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A large number of studies indicate that coercive forms of organizational control and performance management in health care services often backfire and initiate dysfunctional consequences. The purpose of this article is to discuss new approaches to performance management in health care services when the purpose is to support innovative changes in the delivery of services.

The article represents cross-boundary work as the theoretical and empirical material used to discuss and reconsider performance management comes from several relevant research disciplines, including systematic reviews of audit and feedback interventions in health care and extant theories of human motivation and organizational control.

An enabling approach to performance management in health care services can potentially contribute to innovative changes. Key design elements to operationalize such an approach are a formative and learning-oriented use of performance measures, an appeal to self- and social-approval mechanisms when providing feedback and support for local goals and action plans that fit specific conditions and challenges.

The article suggests how to operationalize an enabling approach to performance management in health care services. The framework is consistent with new governance and managerial approaches emerging in public sector organizations more generally, supporting a higher degree of professional autonomy and the use of nonfinancial incentives.

This study illustrates the economic and financial dynamics of the sector, analysing the evolution of the main ratios of profitability and financial structure of 1,559 Italian real estate companies divided into the three macro-regions: North, Centre and South, in the period 2011–2020. In this way, it is also possible to verify the responsiveness to the 2020 pandemic crisis.

The analysis uses descriptive statistics tools and the ANOVA method of analysis of variance, supplemented by the Tukey–Kramer test, to identify significant differences between the three Italian macro-regions.

The study shows the increase in profitability after the 2008 crisis, despite its reverberation in the years 2012–2013. The financial structure of companies improved almost everywhere. The pandemic had modest effects on performance.

In the future, other indices should be considered to gain a more comprehensive view. This is a quantitative study based on financial statements data that neglects other important economic and social factors.

Public policies could use this study for better interventions to support the sector. In addition, internal management can compare their company's performance with the industry average to identify possible improvements.

The research analyses an economic field that employs a large number of people, especially when considering the construction and real estate services covered by this analysis.

The study contributes to the literature by providing a quantitative analysis of industry dynamics, with comparative information that can be deduced from financial statements over the years.

The literature on leadership is quite extensive; however, this study explains the impact of leadership styles on career success, career competence and career adaptability in the health sector. It explains the impact of servant leadership on career competence and career adaptability with a serial mediating impact of psychological safety and proactive behavior as well as self-efficacy and proactive behavior.

It is a quantitative study, and it tested the suggested model in hospitals in Pakistan. The data were collected from 310 health practitioners from the hospitals, and it was analyzed with partial least square structural equation modeling.

The findings suggest that psychological safety and proactive behavior serially mediate the impact of servant leaders on career competence and career adaptability; hence, servant leadership tends to increase career competence and career adaptability of individuals. One more serial mediation has been tested with positive results between servant leadership and career competence and career adaptability.

The study takes a very well theoretically linked model which tests the serial mediating path of servant leadership to career competencies and career adaptability.

This study examines the role of Saudi women’s work motivational drivers on work–home conflict (WHC) and work–home enrichment (WHE). It considers the moderating role of psychological detachment from work during the evening between one workday and the next and how it impacts on the mediating role of WHC and WHE on work performance.

Drawing on self-determination theory and enrichment and depletion perspectives on the work–home interface, the study employs a quantitative lagged study over a period of three consecutive working days, with data collected from 358 Saudi women working in academia.

Moderated mediation structural equation modelling (MMSEM) analysis reveals that intrinsic motivation is significantly, positively related to WHE and home–work enrichment (HWE), whereas extrinsic motivation is only significantly and positively related to home–work conflict (HWC). Results show that detaching from work weakens the positive association between intrinsic motivation and HWE. In line with predictions, WHE is significantly, positively related to citizenship behaviour towards both individuals and organizations, whilst HWE is significantly related to citizenship behaviour towards individuals only. HWC is only significantly related to citizenship behaviour towards the organisation.

The research highlights the enriching experiences for Saudi women, who have the opportunity to pursue a career and highlight benefits of their ongoing empowerment.

This research brings a unique motivational perspective to work–life research and addresses a shortcoming of work–life research in considering an understudied culturally distinct population. It emphasises on the enriching experiences of Saudi women who have the opportunity to pursue a career, highlighting the benefits of their ongoing empowerment.

The purpose of this systematic narrative review is to discourse on vision and organizational performance. By analysing work-life and organization studies journals, the authors respond to a call to view the process of visioning more holistically.

The methodological approach is a discourse-oriented qualitative content analysis. The authors explore visioning through an epistemological lens, which emphasizes both the connections and differences between “traditional” philosophical approaches.

The findings show how the different interpretations of vision and related concepts are tied to the following themes: clarity, causality, embodiment and sensory experiences and actionability.

Through the frameworks of scientific realism and relativism, the authors illustrate novel insights into the ways in which visioning occupies a place in knowledge management.

To influence consumer pre-purchase decision-making processes, such as brand selection and perceived brand experience, brands are interested in adopting hyperconnected technological stimuli, such as artificial intelligence, augmented reality (AR), virtual reality, social media and tech devices. However, the understanding of different hyperconnected touchpoints remained shallow and results mixed in previous literature, despite the fact that these touchpoints span different technological interfaces/devices and may influence consumer brand selection. This paper aims to solidify the conceptual underpinnings of the role of online hyperconnected stimuli, which may influence consumer psychological reactions in terms of brand selection and experience.

This paper is conceptual and presents a discussion based on extant literature from various international publishers.

The authors revealed different technological stimuli in the online hyperconnected environment that may influence consumer online hyperconnected brand selection (OHBS), perceived online hyperconnected brand experience (OHBE), perceived well-being and behavioral intention.

The conceptual understanding of OHBS and perceived OHBE was mixed and inconsistent in previous studies. This paper brings together extant literature to establish the conceptual understanding of antecedents and outcomes of OHBS, i.e. perceived OHBE, perceived well-being and behavioral intention, and presents a cohesive conceptual framework.

This paper elucidates the role of anger in error management (EM) and organizational learning behaviors. The study explores how anger can catalyze learning, emphasizing its strategic implications.

A double-layered moderated-mediated model was developed and tested using data from 744 Chinese CEOs. The psychometric properties of the survey instrument were rigorously examined through structural equation modeling, and hypotheses were tested using Hayes's PROCESS macros.

The findings reveal that anger is a precursor for recognizing the value of significant errors, leading to a positive association with learning behavior among top management team members. Additionally, the study uncovers a triple interaction effect of anger, EM culture and supply chain disruptions on the value of learning from errors. Extensive experience and positive grieving strengthen the relationship between recognizing value from errors and learning behavior.

This study uniquely integrates affect-cognitive theory and organizational learning theory, examining anger in EM and learning. The authors provide empirical evidence that anger can drive error value recognition and learning. The authors incorporate a more fine-grained approach to leadership when including executive anger as a trigger to learning behavior. Factors like experience and positive grieving are explored, deepening the understanding of emotions in learning. The authors consider both negative and positive emotions to contribute to the complexity of organizational learning.

To promote gender equality, world leaders at the UN came up with Sustainable Development Goal 5 (SDG5). It proposes to eliminate discrimination against women by providing them with similar opportunities for reaching leadership positions. Hence, this study aims to examine the contribution made by women transformational leaders to their employees’ performance. The study seeks to emphasize the role played by female leaders in the on-job performance of employees and their mental well-being by encouraging intrinsic motivation among them.

For the purpose of data collection, a questionnaire was sent through Google Forms to the employees who had females as their superiors or in the decision-making position. Data from a final sample of 517 respondents was gathered, on which SEM was applied to analyze the direct impact of transformational women’s leadership on employee performance and the indirect impact through the mediation of intrinsic motivation.

The study found that by having feminine traits, women are stronger transformational leaders as they encourage individuals to be self-motivated instead of getting stimulated because of some external incentive. Also, such a leadership style ensures better work performance and mentally healthier employees. In addition, transformational women's leadership creates a better work environment by inspiring a teamwork culture instead of individualism.

The study has implications for not just researchers but other stakeholders as well. The study is useful for organizations as it directs them to hire and promote more women for leadership positions. Also, the results hint that people prefer working for women-led organizations as it will ensure a healthier work atmosphere.

There are many studies from earlier times related to transformational leadership. However, female leadership and the role it plays for employees have not gotten their fair share of attention. Thus, to the best of the authors’ knowledge, the present work is one of the very few where contributions made by women transformational leaders have been assessed.

The purpose of this study was to develop a scale that can be used to assess inequality at work based on gender, age and ethnicity that is grounded in Acker’s (2006) inequality regimes.

The authors used three representative samples (total N = 1,806) of Swedish teachers, nurses and social workers to develop and validate the scale. The validation process included the assessment of content validity, confirmatory factor analysis for factorial validity, internal consistency and associations with theoretically warranted outcomes and related constructs to assess criterion-related validity and convergent validity.

The authors found evidence supporting the content, factorial, criterion-related and convergent validity of the InEquality in organisations Scale (InE-S). Furthermore, the scale demonstrated high internal consistency.

The newly developed scale InE-S may be used to further the understanding of how inequality at work influences employees. This study makes a contribution to the current literature by providing a scale that, for the first time, can test Acker’s hypotheses using quantitative methods to demonstrate the consequences of inequality at work.