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The purpose of this paper is to draw on literature underpinning social support to explore individual level considerations when designing social support systems for academic entrepreneurs.

The paper draws from literature in the fields of entrepreneurship, organisational support, stress and coping, and conservation of resources theory to conceptualise social support in an academic entrepreneurship setting.

Provides an expanded definition and a framework of social support. The definition signals the complex nature of delivering social support by considering mechanisms through which the concept is operationalised. These include the content of social support, relationships it occurs within, mode of delivery of support and finally outcomes of such support. A social support influencer pentagram is presented of elements that, together, or separately may affect how individuals seek, receive or perceive support in the academic entrepreneurship context. The framework may also have implications for organisations in other contexts.

Future research should explore the content, delivery mode and timing of support sought and/or received and perceived as helpful and the types of relationships within which these might occur. The impact of this on academic entrepreneurship and variation of these inputs and outputs with respect to the types of actors involved should be considered. It underscores the need, in empirical research, for in-depth understanding of the context of each incident of support regardless of organisational context.

This paper illustrates the challenges of designing a supportive culture and the conceptual contribution forewarns policy makers of the need to design multi-faceted, flexible and adaptive social support systems.

This paper seeks to establish the value and complex nature of social support as a medium to encourage academic entrepreneurship by providing a broader definition of social support and a framework of elements that may affect whether individuals seek, receive or perceive support within the academic entrepreneurship setting. To our knowledge, it is one of the first papers in an academic entrepreneurship setting which recognises the dual separate paths [based on stress and coping theory (Lazarus and Folkman, 1984) and conservation of resources theory (Hobfoll, 1989)] from the perception of support and the objective support itself to entrepreneurial outcomes. The proposed framework also seeks to contribute to a greater understanding of the ways in which social systems might influence the success of an individual academic’s entrepreneurial endeavours and those of others with whom they interact. It also contributes to the wider social support literature by providing a better understanding of how individuals might break resource loss spirals (Hobfoll et al., 2018).

The employee-organization relationship (EOR) has increasingly become a focal point for researchers in organizational behavior, human resource management, and industrial relations. Literature on the EOR has developed at both the individual – (e.g. psychological contracts) and the group and organizational-levels of analysis (e.g. employment relationships). Both sets of literatures are reviewed, and we argue for the need to integrate these literatures as a means for improving understanding of the EOR. Mechanisms for integrating these literatures are suggested. A subsequent discussion of contextual effects on the EOR follows in which we suggest that researchers develop models that explicitly incorporate context. We then examine a number of theoretical lenses to explain various attributes of the EOR such as the dynamism and fairness of the exchange, and new ways of understanding the exchange including positive functional relationships and integrative negotiations. The article concludes with a discussion of future research needed on the EOR.

Drawing on the conservation of resources theory and social exchange theory, this study aims to examine the underlying relationships linking work-to-family enrichment (WFE) and family-to-work enrichment (FWE) to perceived supervisor support and ultimately, job satisfaction among social workers.

Data were collected from members of a social work professional body (n = 439) through an internet-based questionnaire and analysed using confirmatory factor analysis and structural equation modelling.

Perceived supervisor support mediated the relationships between work–family enrichment (specifically, WFE-Development, WFE-Affect and FWE-Efficiency) and job satisfaction.

Social workers who worked in a positive work environment that uplifts their moods and attitudes (WFE-Affect), have access to intellectual and personal development (WFE-Development) and felt supported by their supervisors reported higher levels of job satisfaction. Those who possessed enrichment resources were found to be more efficient (FWE-Efficiency) also perceived their supervisors to be supportive and experienced higher job satisfaction. Future studies should consider other professional groups and incorporate a longitudinal design.

Promoting work–family enrichment among social workers can contribute to positive work outcomes such as perceived supervisor support and job satisfaction. HR practitioners, supervisors and organisations can promote work–family enrichment among social workers through introduction of family-friendly policies (e.g. flexitime, compressed workweek schedules) and providing a supportive work–family friendly environment for social workers.

Although several work–family studies have linked work–family enrichment to job satisfaction, the present study shows how each dimension of WFE and FWE affects social workers' job satisfaction.

This chapter provides an article-by-article annotated bibliography of the extant social entrepreneurship literature from the top management and entrepreneurship journals. Special emphasis is given to the methods used in empirical studies, providing a one-stop reference to scholars interested in conducting social entrepreneurship research.

Forty-three social entrepreneurship articles from ten top management and entrepreneurship journals were selected and summarized.

The purpose of this study is to conduct a systematic review of the literature of the studies that have examined several theoretical perspectives on corporate social performance (CSP) and identify possible future research questions based on various theoretical viewpoints.

The study used systematic literature review analysis on a sample of 667 studies published in top A* and A category journals listed in the Australian Business Dean Council list. The present study derived articles between 1975 and 2023 from the SCOPUS database by using relevant keywords to identify research activities in CSP.

The findings suggest that many studies on CSP have been undertaken globally. But there is a lack of studies on various theoretical perspectives, including peer uncertainty evaluation, buyer–supplier sustainability links, the role of primary stakeholders (especially consumers, employees, suppliers and secondary stakeholders), the use of technology, firm-related heterogeneities, and the role of demographic and socio-economic factors. Future research areas are recommended.

The study investigates existing research gaps to identify possible future research questions and frameworks that can be explored to advance the research on CSP.

The research also provides implications for firms in terms of understanding diverse theoretical perspectives to develop strategies to improve a firm’s social performance.

The findings are derived from a systematic review of the literature in top-category studies that examined existing theories and frameworks in the CSP domain. This highlights the importance of other understudied complementary theories, such as complexity theory, spillover theory, critical mass theory, slack theory and so on, and related variables that can improve a firm’s social performance. Evaluation of existing theoretical perspectives is not included in other review studies.

Drawing upon conservation of resources (COR) and attribution theories, prior research in helping behavior has mainly focused on an independent view of the helper’s personal resources. This perspective, however, falls short of capturing the comparative nature of personal resources and attributions in a helping context. The purpose of this paper is, therefore, to develop a theoretical model that helps predict employees’ decisions to help or not to help.

A theoretical model was developed by integrating social comparison, COR and attribution theories.

The theoretical model proposes the following. First, when employees perceive that they have fewer personal resources than a coworker who needs help, they are less likely to help. Second, when employees perceive that they have more personal resources than a coworker who needs help, they make causal attributions as to why the coworker failed to deploy personal resources. Finally, when employees have more personal resources than a coworker who needs help, they are more likely to help if they make situational, unstable and uncontrollable attributions to the coworker’s failure to deploy personal resources.

This paper extends the literature by offering a theoretical model that emphasizes comparisons and attributions of personal resources in a helping context. Additionally, this paper offers several managerial implications that help managers manage helping behavior effectively.

The workplace health management lessons to be learned from the pandemic are important. However, few studies have examined the relationship between workplace anxiety, resources and behaviors during the pandemic. Therefore, this paper aims to investigate the relationship between anxiety, fatigue, compliance, turnover intention and social and psychological resources during the COVID-19 pandemic by applying the conservation of resources (COR) theory.

Path analysis was carried out using data obtained from a questionnaire survey conducted on 2,973 Chinese employees of Japanese companies in China.

The analysis showed that anxiety had a positive correlation with compliance, but simultaneously had a positive correlation with fatigue and turnover intention; psychological resources moderated to weaken the relationships between anxiety and compliance/fatigue; social resources moderated to strengthen the negative correlation between compliance and willingness to leave.

This study targeted employees of Japanese companies in China. Therefore, in the future, it is necessary to verify generalizability as to whether it applies to employees of companies of other nationalities in other countries. Also, the authors used newly developed scales instead of the general psychological scales. Therefore, it is necessary to verify the reproducibility using a more general scale.

Anxiety encourages compliance practices but also increases fatigue and willingness to leave. Therefore, a method of inciting anxiety and making employees follow rules reduces the strength of an organization. To overcome this dilemma, managers need to provide psychological and social resources.

This study is the first to show how effective social and psychological resources are in the management of anxiety and fatigue in achieving high performance during the COVID-19 pandemic. This study was conducted in the very early days of the COVID-19 pandemic with the cooperation of employees working for Japanese companies in China. However, the importance of utilizing resources in a crisis revealed by this study can be applied to all kinds of disasters.

Highlights:

-The current study is the result of a survey conducted on employees of Japanese companies in China in the early days of the COVID-19 pandemic.

-Anxiety had a positive effect of promoting compliance and a negative effect of increasing fatigue and willingness to leave the job.

-Psychological resources mitigated these effects of anxiety and, as a result, reduced fatigue and willingness to leave.

-Social resources enhanced the effect of compliance on reducing willingness to leave.

-Workplace health problems caused by the COVID-19 pandemic should be addressed by increasing employee resources on a regular basis, rather than aggravating anxiety.

COVID-19 pandemic has accelerated the adoption of home-based teleworking globally. Coupled with this, there are rising concerns about workplace cyberbullying. However, less studies have explored workplace cyberbullying in non-western countries. The purpose of the current study is to examine whether workplace cyberbullying affects employees' intention to stay and to find out the mechanisms underlying the relationship.

Data were collected among Indian home-based teleworkers. Data were analysed using SmartPLS and SPSS-PROCESS macro.

Results show that workplace cyberbullying negatively impacts intention to stay and affective commitment acts as a mediator between this link. The results also reveal that workplace social capital moderates the negative effects of workplace cyberbullying on affective commitment. The results further confirm that workplace social capital moderated the indirect impact of workplace cyberbullying on intention to stay via affective commitment.

This study highlights the potential of leveraging workplace social capital in order to reduce the negative effects of workplace cyberbullying.

These findings can complement the previous studies on the impact of negative work events on affective commitment and intention to stay as well as extend researchers' understanding of the underlying mechanism between workplace cyberbullying and intention to stay. Furthermore, this research explains how employees can utilise social resources from workplace social capital to mitigate the negative outcomes of workplace cyberbullying.

Employee mental health problems are among the most costly issues facing employers in the developed world. Recognizing this, many employers have introduced resources designed to help employees cope with stressors. Yet, most employees fail-to-use these resources, even when they need them and could benefit from using them. We seek to understand this resource underutilization by (a) drawing on and expanding resource theories to explain why employees do not use existing resources and (b) proposing that leaders, managers, and supervisors can play a key role in facilitating the utilization of available resources. In doing so, we introduce resource utilization theory (RUT) as a complementary perspective to conservation of resources (COR) theory. We propose that RUT may provide the framework to describe patterns of resource utilization among employees, and to explain why employees do not use available resources to deal with existing stressors and demands.

The purpose of this paper is to apply and test a theory specifying which resources are most important for employee engagement. Specifically, this paper draws on resource theory to outline six resources (love, status, services, information, goods, money) provided by the organization that employees will exchange for engagement.

The paper’s main focus is theoretical, outlining how resource theory provides a more nuanced classification and understanding of the workplace antecedents of engagement. Specifically, engagement is proposed to represent love as a resource, since engagement represents the whole-hearted investment of oneself. Thus, employees will exchange engagement for employer resources that similarly denote individual warmth and caring. The resource classification is assessed using engagement data from IBM NZ (n=13,929).

The theoretical analysis identifies eight workplace resources, five of which are proposed to be exchanged for engagement: mission, vision and values; opportunities for development; supportive leadership; job resources; and teamwork. Subsequent empirical analysis of IBM NZ data identified three similar constructs, with two being stronger predictors of employee engagement: learning and development; and vision and purpose. This provides some initial support for the application of resource theory to engagement.

Resource theory enables the identification of specific resources that will more strongly facilitate engagement: those which demonstrate warmth and caring for the employee.

Resource theory adds specificity in identifying which workplace resources will be exchanged for engagement, and therefore extends existing models of engagement, and is valuable for future employee engagement research and practice.