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Executive isolation, also known as workplace loneliness, its factors and impact are major issues for organizational development, future of work for leadership and learning culture. The purpose of this study is to examine the Executive isolation phenomenon where relationships between power distance, organizational culture and executive isolation of Chief Executive Officers (CEOs) are analysed on how it is considered by their teams. The same is contextualized through the inputs received through interviews conducted with CEOs and employee surveys.

The qualitative in-depth interviews of five CEOs, and survey across 34 of the 50 employees, were undertaken over the course of two phases of this study. The investigation focused on identifying executive isolation of CEOs and perspectives of employees that can impact the leadership and learning progress of organizations based on work culture, power distance and decision-making; awareness and experience of executive isolation; workplace friendliness and rejection; and management development initiatives to minimize the impact of executive isolation. Qualitative data analysis was conducted using MAXQDA 2022 (Verbi Software, Berlin, Germany), which is a qualitative data analysis software.

The findings highlight and expose the significant gap between understanding and analysing of the factors due to which the CEOs undergo executive isolation. It also extends to providing details related to the lack of awareness of the teams’ actions contributing to the CEOs’ isolation. It further highlights the fact that the difference of perspectives between the CEOs and teams leads to the organization slowing in its learning activities due to the leaders’ own challenges of executive isolation The findings also provide immense need of developing knowledge assets and management development initiatives for learning interventions, to help understand, analyse and mitigate executive isolation, in the interest of the organizational learning and development.

Earlier research work have contextualized the executive isolation impact on CEOs ability to be a leader. This study extends it to include the implications of leadership and learning culture on the teams that are affected by organization culture, power distance, decision-making and analysing the gap between the understandings about executive isolation of the CEOs. Eventually, it interprets how CEOs courting the executive isolation impacts the overall developmental culture of the organization. This will help in asserting the serious need of new learning frameworks needed to minimize the impact of CEO-level executive isolation.

Executive isolation of C-suite executives (CXOs), amplified by imposed and voluntary remote working practices, has emerged as a major challenge that is impacting the collaborative needs of CXOs, the work–life balance and hence career progression. This paper aims to examine the impact of remote working on executive isolation impacting the collaborative needs, work–life balance and career of CXOs from organizations in India.

Qualitative research approach was adopted for the study. The respondents based on inclusion criteria were selected through purposive sampling. The survey was administered to 50 CXOs representing multinational companies in India, of which 45 CXOs responded. The data was analyzed using MAXQDA 2022 (Verbi Software, Berlin, Germany).

Companies try to save costs by promoting remote working but might countermine its implications on CXOs collaborative needs, work–life balance and career slowdown. Businesses are now able to hire CXOs and other people who do not physically work alongside their counterparts but at the cost of enhancing executive isolation and loss of productivity. Imposed remote working can adversely affect the CXOs interactivity and productivity, thus enhancing executive isolation and impacting career progression.

The remote working was mandatory during the pandemic but became a practice henceforth. The impact of remote working on the CXOs collaborative needs, work–life balance and career progression has largely been unstudied. There is limited awareness about impact of remote working on executive isolation and its multiplier effect impacting the CXOs careers and it is an inward challenge which needs to be mitigated by the companies. This aspect can lead to the CXOs not being able to achieve their objectives, making the organizations lose trust on their ability to lead and eventually slowing down their career progression, due to remote working led executive isolation.

Since the idea of “Unethical Pro-organisational Behaviour” (UPB) was introduced in 2010, a substantial corpus of empirical research has contributed to its expanding, contemporary knowledge. This includes research studies on how leadership exerts an influence on UPB. This paper aims to consolidate the current understanding of organisational leadership’s impact on employee UPB and offer future research agendas.

A systematic literature review (SLR) using the “Preferred Reporting Items for Systematic Reviews and Meta-Analyses” (PRISMA) guidelines was adopted for the study. Literature that satisfied the search conditions was examined. The factors determining leadership’s influence on UPB were studied, and the findings were thematically synthesised.

Leader behaviour plays a large part in influencing UPB in organisations. Leader-member exchange and organisational belonging create favourable circumstances for UPB in organisations. UPB is moderated by the employee’s personal moral orientation.

UPB is unethical behaviour that benefits the organisation and is likely to be rewarded. However, there is a cost that other stakeholders pay. UPB has been researched since 2010, as well as the role of leaders in perpetuating UPB. However, there has not been an SLR of this study. This paper seeks to capture the essence of the research so far and pave a path for future research on the subject. These insights would prove valuable to management practitioners and academic experts.

Employee engagement (EE) can result in multiple positive impacts not only on the individual and his/her team but also on the organisational and financial outcome of the business. If artificial intelligence (AI) can be used as a tool to facilitate EE, organisations will be more than satisfied to adopt it. The paper aims to study the penetration of AI for EE in corporate India.

Based on the information gathered through secondary research, a framework of questions was built and sent to some senior people in the area of AI and HR to check for its completeness. Respondents based on inclusion criteria were selected through random purposive sampling to be a part of the study. A total of 23 respondents participated in the study. Qualitative data analysis of the transcripts was conducted using MAXQDA 2022 (Verbi Software, Berlin, Germany), which is a qualitative data analysis software. Multiple readings were undertaken to identify the patterns and relationships in the data.

The participants described a variety of issues while using or planning to use AI for EE. Some of the issues mentioned were related to cost, challenges, mindsets and attitudes, demography of employees, comfort in the use of technology, size of the organisation, change management strategies, software vendors and vendor support. The most common responses were grouped into headings such as Organisation, Process, Employee and Software Choice Related aspects.

Lately, the overall work environment, work and personal life balance, and quality of life have become more desirable than earning a good salary. AI is becoming a part of various aspects of business but its role in HR is yet to be explored. AI’s capabilities to predict may result in more employee work satisfaction. The paper explores the possibility of using AI as a tool in every aspect of employee life cycle, thereby attempting to make HR processes more productive and enhance EE.

Research on knowledge creation within eSports learning is scarce. This study extends the understanding of competition-oriented collaborative learning in eSports by examining the relationship between the dynamics of knowledge creation modes and the continuum of the motivational profile, along with the moderating effects of mutualistic co-presence therein.

Participants were recruited from the community of massively multiplayer online gamers (MMOGs). Through a quantitative survey, their motivations (i.e. self-extrinsic, self-intrinsic, peer-extrinsic and peer-intrinsic motivations), knowledge creation involvements (i.e. internalization, externalization, combination and socialization) and perception of mutualistic benefit of self and peers were captured for hypothesis testing.

Significant and positive direct relationships were observed between four motivations and four knowledge creation modes. The mutualistic co-presence positively moderated the positive relationship between the self-extrinsic, peer-extrinsic and peer-intrinsic motivations and socialization. When mutualistic self-benefit were outweighed, peer-extrinsic motivated gamers became less likely to perform internalization, whereas self-extrinsic and peer-extrinsic motivated gamers were less likely to perform combination.

This study is among the first to rationalize the relationship between motivational profile and the dynamics of knowledge creation in eSports learning. The conceptualization of the new construct – mutualistic co-presence – using the ecological concept of symbiosis is uncommon in prior literature. The findings also demonstrate that the four modes of knowledge creation in eSports learning are continuous and interwoven; they can be initiated at any point and do not necessarily occur in a specific sequence.

This study aims to examine the symbolic meanings of the local shopping malls inscribed by the shoppers from the sociocultural lens other than merely departing from the economic dimensions.

In this research, Kwai Chung Plaza was adopted as the case study. The author interviewed 12 local shoppers through an in-depth individual interview. All interviewees were selected through convenience and snowball sampling. All names of the participants in this paper are kept pseudonymous to protect their privacy.

An integrated model, which consists of three major levels, namely, the spatial, individual and community levels, has been formed to show that the shopping mall was not merely a place for buy-and-sell transactions but rather a place that could be understood as an extension of the street, a body of collective memories and a place for Hongkongers.

The most significant limitation of this study was the lack of a diversified demographic profile adding that the sample was restricted to the young generation. It is recommended that future research should consider including interviews with middle-aged and old-aged shoppers to ensure the generalizability of results. Future research may also consider examining other small/medium-sized shopping malls for comparison.

The findings demonstrated the diversified social roles and functions of the local shopping malls in a community. In addition, the present study, to the author’s knowledge, is one of the few scholarly discussions on small/medium-sized shopping malls from a sociocultural perspective.

This study addresses the gap in research concerning student attitudes toward ethics and social responsibility (E&SR) within diverse organizational contexts, specifically as they transition into managerial and non-managerial roles.

A total of 425 business students from four universities participated. To determine statistically significant differences between potential managers and non-managers (M&NM), a paired comparison inferential t-test was employed.

The study revealed positive E&SR attitudes among business students. However, it differed from existing literature by finding a significant difference in perceived E&SR importance between aspirants in managerial and non-managerial positions. Notably, non-managerial students exhibited significantly stronger support for these principles.

This study, conducted in an emerging economy, offers a unique perspective by analyzing E&SR perceptions across both potential management and non-management employees. Given the direct and indirect influence employee perceptions have on business performance, this research sheds light on the crucial role of E&SR in management practices. The findings are further substantiated by robust data and include implications for human resource management, along with suggestions for future research directions.

Drawing on social exchange theory, this study aims to investigate the reciprocal relationship between an employee’s knowledge sharing and his or her coworkers’ responses to this focal contributor in terms of knowledge sharing and helping behaviors.

A two-wave online survey collected data from 84 respondents who provided ratings on each member on their team, representing 440 dyadic relationships. Hierarchical linear modeling analyzed the between-subjects and within-subject data simultaneously.

Employees generally reciprocate contributors’ knowledge sharing with an exact act (i.e. knowledge sharing) through the mechanism of peer respect. However, respect generated by knowledge sharing is enhanced only when the knowledge contributor is competent.

Research on how an employee’s knowledge sharing actually influences other members of a team is lacking. This study addresses this gap by examining responses to a team member’s knowledge sharing from a peer’s perspective. It also reveals when knowledge sharing is more pronounced in earning peer respect.

Seaports are vital in facilitating sustainable development, and environmental, social and governance (ESG) factors significantly impact an organization’s performance. Therefore, this study aims to identify and evaluate barriers and strategies of green investments to promote ESG practices within the seaport sector.

To fulfill this aim, a systematic literature review, interpretive structural modeling and the matrix of cross-impact multiplications were applied to classification analysis.

12 barriers were prioritized and categorized by experts in a focus group to optimize efforts and define the materiality of these barriers in implementing ESG strategies within seaport companies.

The implications of this study provide an alternative approach for ESG management in the context of seaports that can be applied in different regions by experts' opinion assessment.

No prior studies assessed the barriers and strategies for green investments in ESG from the port sector perspective.

E-commerce companies use different types of dark patterns to manipulate choices and earn higher revenues. This study aims to evaluate and prioritize dark patterns used by e-commerce companies to determine which dark patterns are the most profitable and risky.

The analytic hierarchy process (AHP) prioritizes the observed categories of dark patterns based on the literature. Several corporate and academic specialists were consulted to create a comparison matrix to assess the elements of the detected dark pattern types.

Economic indicators are the most significant aspect of every business. Consequently, many companies use manipulative methods such as dark patterns to boost their revenue. The study revealed that the revenue generated by the types of dark patterns varies greatly. It was found that exigency, social proof, forced action and sneaking generate the highest revenues, whereas obstruction and misdirection create only marginal revenues for an e-commerce company.

The limitation of the AHP study is that the rating scale used in the analysis is conceptual. Consequentially, pairwise comparisons may induce bias in the results.

This paper suggests methodical and operational techniques to choose the priority of dark patterns to drive profits with minimum tradeoffs. The dark pattern ranking technique might be carried out by companies once a year to understand the implications of any new dark patterns used.

The advantages of understanding the trade-offs of implementing dark patterns are massive. E-commerce companies can optimize their spent time and resources by implementing the most beneficial dark patterns and avoiding the ones that drive marginal profits and annoy consumers.