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This study aims to examine the relationships between three styles of conflict management [cooperative conflict management (COP), competitive conflict management (COM) and avoidance conflict management (AVO)], the subjective relational experience, perceived insider status, organization-based self-esteem and employees’ service innovation behavior in the airline industry.

Through both offline and online survey methods, a total of 304 Korean employees of eight airline firms in Asia were asked to complete the questionnaire. A structural equation modeling analysis was conducted to test the proposed hypotheses.

COP and AVO had significant positive effects on the subjective relational experience, and COM had a significant negative effect on the subjective relational experience. In the subsequent process, the subjective relational experience had a significant positive effect on the perceived insider status but not on organization-based self-esteem and employees’ service innovation behavior. Finally, the perceived insider status and organization-based self-esteem had significant positive effects on employees’ service innovation behavior.

The results have important practical implications for developing human resource management (HRM) practices in airline firms. More specifically, airline firms should provide management training courses that encourage team leaders to create environments in which employees can form an attitude of “we are in it together”, collect conflict issues from employees in a unanimous manner and then resolve them smoothly without further problems and avoid treating conflicts as win-lose contests. These guidelines may help employees unwind from conflict situations and maintain positive relationships with their colleagues.

Previous studies have paid little attention to effects of conflict management styles on employees’ service innovation behavior through positive psychological experiences based on a holistic model. The results offer new insights into the extended model and have valuable implications for HRM practices in the airline industry.

Although customer experience has been widely researched, its effects on behavior toward a government policy are still unclear. Drawing on two theories with some similar and opposing perspectives, the purpose of this paper is to investigate the effect of three components of customer experience (i.e. utilitarian experience, hedonic experience and relational experience) and customers’ intention on behavior within the context of the BVN policy implemented by the Nigerian apex bank.

Data emerged from one of the most populous districts in south-eastern Nigeria. Participants were recruited by mall-intercept. Out of the 283 participants approached, 246 participated but only 82.9 percent were valid for analysis. After subjecting data to statistical screening to confirm its suitability for parametric statistical analysis and examining data for the potential effects of common method variance as well as sample representativeness, a partial least squares structural equation modelling technique and the Preacher and Hayes bootstrapping procedures were utilized to test the hypothesized relationships.

Based on data obtained from Nigerian bank customers, the paper demonstrated that the customer loyalty arising from the implementation of a government policy is determined more by hedonic experience, followed by relational experience and very much less by utilitarian experience. Findings also indicate that the relationship between the components of customer experience and customer loyalty is complementarily mediated by intention to open new account(s).

Though the theoretical grounding of the paper strongly supports the study design, the authors strongly recommend that future research should examine customer experience-customer behavior models in situations of policy implementation with longitudinal design. Additionally, since intention to open new account(s) is a complementary mediator of the links between the components of customer experience and customer loyalty, there is need for future researchers to integrate other mediators into the conceptual framework that the authors examined in this paper.

This paper cautions that whilst the research findings play out effectively in situations where the benefits of the introduced policy and the consumers’ belief in the good intent of the policy are congruent and customers are susceptible to the manipulations of the social class leading to absence of volitional control; firms should not be deceived into relying too heavily on this kind of loyalty because it is situational and consequently promiscuous. Nevertheless, deploying more resources to seamlessly meet the needs of customers in such situations is counter-productive for service organizations.

Based on the findings, it has come to the fore that consumers will be at the receiving end of a government policy poorly implemented by service organizations. When such policies are rolled out therefore, governments should enforce operational modalities that will forestall potential negative experiences that consumers could possibly encounter.

By examining the effects of three components of customer experience and intention to open new account(s) on customer loyalty within the context of BVN implementation in an emerging banking sector, the authors contribute to the broad stream of literature that focuses on the effect of customer experience on company bottom-line. The strength of this contribution is based on the premise that this paper draw on the similarities and opposing orientations of two theories to uncover these effects. The authors show that the effects of the three components of customer experience on customer loyalty is different from the results of previous research because of the unique perspective adopted in this paper.

This paper aims to explore the contribution of combined social constructionist and existential perspectives to the understanding of leadership and calls for a reconsideration of the objectivist, functionalist assumptions and approaches to leadership. It aims to argue the value of incorporating the subjective perspective through two related approaches.

The paper considers the contribution of an existentialist perspective before going on to explore the value of a social constructionist approach.

This paper calls for a reconsideration of the objectivist, functionalist assumptions and approaches to leadership and argues the value of incorporating the subjective perspective through two related approaches. Originality/value – The value of the paper is in the combination of social constructionist and existential perspectives in relation to understanding the experience of leadership. This is intended to have longer‐term implications both for practice, for how people share understandings of leadership, and for research in considering how these ideas might be explored further.

The purpose of this chapter is to make visible the similarities and differences among narrative, self-study of teacher education practices, and autoethnographic methodologies to generate clarity about when each methodology might be most appropriate. Using Margery Wolf’s (1992) A Thrice Told Tale as a heuristic to support our exploration, we look at a selected slice of data as if standing within each methodology. As we do that we consider ways that we might engage each methodology to push forward our thinking about powerful research. Our goal is to critically examine the processes that researchers use for the study and to explore the ways using particular methodologies in appropriate ways that can strengthen our thinking about professional knowledge.

Intergenerational relations imply dealing with ambivalences. This thesis is what the contributions to this volume have in common. Yet, critics may claim that it is not a new insight. Among them are those who recall that some of the greatest sagas in Greek mythology depicted what we now refer to as ambivalence. Others may argue that the experience of ambivalence pervades everyday life. Adult children, for example, feel ambivalent about placing their elderly father or mother in a nursing home. Parents have mixed feelings about their child’s living with a partner without an intention to marry and have children. A son’s or a daughter’s “coming out” as gay or lesbian is fraught with ambivalence on both sides.

This paper aims to address the question of what can significantly impact employees' IB and how employees' IB may be effectively stimulated by investigating key factors such as employees' knowledge sharing, innovation passion, absorptive capacity and risk-taking behaviour on workplace innovation. The moderating role of risk-taking behaviour on the link between absorptive capacity and innovation behaviour is also investigated.

Based on the principles of social exchange theory, the study design explores the complex relationship among knowledge sharing, innovation passion, absorptive capacity and risk-taking vis-à-vis employees' innovation behaviour within a unified analysis framework. Methodologically, employees in the information technology industry in China were surveyed via a questionnaire instrument, with a total of 318 valid questionnaires being collected online. Following a reliability and validity test of the questionnaire, the Smart PLS was used to verify the research model.

Statistically significant results reported were as follows: (1) employees' innovation behaviour is positively impacted by knowledge sharing, innovation passion and absorptive capacity; (2) employees' innovation behaviour is negatively impacted by risk-taking behaviour; (3) knowledge sharing is positively impacted by innovation passion; (4) absorptive capacity is positively impacted by innovation passion; and (5) risk-taking behaviour regulates the relationship between absorptive capacity and innovation behaviour.

Owing to limited research resources, 318 front-line employees were surveyed via an online questionnaire vis-à-vis the sampling method only, specifically taking knowledge sharing, innovation passion, absorptive capacity and risk-taking behaviour as antecedent variables with implications on how employees' innovation behaviour may be stimulated.

The mechanism of augmenting employees' innovation behaviour is chiefly explained from the perspective of innovation passion and risk-taking behaviour, which are conducive towards promoting employees' willingness to improve knowledge sharing and innovation behaviour. The social exchange theory is used as a basis to form an integrated model for the research, contributing to a cumulative theoretical perspective for future work on the impact of innovation passion and risk-taking behaviour on innovation.

The purpose of this study is to examine whether team potency moderates the effect of the leader member exchange (LMX) on the expatriate's creative work involvement such that the effect of leader member exchange on creative work involvement becomes less when team potency is high.

Data were gathered via a printed survey instrument, using a purposive sampling approach and administered directly to 150 expatriate (non-Emirate nationals) employees located in the Jabal Ali Dubai Free Zone of the United Arab Emirates (UAE).

Our findings indicate that the higher the level of team potency the less the effect of LMX on expatriate creative work involvement.

The findings suggest that, team potency, which is an asset in certain situations, can be a liability suppressing the effect of LMX on the expatriate employees creative work involvement. Expatriate employees experiencing satisfaction and fulfillment through the leadership exchange feel sufficiently empowered in their abilities to engage in creative work behaviors.

Testing a theoretical model within the intranational cultural diversity of an expatriate workforce may be a stronger source of diversity than other sources, providing for an original theoretical contribution to the extant literature. Moreover, the UAE, with its prominent network of expatriate employment integrated within the national economy presents a highly relevant contextual environment in which to study expatriate behavior.

The purpose of this paper is to examine human resource management (HRM) innovation programs in the early stages of employment for workers with an intellectual disability (WWID).

The first case study was carried out at a large national courier company where a film innovation programme was used to enhance the socialisation process of WWID. The second case study was at a five-star hotel situated in a large city where a buddy system innovation programme was used in the induction and training process of WWID.

The overarching “life theme” created through these innovation programs was one of enhanced and creative opportunities for social inclusion. The participants displayed more confidence and independence in their ability and exhibited aspirations to advance and succeed in their roles.

The study argues that HR professionals need to be more proactive in finding innovative ways to engage WWID in the early stages of employment.

The qualitative study is underpinned by socialisation and career construction theory which provides the framework to discuss the ways in which socialisation and socially inclusive HRM practices enable participants and other WWID achieve success on their career paths. The key message of our research is that early vocational socialisation innovation programs can make a positive difference to the work experiences of WWID.

The purpose of this study is to investigate the relationship between empowering leadership and organizational commitment and its effect on job performance and creative work involvement within the expatriate society of the UAE.

The paper suggests a theoretical model derived from survey responses gathered from expatriates used in multinational organizations located in Dubai city in the UAE.

The results show that organizational commitment partially mediates the relationship between empowering leadership and job performance. Furthermore, the results show that organizational commitment partially mediates the relationship between empowering leadership and creative work involvement.

This research adds to the existing body of knowledge on international business by investigating the effects that organizational commitment and empowering leadership have on creative work involvement and job performance of expatriates.

The purpose of the study was to find out the effect of authentic leadership on innovative work behavior among employees in the context of Indian startups that have gone global in the past one decade. The study also aimed to investigate the mediating effect of one organizational-level variable, i.e. organizational climate and one individual-level variable, i.e. readiness for change on the direct relationship between authentic leadership and innovative work behavior.

The study used survey method with a sample of 261 employees working in Indian startups that have gone global in the past one decade. Authentic leadership, organizational climate, readiness for change and innovative work behavior were measured using standardized questionnaires.

Structural equation modeling revealed that authentic leadership had significant direct effect on innovative work behavior and this effect was mediated by readiness for change. However, organizational climate had no significant effect.

The findings of the study have important implications for startups that employ millennials as employees and have plans to go global. Millennials have very different characteristics in the workplace and they regard authenticity in the leader very highly. Since they are assertive and they question everything, it becomes imperative for founder-leaders to exhibit authenticity in their actions, words and thoughts.

This is the first study in the context of Indian startups that have gone global by taking important variables of authentic leadership, readiness for change and innovative work behavior.