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Drawing upon the social exchange and psychological capital literature and applying a multilevel perspective, this paper examines how personal and organizational factors contribute to expatriates' adjustment and performance of international assignments in a terrorism-induced risky environment.

Data were collected using a non-probability sampling approach (e.g. purposive and subsequent snowball sampling). The authors tested the hypotheses using survey data of 138 expatriates with current international assignments in Pakistan.

Expatriates' perceived organizational and risk-taking propensity influences their performance through improved adjustment. Moderating effects suggest that an individual's satisfaction with the received organizational rewards strengthens the risk-taking propensity to adjustment relationship; resilience strengthens the adjustment to performance relationship.

This study extends existing expatriation literature by focusing on a specific type of risk factor pertinent to international assignments, i.e. terrorism. Integrating individual and organizational factors that influence adjustment and subsequent performance provides a clear picture rather if such factors are operationalized separately in the terrorism-induced risky environment context.

For human resource (HR) managers, the harmful outcomes of employees’ ruminations about external crises, such as a pandemic, represent important, timely concerns. This research postulates that employees’ perceptions of pandemic threats might diminish the extent to which they engage in change-oriented voluntarism at work. This negative connection may be attenuated by employees’ access to two personal (work-related self-efficacy and organization-based self-esteem) and two relational (goal congruence and interpersonal harmony) resources.

The theoretical predictions are tested with survey data collected among employees who work in a banking organization in Portugal.

Persistent negative thoughts about a pandemic undermine discretionary efforts to alter and enhance the organizational status quo, but this detrimental effect is mitigated when employees (1) feel confident about their work-related abilities, (2) have a positive self-image about their organizational functioning, (3) share a common mindset with coworkers with respect to work goals and (4) maintain harmonious relationships with coworkers.

This study pinpoints several ways HR managers can reduce the danger that employees’ worries about life-threatening crises may lead to complacent responses that, somewhat paradoxically, might undermine their ability to alleviate the suffered hardships.

The findings contribute to research on the impact of external crisis situations on organizations by providing an explanation of why employees may avoid productive, disruptive work activities, contingent on their access to complementary resources.

The purpose of this study is to unpack the relationship between employees’ perceptions of organizational politics and their counterproductive work behaviour, by postulating a mediating role of organizational disidentification and a moderating role of perceived external crisis threats to work.

The empirical assessment of the hypotheses relies on survey data collected among employees who work in a large banking organization.

Perceptions that organizational decision-making is marked by self-serving behaviour increase the probability that employees seek to cause harm to their employer, because they feel embarrassed by their organizational membership. This mediating role of organizational disidentification is especially prominent when they ruminate about the negative impact of external crises on their work.

This study details an important danger for employees who feel upset with dysfunctional politics: They psychologically distance themselves from their employer, which then prompts them to formulate counterproductive responses that likely make it more difficult to take on the problem in a credible manner. This detrimental dynamic is particularly risky if an external crisis negatively interferes with their work functioning.

This study adds to prior research by detailing an unexplored but relevant mechanism (organizational disidentification) and moderator (external crisis threats) by which perceived organizational politics translates into enhanced counterproductive work behaviour.

The paper aims to understand how state and non-state domestic terrorism impacts MNEs in foreign markets. Despite the burgeoning literature on terrorism within international business (IB), most research has focused on international terrorism, or terrorism generally. Consequently, there has been limited research examining how domestic or local based terrorism impacts foreign firms.

This is a conceptual paper.

Domestic terrorism is the most common form of terrorism in the world today and involves the state and non-state actors. Non-state domestic terrorism can be low intensity or high intensity. High intensity non-state-domestic terrorism typically involves regular and protracted political violence, along with inter-communal violence. This can expose MNEs to considerable operational, governance and legitimacy pressures.

The paper contributes to the gap in IB terrorism research with regards domestic or local based terrorism. Drawing on IB theory and critical terrorism research, the paper addresses the nature and impact of domestic terrorism within IB. The authors’ paper shows the operational, governance and legitimacy pressures of both state and non-state domestic terrorism for MNEs in host markets. While most IB scholars consider the threat of non-state terrorism for international firms, this study shows how domestic state terrorism benefits and constrains foreign firms.

This study aims to understand how and when employees' pandemic fears influence their lateness attitude, with a particular focus on how this influence is mediated by emotional exhaustion and moderated by a perceived safety climate.

Survey data were collected among employees in the retail sector.

A core mechanism that explains the escalation of pandemic fears into beliefs that tardiness is acceptable is employees' sense that employees are emotionally overextended by work. The extent to which employees perceive that their organization prioritizes safety issues subdues this detrimental process though.

For human resource management (HRM) practice, the findings point to the notable danger that employees who cannot stop ruminating about an external crisis, and feel emotionally overburdened as a result, might compromise their own organizational standing by devoting less effort to punctuality. To disrupt this dynamic, HR managers can create organizational climates that emphasize safety practices.

This study adds to HRM research by revealing a pertinent source of personal adversity, pandemic fears, and how the fears affects tendencies to embrace tardiness at work. The study explicates how emotional exhaustion functions as a core conduit that connects this resource-draining condition with propensities to show up late, as well as how safety climate perceptions can buffer this translation.

This paper aims to investigate the moderated-mediation roles of perception of police response to crime and digital interclass coalition against crime between fear of terrorist attacks and psychological distress among residents of Tema Metropolis in Ghana.

A cluster sampling technique was used in the selection of 577 residents who answered questions on fear of terrorism, perception of police response to crime, digital interclass coalition against crime and psychological distress. The study used regression analysis to assess the hypothesized paths.

The findings show that digital interclass coalition against crime moderates the partially mediated relationship between perception of police response to crime and residents’ psychological distress.

The study is limited in scope by the generalization of its findings, as it was restricted to only residents of Tema Metropolis in the Greater Accra Region of Ghana.

This research is one of the first in criminal psychology to explore the relevance of police-public engagement in averting large-scale crime in an emerging economy.

Utilizing a self-regulatory perspective, the authors examine how narcissism influences perceived negative inequity and the downstream effects on self-enhancement motivation and organizational citizenship behaviors (OCBs) over time.

A total of 689 useable three-wave panel data were obtained via Amazon Mechanical Turk during a three-month period. A latent growth curve modeling approach using EQS 6.4 for Windows was employed to test the hypothesized model.

Results illustrate that individuals with higher levels of narcissism perceive higher levels of perceived negative inequity and then form higher levels of self-enhancement motivation, which prompt more OCB directed toward the organization (OCBO) than OCB directed toward individuals (OCBI). When perceived negative inequity increases over time, narcissists experience a faster increase in self-enhancement motivation, which also leads to a faster increase in OCBO compared to the increase in OCBI.

Theoretically, this study provides theoretical and empirical insights into understanding the process through which narcissists' OCBs are motivated. Practically, this study offers several practical recommendations that help managers manage OCBs effectively in the organization.

Based on social cognitive theory, this study aims to explore the effect of authentic leadership on employee green creativity by studying the mediating role of reflection and rumination and the moderating role of psychological capital.

This study used experience sampling methodology to test hypothesis. Specifically, this study applied two-level path analysis to analyze 1,290 observations from 129 employees.

The results show that authentic leadership positively influences reflection but negatively influences rumination, which in turn impact employees’ green creativity. Psychological capital positively moderates the effects of authentic leadership on reflection and negatively moderates the effects of authentic leadership on rumination. Furthermore, psychological capital moderates the linkages between authentic leadership, self-reflection and employee green creativity.

Organizations should make efforts in promoting authentic leadership and recruiting employees who possess high psychological capital. Moreover, managers can make effective efforts to stimulate employees’ reflection and mitigate rumination, thereby facilitating organizational sustainable development.

In investigating green issues related to employees’ daily cognitive processes, this study focuses on within-personal reaction mechanism to authentic leadership, concerning the moderating effect of individual psychological capital.

This study investigates how employees' experience of resource-depleting workplace loneliness may steer them away from performance-enhancing work efforts as informed by their propensity to engage in negative work rumination. It also addresses whether and how religiosity might serve as a buffer of this harmful dynamic.

The hypotheses tests rely on three-round survey data collected among employees who work in various organizations in Pakistan – a relevant country context, considering the importance of people's religious faith for their professional functioning and its high-uncertainty avoidance and collectivism, which likely make workplace loneliness a particularly upsetting experience.

An important channel through which a sense of being abandoned at work compromises job performance is that employees cannot “switch off” and stop thinking about work, even after hours. The role of this explanatory mechanism is mitigated, however, when employees can draw from their religious beliefs.

For human resource (HR) managers, this study pinpoints a notable intrusion into the personal realm, namely, repetitive thinking about work-related issues, through which perceptions of work-related loneliness translate into a reluctance to contribute to organizational effectiveness with productive work activities. It also showcases how this translation can be subdued with personal resources that enable employees to contain the hardships they have experienced.

This study helps unpack the connection between workplace loneliness and job performance by detailing the unexplored roles of two important factors (negative work rumination and religiosity) in this connection.

The COVID-19 pandemic presents an unprecedented case of organisation–environment interaction in the occupational settings. Using Palmer and colleagues (2003) model of work stress, this study aims to examine the influence of COVID-19 stress on employee performance and psychological well-being. Furthermore, drawing on conservation of resources theory (Hobfoll, 1989), the role of trust in management and psychological capital as moderators has also been explored.

Data were collected from the service sector employees (N = 507) using purposive sampling technique.

Structural equation modelling analysis revealed the negative impact of COVID-19 stress on employee performance and psychological well-being; moderated by trust in management and psychological capital, respectively.

The proposed conceptual model contributes to the stress management literature by providing an understanding of how COVID-19-related stress impacts employee behaviour in organisational context. The present study considers the COVID-19 stress as bio-psycho-socioeconomic challenge that impacts and determines nearly all the activities of the individuals, groups and organisations at a global scale.

The findings of the studies offer several managerial implications pertaining to performance and well-being at workplace especially during such crisis characterised by the elements of uncertainty and ambiguity. Identification of the personal resources would prove beneficial for the management in devising and implementing customised interventions for employees and the organisation. Since the pandemic has impacted each individual differently, human resource managers should remind their employees to be vigilant about self-care and take advantage of their health care benefits, particularly with regards to mental health.

The proposed conceptual model contributes to the workplace stress management literature by providing an understanding of how COVID-19-related stress impacts employee outcomes in the organisational context. Furthermore, identifying personal resources would prove beneficial for the management in devising and implementing customised interventions at the workplace.