study in terms of investigating the relationship of depression status to the leadership support of employees working in textile companies in an environment where competition is consistently intense.

This study explores the impact of difficult coworkers on employees' turnover intention. Additionally, this study investigates the roles of employees' attitude toward difficult coworkers, perceived organizational support and affective commitment in the relationship between difficult coworkers and turnover intention.

Based on the stimulus-organism-response theory, a theoretical model was established that linked difficult coworkers to employees' attitude toward the, then to turnover intention directly and indirectly through perceived organizational support and affective commitment. The model was validated using responses from 343 Chinese employees in Macao's banking industry.

Results of the partial least squares-structural equation modeling (PLS-SEM) showed that difficult coworkers significantly influenced employees' attitude toward them. Employees' attitude toward difficult coworkers had a small and significant effect on turnover intention while perceived organizational support and affective commitment mediated the relationship between attitude toward difficult coworkers and turnover intention.

The study is the first empirical study to employ the stimulus-organism-response theory to characterize the impact of difficult coworkers on turnover intention. Fortunately, perceived organizational support and affective commitment were able to lessen the impact of difficult coworkers on turnover intention.

Organisations are increasingly adopting and adapting to technological advancements to stay relevant in the era of intense competition. Simultaneously, employee mental well-being has become a prominent global concern affecting people across various demographics. With this in mind, the present study explores the influence of human resource (HR) analytics, mental health organisational evidence-based management (OEBM) and organisational mental health support on the mental well-being of employees. Additionally, the study examines the moderating effects of manager and peer support on the association between organisational mental health support and the mental well-being of employees.

Data were collected from 418 employees in India and structural equation modelling was performed to analyse the data.

The study found significant positive associations between HR analytics with mental health OEBM, organisational mental health support and mental well-being. Mental health OEBM was also found to be positively related to organisational mental health support and mental well-being. The moderating roles of manager and team support were also found to be significant in the associations between organisational mental health support and well-being.

The study showed that HR analytics is a valuable source of mental health data. This data can facilitate the development of evidence-based management (EBM) strategies to promote the mental well-being of employees.

This study aims to examine the influence of perceived organizational support (POS) on boundary-spanning behaviors (BSBs) among frontline employees in the hospitality industry. It also considered perceived supervisory support (PSS) as a moderating factor within a conceptual model.

Data were gathered from 651 full-time hospitality employees across 12 hotels in China. The analysis of the data used confirmatory factor analysis and structural equation modeling.

The findings revealed that POS influences hospitality boundary spanners’ BSBs, specifically external representation (ER), internal influence (II) and service delivery (SD). In addition, PSS moderates the relationship between POS and these frontline employees’ behaviors.

This study offers practical strategies for hospitality professionals to enhance frontline employees’ BSBs and foster supportive workplaces that drive employee excellence. These strategies encompass cultivating a supportive organizational culture, implementing supportive measures, fostering a sense of belonging among employees and ensuring supervisors’ well-being and competence in supporting their teams during daily interactions. These actions effectively motivate customer-contact employees to excel in their performance.

Fostering a helpful attitude in frontline employees is crucial for service firms’ success. Hospitality organizations must provide support to achieve this. Few studies have explored how organizational support contributes positively to the BSBs of customer-contact employees. This study goes beyond oversimplification and delves into the nuanced interplay between perceived support (POS and PSS) and hospitality frontline employees’ BSBs, focusing on ER, II and SD. The moderated mediating model enhances the understanding of support dynamics in the organizational context.

In recent decades, human resource management (HRM) in health organizations has faced several problems associated with employees' efficiency and happiness, which has been particularly exacerbated after the pandemic crisis. In this scenario, this study seeks to analyze nurses' turnover intention by comparing Portuguese public and private healthcare organizations. As determining factors, transformational leadership, perceived organizational support and organizational commitment were considered.

A survey was digitally applied to 277 nurses from Portuguese public and private healthcare organizations.

Results suggested that there are differences in nurses' turnover intentions: there is a greater likelihood of nurses in the private sector planning to leave the healthcare organizations the nurses work for when compared to public hospital nurses. Furthermore, nurses in public hospitals perceive lower levels of transformational leadership, organizational support and organizational commitment than those in the private sector. The underlying cause as to the intention of leaving the public sector resides in normative commitment. On the other hand, lower affective commitment explains the intention to abandon the private sector.

This study is relevant for human resource managers and administrators in public and private hospitals since it enables a diagnosis of the situation, as well as a definition of the most appropriate policies for each of the sectors as a strategy to attract and retain health professionals.

This study is significant as the study provides a better understanding of the reasons which lead nurses to consider leaving the organization where the nurses work and the difference between nursing professionals in public and private hospitals.

The purpose of this study is to determine how project governance influences project success. According to the authors, such an effect is mediated by organizational support and project team cohesion. The direct and indirect effects of organizational support and project team cohesion provided helpful information. The authors’ objective is to contribute to the project management knowledge of how project team cohesion plays a significant role in project success.

Data were collected from 350 employees working in Pakistan’s oil and gas industry. Four prime oil and gas exploration companies were selected as samples based on their contribution to the revenue. SPSS v23 and AMOS v23 were used for constructing structural equation modeling and path analysis to examine the direct and indirect effects.

The results revealed that project governance is positively related to project success. Furthermore, organizational support and project team cohesion mediated the relationship between project governance and project success.

Team cohesion has been primarily a topic of interest in sports psychology literature, education and medical sciences. There is an expressed need to investigate team cohesion issues in the broad domain of organizational development, specifically the project management literature. This study contributed by discussing team cohesion in the project context. Second, project governance was investigated using the conservation of resources theory. The lens of intellectual capital was applied to examine intangible resources of project governance like rules, regulations and directives for project success.

The primary purpose of this study is not only to examine the connections between self-determined motivation, attitudes toward change and participation in change, but also to explore the moderating impact of perceived organizational support on organizational change, and the mediating role of attitudes toward change in the link between perceived competence and participation in change.

The data were collected from one semiconductor manufacturing company (study 1) and one logistics service company (study 2). Employees who experienced organizational change before were invited to finish the survey. The partial least squares-structural equation modelling (PLS-SEM) technique and SPSS PROCESS (model 14) were utilized to analyze the data.

The study findings indicated that the perceived autonomy and relatedness were positively connected with perceived competence, which in turn would lead to better attitude toward change. Additionally, it was found that the perceived competence and attitude toward change would positively predict participation in change. More importantly, perceived organizational support would reinforce the positive relationship between attitude toward change and participation in change.

Although there are many organizational change reports, relatively little attention has been paid not only to the mediating role of attitudes toward change in the implication of organizational change but also to the moderating impact of perceived organizational support on the final success of organizational change.

: 本研究的主要目的, 除了探討自決動機和對變革的態度兩者與參與變革的關係;也探究組織支持感對組織變革所起的緩和作用, 以及對變革的態度在感知的才能和參與變革兩者的關聯上所起的調節作用。

: 有關的數據取自一間半導體製造商 (研究一) 和一間物流服務公司 (研究二) 。 曾體驗過組織變革的僱員被邀參與一項調查, 研究人員採用結構方程模式: 偏最小平方法 PLS-SEM、以及SPSS PROCESS (模型14), 來分析調查得來的數據。

: 研究結果顯示、感知的自主和關聯性兩者與感知的才能有正關聯的關係, 而這反過來則會引來對變革有較良好的態度。研究結果亦顯示、感知的才能和對變革的態度兩者均能積極預測變革的參與;更重要的是、組織支持感會強化對變革的態度與參與變革之間的正關聯。

: 雖然有關組織變革的研究報告唯數不少, 惟於組織變革上的啟示而言, 探討對變革的態度所起的調節作用的研究實唯數不多, 而且、探討組織支持感對組織變革能否最終成功所起的緩和作用的研究似頗稀少。

This study aims to highlight the moderating role of perceived organizational, supervisory and coworker’s support in weakening the negative relationship between fear of pandemic (FOP) and employee’s engagement in the Asian organizations. Furthermore, this study also aims to explore the role of employees’ engagement as an intervening mechanism, which mediates the relationship between FOP and employee’s performance in an Asian postpandemic context.

Based on extensive review of recent literature and sound theoretical reasoning, the authors have developed a comprehensive conceptual framework (with related theoretical propositions) which provides clear guidelines as to how Asian Business Managers/organizations can minimize the adverse effect of the employee’s fear triggered by the pandemic at the workplace and how provision of effective and timely organizational/interpersonal support (i.e. organizational, managerial and coworkers level support) can help Asian Managers address various workplace challenges created by the pandemic moving forward. This study has further validated the proposed conceptual framework and related theoretical propositions by conducting an in-depth bibliometric analysis and by developing clusters of the co-occurrences based on most recent/ relevant literature published in the area.

This study advances the knowledge in the areas of FOP and organizational support in particular. A comprehensive review of the literature clearly indicates how effective organizational, supervisory and peer support mechanism can help Asian Business Managers in alleviating the negative impact of the FOP on various employee level outcomes such as employees “engagement and performance” and how it can help Asian firms in addressing the associated challenges while working in a postpandemic context. Later on, an in-depth bibliometric analysis of the literature has revealed emerging knowledge patterns in the field and has indicated several key gaps in the existing literature which further confirms the theoretical framework and the propositions related thereto.

Though several researchers have previously examined the fear created by COVID-19 at workplace, relatively fewer researchers have tried to link it up with employees’ level of involvement/ engagement at workplace. Even fewer researchers have tried to examine the vital role that organizational, managerial and peers support can play in minimizing the adverse effects created by pandemic-induced fears for employees’ productivity and performance in an Asian workplace context. Furthermore, hardly any efforts have been made to look at this popular notion of employees’ engagement as an intervening mechanism which carries a significant potential to mediate the relationship between FOP and employees’ job performance. This study aims to bridge all these gaps by integrating the two main streams of knowledge together, i.e. Four Horsemen of Fear and Organizational Support theory. Based on strong theoretical reasoning, an in-depth review and a bibliometric analysis of the relevant literature, the authors have developed a comprehensive conceptual framework which explains how various levels of support may interact with FOP to predict different levels of employees’ engagement in a contemporary Asian workplace and how this in turn may impact employees’ job performance while at work.