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This paper aims to examine whether information technology (IT) managers’ virtual listening, as rated by their high-tech employees, affected turnover behaviour beyond a new constellation of variables, some of which have never been researched as antecedents of turnover behaviour, particularly during a pandemic or crisis. Namely, the main aim, among others, is to answer the research question: does IT employees’ perception of the quality of their supervisors’ virtual listening in the pandemic and crisis era, when employees and managers work remotely, will negatively affect turnover behaviour? If yes, in which constellation of antecedents the virtual listening effecting on turnover behaviour?

Logistic regression analysis was conducted to test the hypotheses via SPSS 26 and PROCESS (Model 6). The variance inflation factor was calculated to test multicollinearity. Interaction was tested using the Hayes and Preacher PROCESS macro model. The researchers also used the J-N technique test (Johnson–Neyman via process). The supplemental analysis used also PROCESS MACRO (IBM Corp., Armonk, NY, USA, 2023) Model 4 and Bootstrap test.

The findings show that perceptions of supervisors’ virtual listening quality as rated by their employees moderated the relationship between organisational deviance as a type of organisational misbehaviour (OMB) and turnover behaviour and had the strongest effect on turnover behaviour beyond other key predictors (organisational deviance as a type of misbehaviour, turnover intention, job satisfaction, embeddedness and alternatives in the labour market). Alternatives to current work moderated the association between the perception of managers’ virtual listening behaviour as rated by their employees and turnover behaviour. Specifically, when alternatives in the labour market were high or medium, the perceived quality of managers’ virtual listening reduced turnover behaviour. Finally, the perception of the IT employees supervisors’ virtual listening moderated the relationship between organisational deviance and turnover intention among high-tech employees.

Evaluating supervisor listening in the high-tech firm may have value in terms of its relationship to outcomes such as retaining employees, turnover intention and especially turnover behaviour. The effect on turnover behaviour and of that new constellation of antecedents on turnover behaviour when people work remotely was not researched yet and important for the post COVID-19 era. Additionally, in contrast to most studies of turnover, this study also focus on the positive aspects of turnover and especially turnover behaviour to organisations in general and especially to high-tech firm and not just the negative aspect as was researched until now. Another contribution is the finding that when employees perceived their managers’ virtual listening quality as high, the effect of deviance as a type of OMB on turnover behaviour was positive. Namely, the listening as a moderator and turnover assisted in making the organisation cleaner from inappropriate behaviour. Additionally, when alternatives in the labour market are high or medium, perceived quality of virtual listening of managers as rated by their employees can reduce turnover behaviour. This virtual listening–turnover relationship and the moderator of alternatives to current work had not previously been found in the turnover literature and this is also significant a contribution to the turnover and withdrawal literature.

This study aims to unfurl the mediating role of facets of voice behavior. The study also unearths the relationship between servant leadership and voice behavior.

The data were collected from follower manager dyads in two waves of data collection initiated after the completion of the preceding wave. The final sample size obtained was 312.

The study found servant leadership to be related to innovative work behavior and facets of voice behavior. The study also found promotive voice behavior and preventive voice behavior to be related to the innovative work behavior of employees. The study found promotive voice behavior and prohibitive voice behavior work as parallel mediators linking servant leadership to the innovative work behavior of employees.

To the best of the authors’ knowledge, this study is the first to unearth mediation linking servant leadership to innovative work behavior through both facets of voice behavior.

The current study investigates the impact of directors' attributes on the extent of compliance with International Financial Reporting Standards (IFRS) fair value disclosure requirements. The attributes investigated include directors' human capital (accounting qualification) and social capital (political association), directors' share ownership and the power distance between the chief executive officer (CEO) and the rest of the board members.

The study uses disclosure analysis to measure the extent of compliance with the fair value disclosure requirements of IFRS. Ordinary least squares (OLS) regression is used to test the relationship between the disclosure score and directors' attributes. Data were collected from the annual reports and websites of the sample companies.

Contrary to conventional belief, this study's findings suggest that directors' social capital and the power distance between the CEO and the rest of the board act as more powerful factors than directors' human capital in explaining corporate mandatory disclosure. Specifically, the results indicate that powerful actors form a dominant coalition and co-opt influential constituents from the institutional domain to neutralize the effect of legal coercion and the accounting expertise of board members and Big Four audit firms on the extent of compliance with institutional (fair value) rules.

This study utilizes Oliver's (1991) framework of strategic response to institutional processes in the Bangladeshi context. Although the study provides new insights into corporate disclosure practices, findings are not generalizable due to different institutional settings in different countries. Therefore, future studies could replicate the approach in different institutional settings.

The findings of this study will be of interest to the International Accounting Standards Board (IASB) as it focuses on a developing country that has adopted IFRS 13 and other fair value-related standards relatively recently.

The disclosure analysis contained in this study represents the first comprehensive analysis of the extent of compliance with the fair value disclosure requirements of IFRS. Furthermore, this study considers the impact of directors' social capital and finds that it is a more powerful determinant of the extent of compliance with IFRS as compared to human capital.

The purpose of this research is to study how compliance evaluation becomes performed in practice. Compliance evaluation is a common practice among organizations that need to evaluate their posture against a set of criteria (e.g. a standard, legislative framework and “best practices”). The results of these evaluations have significant importance for organizations, especially in the context of information security and continuity. The author argues that how these evaluations become performed is not merely a “social” activity but shaped by the materiality of the evaluation criteria

The authors adopt a sociomaterial practice-based view to study the compliance evaluation through in situ participant observations from compliance evaluation workshops to evaluate organizational compliance against a information security and business continuity criteria. The empirical material was analyzed to construct vignettes that serve to illustrate the practice of compliance evaluation.

The research analysis shows how the information security and business continuity criteria themselves partake in the compliance evaluations by operating through (ventriloqually) the evaluators on three strata: the material, the textual and the structural. The author also provides a conceptualization of a hybrid agency.

This research contributes to lack of studies on the organizational-level compliance. Further, the research is an original contribution to information security and business continuity management by focusing on the practices of compliance evaluation. Further, the research has theoretical novelty by adopting the ventriloqual agency as a hybrid agency to study the sociomateriality of a phenomenon.

This study seeks to develop a clearer understanding of the motivational factors affecting Saudi female business undergraduates' choice of pursuing entrepreneurship.

The research adopts a quantitative approach to gain general understanding of the students' perceptions with regard to their motivations to pursue entrepreneurship. Data were collected through a structured questionnaire survey administered to 214 female business undergraduates at Prince Mohammad Bin Fahd University (PMU) in Al-Khobar, to investigate their perceptions of entrepreneurial motivations. Descriptive statistics and factor analysis were used to identify the motivational factors. Multiple regression analysis was used to reveal relationships between the motivation factors and entrepreneurial motivation of female business undergraduates.

The study revealed four generalised entrepreneurial motivations among Saudi female business undergraduates: personal motivational factors with an emphasis on freedom and social status; business motivational factors such as financial rewards and security; social motivational factors manifested in the influence of the community, roles and family; and environmental motivations which were mainly associated to education, the market knowledge and ability to access finance.

The study was restricted to female students at PMU University. Thus, generalisation of the results could be limited. The findings of the study could be useful to relevant authorities to enhance and boost entrepreneurship for female students and hence to contribute to the national Vision 2030.

This study is among those few studies located in the MENA region that explore Saudi female university students' attitude towards entrepreneurship. It adds to the authors' understanding on the four generalised factors by highlighting the importance of the family's role and entrepreneurship education in motivating Saudi female students towards entrepreneurship engagement. It also contributes to the understanding of these motivations that could be applied in other similar contexts.

Despite much attention being devoted to shared leadership, the negotiation of such arrangements remains underexplored. In parallel, the revival of interest in matrix structures reveals their challenges but neglects the dynamics of shared leadership. In this case study, the author analyzes the tensions experienced by senior managers of a healthcare organization transitioning from a hierarchical to matrix structure as they negotiate their leadership roles in this new arrangement.

The author interviewed 16 senior managers, observed their meetings and analyzed documents. These data were combined with secondary data including previous interviews and observations of this top leadership team. The author then conducted an inductive data analysis.

The author's analysis reveals that the tensions experienced by senior managers as they negotiate their roles reflect the co-existence of leadership surpluses (too much leadership) and deficits (too little leadership) in matrix organizations. The author argues that surpluses and deficits are not mutually exclusive but are interrelated and shows how leadership surpluses can create leadership deficits.

The author’s findings suggest that in contexts of leader abundance, actors should explore leadership voids. Particular attention should be paid to incidents of intrusion and exclusion, moments of transition and intense role negotiation, as those contexts are particularly conducive to leadership deficits.

While previous work on matrix structures focuses on leadership surpluses, the author discusses leadership deficits. The author explores how more leaders do not necessarily mean more leadership, but instead how more leaders may result in leadership voids.

The paper aims to investigate the determinants of workplace innovation behavior of women employees in Pakistan. With a growing share of women's participation in the labor force in developing economies, it is crucial to understand their behavior. The authors looked into various practices that drive women's innovative behavior using social exchange theory (SET) as a theoretical framework.

This study is quantitative-based on the positivistic paradigm. Following the survey method technique, responses are collected from 317 female employees in the service industry. The authors used structural equation modeling for the data analysis.

The results indicate a significant impact of leader-member exchange (LMX) on employee empowerment; schedule flexibility was also a possible predictor of workplace innovation behavior through mediating roles of employee empowerment and response to change. The study findings are consistent with the prior literature and according to the developed hypothesis. Further, women's response to change partially mediates women employees' empowerment and workplace innovation behaviors. In addition, LMX significantly affects women's response to change through women employees' empowerment, leading to workplace innovation behavior.

The implication is that supervisors should be adaptable in working relationships with their women employees to bring positive workplace innovative behaviors. They create such exchanges with employees to make them feel that the organizations value them. The paper identifies the need to develop supportive supervisor-employee exchange relationships to encourage positive, innovative behavior in female employees.

This paper examines the workplace innovation behavior of women employees in Pakistani patriarchal society and a male-dominating workplace environment.

The study aims to look at the link between horizontal violence (HV) and organizational culture aspects. Bullying and hostility including intergroup conflict are referred to as HV. HV is a significant issue that is encountered in various professions. The different cultural typologies of group, developmental, hierarchical and rational culture have been addressed in this study. Additionally, it is identified that the prevalence of HV in organizations with different cultural dimensions.

Using a non-probability multistage sampling strategy, a quantitative method was used and questionnaires were circulated to collect data from the information technology sector. The data were analyzed using multiple regression analysis.

The findings demonstrated that HV has a positive and substantial association with the group and developmental culture, whereas HV has a negative link with hierarchical and rational culture.

These results provide a valuable tool for human resource managers and policymakers in promoting a healthy work environment and employee interpersonal collaboration, which will improve the organization’s overall performance.

This study is a novel work exploring the HV among employees in technological firms, and also combining the concepts of HV and organizational culture and also assists future researchers in many folds.

The study aims to understand the phenomenon of workplace ostracism from multiple perspectives (target, perpetrator and observer). The understanding of the phenomenon is used to thematically analyse the antecedents of workplace ostracism and identify appropriate strategies for each antecedent.

The study findings are based on face-to-face semi-structured interviews with thirty-three senior and medium-level employees from various public and private sector organizations in India. The interview transcripts were systematically analyzed to identify antecedents of ostracism, which were inductively grouped together based on similarity.

The antecedents of workplace ostracism were grouped into four major heads: perceived non-alignment with organizational needs; emotional reaction; unconscious social processes and structural and demographic differences. Based on interview transcripts, strategies to reduce the effect of each of the broad antecedents of ostracism were identified.

Workplace ostracism has been linked with multiple negative outcomes including increased stress and turnover intention. The study provides managers with a framework that enables them to evaluate and understand incidences of ostracism among their subordinates. The study also equips managers with the knowledge of specific strategies for dealing with specific antecedents of ostracism.

The study answers the need to look at the phenomenon of ostracism through multiple perspectives. It identifies multiple potentially new antecedents and strategies to deal with workplace ostracism and groups them in a coherent manner. It is among the few studies on ostracism in India and extends the generalizability of the construct.

This study aims to explore the impact of remote work (RW) on millennials’ organizational commitment (OC) by addressing four research gaps identified in existing studies. Drawing on social exchange theory (SET), the authors also investigate if millennials are well-suited for RW environment and how shared leadership (SL) and followership moderate the relationship between RW and millennials’ OC.

A survey was conducted involving 154 millennial employees. Confirmatory factor analysis and hierarchical multiple regression analysis were performed to investigate the moderating effect of SL and followership on the relationship between RW and millennials’ OC.

The results reveal that millennials’ OC increases with the degree of RW. Moreover, both SL and followership exhibited a moderating effect on the RW-millennials’ OC relationship, emphasizing their importance in shaping millennials’ OC.

While the effect of RW on individual-level outcomes remains controversial, this study sheds light on the positive impact based on millennials' characteristics and suggests strategies to strengthen their OC in remote working environments. However, due to the cross-sectional nature of our research, a longitudinal study would be valuable to provide deeper insights.

This study contributes to the field of organizational behavior (OB) by connecting millennials’ traits with SL and followership, offering valuable insights into strengthening their OC within the context of RW through the lens of SET. By addressing and filling the four identified research gaps, our research advances knowledge in the improvement of millennials’ OC within the RW environment.