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Various individual and environmental factors influencing employees’ online knowledge sharing have been identified, but the understanding regarding these has been mostly limited because of their independent and direct effects our understanding has been mostly limited to their independent and direct effects. This study aims to propose that the fit between employees and their environments (PE fit) matters. A model explaining how PE fit and misfit affect employees’ knowledge sharing behavior through influencing their affective commitment is developed and assessed.

The proposed model was assessed with data collected in a survey of 218 employees.

Results indicate that PE fit in the norm of collaboration, innovativeness and skill variety leads to the development of stronger affective commitment and, therefore, more knowledge sharing behavior than when they are in shortfall or excess in the environment (i.e. PE misfit).

The findings indicate a new direction for knowledge sharing research that focuses on PE fit and suggest that knowledge sharing can be improved more proactively in practice by assessing PE fit during recruitment.

The purpose of this paper is to review relevant literatures on career success and develop a theoretical framework and testable propositions concerning how human capital, person‐environment fit and organizational support relate to career success. Whilst acknowledging the substantial literature that has accumulated regarding the various antecedents and operationalizations involved in employees' career success, there is little research as how person‐environment fit and career success are related.

Literature outlining approaches to career success is summarized and research at the intersection of person‐environment fit and organizational support/career success are reviewed. This is followed by a set of propositions based upon the antecedents of career success.

It is suggested that person‐environment fit and organizational support are important antecedents of career success. Knowledge of career changes and these antecedents help individuals and organizations manage career success.

Future research should examine empirically the linkages suggested by the paper along with other relationships asserted or implied by person‐environment fit and career success literature as mentioned in the paper.

Both employers and employees may benefit from integrating different types of fit into the psychological contract because each fit will impact aspects of career success. Therefore, organizations need to select and develop employees that can easily adjust and fit into careers that are compatible with their work environments.

This paper contributes to the literature by being one of the first to examine the effects of different types of person‐environment fit on career success.

The purpose of this paper is to discuss the relationships between person–job fit and job satisfaction, the mediating role of career self-management and the moderating role of job demands.

In this paper, 947 employees were surveyed using questionnaires, and hypothesis testing was conducted using structural equation modeling in Mplus.

Person–job fit was found to be positively related to career self-management, and career self-management plays a mediating role in the positive relationship between person–job fit and job satisfaction. Statistical analysis also confirmed that job demands moderate both the relationship between person–job fit and career self-management, as well as the relationship between person–job fit and job satisfaction via career self-management.

The results of a single study offer limited generalizability and should thus be applied with caution. More cross-industry and cross-company studies should be conducted to verify the applicability of the findings to other industries, cultures and geographical contexts.

Managers should try to enhance employees' person–job fit and help or encourage them to engage in career self-management to increase job satisfaction. Additionally, managers should be aware of the negative influence of job demands and try to keep them at low levels.

This study extends and enriches the understanding of the positive influence of person–job fit on work outcomes, explores the mechanism of person–job fit on job satisfaction from a new perspective, namely career self-management, and explores the boundary condition (i.e. job demands) of the relationship between person–job fit and career self-management in the Chinese context.

This study seeks to investigate the multidimensionality person‐group (PG) fit. It first aims to examine values‐based, personality‐based, and KSA‐based fit as distinct PG fit dimensions. It then also aims to examine fit as an aggregate construct (each dimension combines to form a latent PG fit construct), and as a superordinate construct (an overarching assessment of compatibility drives the individual fit dimensions). It also aims to propose that the distinct dimensions or the overall perception predict commitment to team, employee voice, and knowledge sharing, resulting in a final outcome of employee task performance.

Data were collected using longitudinal survey methodology from three different sources (793 employees, their supervisors and the Human Resources department) in a manufacturing firm in Korea. The various models were evaluated using structural equation modeling.

The distinct dimensions model, in which values‐based fit predicted commitment to the team, personality‐based fit predicted voice behaviors, and KSA‐based fit predicted knowledge sharing, was mostly supported. Each of these intermediary factors predicted supervisors' ratings of individual task performance. Although each dimension had unique impact on the outcomes, results suggested that a superordinate PG construct might be driving the more specific fit assessments. The aggregate model was not supported.

This study is the first to show how different dimensions of PG fit may differentially influence affect and behavior, to predict task performance. It also shows the first evidence for PG fit as a superordinate multidimensional construct. Results provide a basis for new knowledge regarding the multi‐faceted relationship between fit perceptions and outcomes.

Like all other human behaviors, creativity must be examined by considering both personal and situational influences. “Person-organization fit” (POF) provides a suitable theoretical perspective to investigate the congruence between persons and organizations in the domain of creativity. However, few studies have examined the effects of POF on creative behavior. Although the majority of these studies have identified a positive relationship between POF and creativity, it is suggested that congruent individuals are less likely to be inventive. The current study will examine the positive relationship between POF and employees' self-rated creativity in the Turkish context. The paper aims to discuss these issues.

Subjective POF measures and a creativity measure were adapted for this research, and multiple regression was used to calculate whether and how POF relates to creativity.

Two important conclusions were found from the analyses. One of these significant interaction effects was found on employee creativity. And the second is congruence between personal values and current organizational values would effect employee creativity positively. Detailed findings and contributions have been discussed.

Although providing an important contribution to POF and creativity literature, this study had some limitations. In this study, self-rating method has been used to measure employee creativity. However, supervisor rating is the most common way in field studies and gives more objective results than self-rating method.

The findings provide valuable information for human resource practitioner about the importance of situational factors as far as personal characteristics for enhancing creative behavior in organizations.

As far as it is known, there are few studies to examine the relationship between POF and creativity empirically. The majority of these researches examined the complementary fit (demand-abilities, need-supply, value-supply fit). On the other hand, this study specially has focused on supplementary fit (POF), rather than complementary fit and examined its relationship with employee creativity by considering a wide set of values in the Turkish context.

This study aims to investigate the antecedents and outcomes of excessive use of personal social media at work. The prevalence of personal social media in the work environment can easily lead to excessive use and negative consequences. Understanding the predictive factors and negative consequences of employees' excessive use of personal social media at work is important to develop their appropriate use of social media and improve their job performance.

Based on dual-system theory and the person-environment fit model, this study develops a research model to examine the effect of habit and self-regulation on excessive use of personal social media at work and that of the outcomes of excessive use on employee job performance through strain. This study conducts a questionnaire survey on 408 employees to test the research model and hypotheses empirically.

Results suggest that the imbalance between habit and self-regulation drives excessive personal social media use of employees at work. Furthermore, excessive use of personal social media has a strong impact on employee strain, which can significantly decrease job performance.

First, this study considers excessive use of personal social media at work as a result of two different cognitive systems, that is, an automatic system and a controlled system, thereby extending the dual-system theory to explain excessive use of personal social media in the work context. Second, unlike previous studies that focused on the outcomes or explored the antecedents of excessive social media use at work respectively, the study employs the person-environment fit model and examines the systematic influence of excessive social media use at work from a broad perspective by linking its antecedents and outcomes.

The purpose of the present study is to empirically test a model that illustrates how person–job fit (PJF), person–organization fit (POF) and perceived supervisor support (PSS) as individualistic factors affect job satisfaction and employee loyalty in the Indian context.

A survey of the Indian managerial executives was conducted with a structured questionnaire to validate the proposed model. Responses of a sample of 220 have been tested using PLS–SEM modelling approach.

The factors PJF, POF and PSS are inferred to have significant impact on job satisfaction and also improve employee loyalty. In comparison to PJF and PSS, POF has emerged as the most influential determinant of the proposed model.

HR managers can adopt relevant practices and promote organizational policies in order to have loyal employees. This would also help organizations in increasing overall productivity at both individual and organizational levels. Recruiters could be provided with necessary tools and measures to find better and accurate means of mapping POF and PJF.

Establishing PJF, POF fit and PSS as individual-specific constructs, and job satisfaction as a mediator, leading to employee loyalty, is a significant contribution to research. This study finds uniqueness in the Indian context, in which these constructs have mostly been explored in isolation or as dyadic relations. Review of existing studies indicates an overlap of factors that influence both job satisfaction and employee loyalty.

The purpose of this study is to describe and explain the relationship between perceived social-organizational climate (PSOC), organizational citizenship behaviors (OCB) of other employees and innovative workplace behaviors (IWB) initiated and performed by employees. The mediating role of person-organization fit (P-O Fit) is tested within the relationship of PSOC, OCB and IWB.

The study was conducted anonymously on a group of 246 employees from 76 companies operating in Poland. Structural equation modeling (SEM) was used in the process of statistical analysis.

The research confirmed a significant statistical relationship between IWB and all studied variables: PSOC, OCB and P-O Fit. On the basis of the analysis, using SEM, it may be concluded that PSOC and OCB of other employees have an indirect influence on IWB, via P-O Fit.

A cross-sectional design and use of self-reported questionnaire data are limitations of this study.

The combination of variables presented in the research model may explain the significance of the chosen determinants of behaviors which are the key ones from the perspective of the company’s effectiveness and competitiveness on the market. The results of this research extend the knowledge in the area of relationships of innovation in the workplace with aspects of social functioning in the organization.

Organizations try to appoint individuals who fit in with their values and goals. Employees who do not fit in with the organization's core values and goals prefer not to stay on for a longer period of time. The present study is an attempt to explore the impact of person–job (P–J) fit on organizational commitment through job involvement and career commitment with an application of a serial multiple mediation model.

Data have been collected through a structured questionnaire. The population comprised the teachers, working in the higher education sector. The different constructs used have been duly validated with the help of exploratory and confirmatory factor analyses. Further data reliability and scale validity have been checked too. In order to test the serial multiple mediation model, the authors adopted a regression-based approach and bootstrapping method suggested by Hayes (2012; 2013). Accordingly, PROCESS developed by Hayes (2012) has been used.

The results revealed that job involvement and career commitment mediate the relationship between P–J fit and organizational commitment individually as well as together.

The present study is confined to government degree colleges only. The element of subjectivity might not have been checked completely as teachers have responded on the basis of their own experience and perceptions regarding the items in the questionnaire. The study is cross sectional in nature.

The paper addresses the interest of wide spectrum of stakeholders including the management, organizations and employees. So, the authors have extended general implications, which are for all those organizations that want to improve person–organization (P–O) fit and commitment of their employees. These implications will help organizations to take specific initiatives to improve the P–J fit of their employees, which will subsequently enhance their commitment level.

The findings of the present study will help the stakeholders in the higher education sector to identify best employees and undertake the initiatives to generate better job involvement and commitment, which will be a win–win strategy for both (employees as well as the organizations).

Rapid advancement of data science has disrupted both business and employees in organizations. However, extant literature primarily focuses on the organizational level phenomena, and has almost ignored the employee/individual perspective. This study thereby intends to capture the experiences of mid-level managers about these disruptions vis a vis their corresponding actions.

In a small-sample qualitative research design, Interpretative Phenomenological Analysis (IPA) was adopted to capture this individual-level phenomenon. Twelve mid-level managers from large-scale Indian organizations that have extensively adopted data science tools and techniques participated in a semi-structured and in-depth interview process.

Our findings unfolded several perspectives gained from their experiences, leading thereby to two emergent person-job (mis)fit process models. (1) Managers, who perceived demands-abilities misfit (D-A misfit) as a growth-alignment opportunity vis a vis their corresponding actions, which effectively trapped them into a vicious cycle; and (2) the managers, who considered D-A misfit as a psychological strain vis a vis their corresponding actions, which engaged them into a benevolent cycle.

The present paper has major theoretical and managerial implications in the field of human resource management and business analytics.

The findings advise managers that the focus should be on developing an organizational learning eco-system, which would enable mid-level managers to gain their confidence and control over their job and work environment in the context of data science disruptions. Importantly, organizations should facilitate integrated workplace learning (both formal and informal) with an appropriate ecosystem to help mid-level managers to adapt to the data-science disruptions.

The present study offers two emergent cyclic models to the existing person–job fit literature in the context of data science disruptions. A scant attention of the earlier researchers on how individual employees actually experience disruption, and the corresponding IPA method used in the present study may add significant value to the extant literature. Further, it opens a timely and relevant future research avenues in the context of data science disruptions.