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The purpose of this paper is to examine the interaction effect of organizational climate and social exchanges and how they fuse to affect psychological contract in the public service in Uganda.

The paper adopts a cross-sectional descriptive and analytical design. The authors employ structural equation modeling to test hypotheses. Using proportionate and simple random sampling procedures, a sample of 346 respondents was drawn from Uganda public service commissions and agencies of which a response rate of 61.5 percent was obtained.

The magnitude effect of organizational climate on psychological contract depends on social exchanges; implying that the assumption of non-additivity is met.

Only a single research methodological approach was employed and future research through interviews could be undertaken to triangulate.

In order to boost the employee-employer relationship of public servants in Uganda commissions and agencies, managers should always endeavor to find a viable organizational climate-social exchanges mix or blend that can add value to employee-employer relationship.

This is one of the few studies that focus on testing the interactive effects of social exchanges on the relationship between organizational climate and psychological contract in Uganda public service commissions and agencies.

The purpose of this paper is to develop a conceptual framework in order to understand the impact of organizational justice climate on firm performance.

This paper reviews the literature on organizational justice and social capital and theorizes their relationship with firm performance. The underlying argument of this paper is that a climate of organizational justice influences firm performance indirectly through its influence on social capital.

The paper suggests ways through which different types of justice climate – distributive, procedural, interactional – are related to different dimensions of social capital. This paper also extends the findings of organizational justice research from an individual level to organizational level by proposing an indirect relationship with firm performance.

This paper is unique, as no research to date has proposed a conceptual framework integrating organizational justice climate, social capital and firm performance.

The purpose of this paper is to inspect the influence of organizational climate on the social desirability of political behaviour of employees. It also examines perception of politics and perceived behavioural choice as the underlying mechanisms that mediate the relationship between organizational climate and social desirability of political tactics. Finally, the paper studies the influence of desirability of politics on frequency of use of political tactics.

The study uses data (n = 234) collected from a large public sector organization in India. The inter-relationships are tested empirically using structural equation modelling.

The findings suggest that organizational climate significantly influences the social desirability of political tactics such that positive climate leads to lower social desirability of political tactics. Also, perception of politics and perceived behavioural choice mediate the relationship between organizational climate and desirability of political tactics. Finally, the social desirability of political tactics positively and significantly influences frequency of political tactics used.

Because of the nature of the study, generalization must be made with caution since it has been conducted in an Indian public sector organization, and errors due to measurement method could be present. The study provides a better understanding of the relationship between organizational climate and political behaviour and clarifies the mediating role of perception of politics and behavioural choices. It also elucidates the need for organizations to accept the active role of employees in determining the nature of workplace politics.

The study establishes political perceptions and perceived behavioural choice as important mediators between climate and political behaviour, fostering in-depth research into the environmental aspects of public sector organizations. It also establishes employees as autonomous members of the organization who make political choices by taking into account their organizational contexts, a concept much newer to highly formalized and codified public sector organizations.

This study examines how sustainable leadership influences organizational citizenship behavior toward the environment, directly and through a green organizational climate. This study also investigates the moderating effect of person-organization fit on the relationship between green organizational climate and employees' organizational citizenship behavior for the environment.

Data were collected from 241 employees of manufacturing firms in China with one month's lag. Statistical analyses were conducted with the use of PLS-SEM.

This study confirmed that sustainable leadership significantly influenced organizational citizenship behavior for the environment, both directly and indirectly through a green organizational climate. It also revealed that the relationship between green organizational climate and employees' organizational citizenship behavior for the environment was contingent on the person-organization fit.

To the best of the authors' knowledge, this study is the first to analyze how sustainable leadership reinforces employees' organizational citizenship behavior for the environment by providing insight into the mediating role of green organizational climate and person-organization fit as a moderator. Moreover, through a combination of three theoretical perspectives (social learning theory, social exchange theory and the theory of person-organization fit), this study advances the academic knowledge on how organizational citizenship behavior for the environment develops, thus providing a more complex explanation of the relationship between the examined variables.

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.

The purpose of this paper is to explore health- and work-related outcomes of cyberbullying behaviour and the potential mediating role of social organisational climate, social support from colleagues and social support from superiors.

Altogether 3,371 respondents participated in a questionnaire study.

The results of this study indicate that social organisational climate can have a mediating role in the relationship between cyberbullying behaviour and health, well-being, work engagement and intention to quit. Contrary to earlier face-to-face bullying research, the current study showed that cyberbullying behaviour had stronger indirect than direct relationships to health, well-being, work engagement and intention to quit.

Communication through digital devices in work life is becoming more prevalent, which in turn increases the risk for cyberbullying behaviour. Organisations need therefore to develop occupational health and safety policies concerning the use of digital communication and social media in order to prevent cyberbullying behaviour and its negative consequences.

Cyberbullying behaviour among working adults is a relatively unexplored phenomenon and therefore this study makes valuable contribution to the research field.

This study aims to analyze the relationship between workplace ostracism and knowledge hoarding. The study also proposes a mediational role of organizational climate in the relationship between workplace ostracism and knowledge hoarding.

The procedure used in the study is a systematic literature review covering workplace ostracism, knowledge hoarding and organizational climate from 1986 to 2021. The studies were explored using keyword searches such as “Workplace ostracism”, “Knowledge hoarding” and “Organizational climate” from the selected databases, namely, Scopus, Web of Science and Google Scholar.

The systematic review of 146 articles found most studies suggesting that workplace ostracism affects employees’ personal and professional relationships and is a precursor to knowledge hoarding behaviours. The workplace ostracism–knowledge hoarding relationship has a logical explanation as knowledge hoarding is often perceived as counter-normative, which can reduce the performance of a hoarder, leading to behaviours such as ostracism and expulsion. The review proposes that organizational climate plays a significant role in improving the workplace ostracism and knowledge hoarding relationship. The study introduces some fundamental propositions towards the development of a model for future research.

The study attempts to uncover a series of relationships between workplace ostracism, knowledge hoarding and organizational climate, which may enhance academic discussion and offer clarity to the conceptualization of these two fields.

Current events such as the #metoo and #timesup movements have ushered in an era of heightened awareness of sexist organizational climate. Increasingly, supporters have called for top-down changes, demanding that organizations embrace a culture of accountability. Accordingly, the current study proposed and investigated the concept of benevolently sexist organizational climate and explored the impact on women's state self-esteem, while testing for the potential moderating effects of power and gender.

The current experimental study utilized a video video-based manipulation to introduce benevolently sexist organizational climate with a 2 (content of communication) x 2 (gender of communicator) x 2 (status of communicator) between-subjects design. The hypotheses were tested using an analysis of variance moderation model, based on a sample of 652 women.

Results indicated a significant two-way interaction between benevolently sexist organizational climate and power on self-esteem. Specifically, results suggested that benevolently sexist organizational climates have a greater negative impact on women's self-esteem when a supervisor communicates the information on the climate as opposed to a coworker.

Benevolently sexist climate had a deleterious impact on women's organizational outcomes especially when communicated by a supervisor. These findings can be used for guidance on the development of training and interventions targeted at mitigating the prevalence of benevolently sexist workplace climate.

This study was the first to propose the concept of a benevolently sexist organizational climate. Additionally, the study demonstrated the negative impact of a benevolently sexist organizational climate on women's state self-esteem providing important implications for organizations. Further theoretical and practical implications are discussed.

This chapter investigates the relationship between organizational climate, social support, and loneliness in the workplace. Data were collected from 362 employees from various occupational groups. Regression analyses presented support for predicted links between community spirit at work, a climate of fear in an organization, work-based support from co-workers and supervisors, and loneliness at work. The results support the hypothesis that a negative emotional climate and lack of collegial support adversely influences the experience of loneliness in workers. The results suggest that addressing interpersonal problems in the workplace and improving the psychological work environment within an organization may enhance the social and emotional well-being of employees.

The purpose of this paper is to examine the role of leaders’ creativity as a predictor of organizational creativity. The authors expected that creative leaders would promote creativity directly by functioning as a model and inspiration for their followers and indirectly by promoting a creativity‐supporting work climate.

The research was conducted in organizations within the restaurant sector; the data were obtained using questionnaires to employees and leaders (n=207), as well as external raters’ evaluation of restaurant creativity level. Responses from each organization were aggregated using mean scores (n=39).

Significant positive associations were found between leaders’ creative behavior, organizational creative climates, and organizational creative behavior. Mediation analyses revealed that the relationship between leaders’ creative behavior and organizational creativity was mediated by organizational creative climate.

The results may provide useful guidelines for organizations that put emphasis on creativity, both for leader recruitment and leader development.

The paper contributes to the creativity literature since it is one of the first to explore leader personality and leader creative behavior as predictors of creativity in organizations.