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This study's goal is to look at how visitors' experiences affect the indirect links between the destination's extrinsic motivations (DEMs) and tourists' intrinsic motives (TIMs), on the one hand, and the perceived destination image (PDI), on the other.

Using structural equation modeling, 613 tourists from different nationalities were used to test the five hypotheses.

The research results revealed that second-order destinations' extrinsic motivations directly impact TIM and PDI. It also showed that tourists' experiences as moderators reduce the direct effect of DEM on PDI for first-time visitors compared to repeat visitors. Moreover, it increases the direct effect of TIM on PDI for repeated visitors.

Destination managers can fix the problems that hurt their reputations and images by hiring police officers in tourist areas and cleaning tourist places. In the same way, destination managers and travel agencies should use AI tools to create social media marketing campaigns focusing on natural and historical monuments. Also, the marketing plans should stress the value for money (for example, lodging, food and attractions’ cost). Finally, destination marketers can make programs for repeat visitors, focusing on DEM and TIM.

This article tries to fill a gap in the research on PDI formation in emerging markets as a modern technique in destination marketing by using the push-intrinsic and pull-extrinsic theories. It also looks at how the tourists' experiences moderate the direct link between DEM, TIM and PDI. Lastly, this study examines how TIM affects a destination's image in emerging markets.

Irrespective of the importance of collective job crafting for team performance, its antecedents have not been fully comprehended. Drawing upon social cognitive theory, this study proposes that sales managers’ charismatic leadership interacts with collective proactive personality in predicting collective job crafting, which in turn influences sales teams’ customer relationship performance and financial performance.

Data were collected from 481 sales employees and 64 sales managers from 64 sales departments of tour companies. These multi-source data were analyzed through structural equation modeling.

The findings revealed that charismatic leadership was positively associated with sales teams’ collective job crafting, which was in turn positively related to sales teams’ customer relationship performance and financial performance. Collective proactive personality negatively moderated the impact of charismatic leadership on collective job crafting.

This study advances the extant knowledge by identifying the role of collective job crafting in translating charismatic leadership into sales teams’ performance.

The job content plateau (JCP) is a condition in which employees regard their jobs as routine, and it has been linked to employee turnover intentions and organisational dysfunctional consequences. As a result, the purpose of this study is to see how negative effects of JCP can be avoided.

A conceptual framework has been created and empirically tested that takes into account intervening elements such as job crafting (JCF) and proactive personality (PP) between JCP and career commitment (CC). In this study, survey data from professionals in a variety of businesses were gathered based on position level, total years of experience and educational level. To assess the efficacy of the suggested model and test the hypothesis proposition, confirmatory factor analysis and multiple regressions were used.

The study’s findings demonstrated that JCF plays a mediating function between JCP and CC, allowing proactive executives to lead their CC while minimizing JCP’s negative effects.

This study will have interesting implications and recommendations for practitioners and strategy makers when it comes to assessing the impact of JCP on enhancing career commitment among Indian executives.

The study aims to develop a hierarchical model for innovative work behaviour (IWB) that can capture the complex associations among the factors contributing to IWB within the information technology (IT) sector. To accomplish this, the authors rely on an abductive approach using a graph theoretic model, often called interpretive structural modelling (ISM).

After conducting an in-depth literature review and using the Delphi method, the authors identified 12 factors (11 enablers and IWB as an outcome). The authors collected data through the Delphi approach by sending the questionnaire to 11 experts from academia and the IT sector who have extensive experience and knowledge relevant to the study. The authors then used the ISM method to analyse the relationships among these factors and understand their driving forces.

Based on the ISM model and the Matrice d'Impacts Croisés Multiplication Appliquée à un Classement analysis, the authors have identified that inclusive leadership, proactive personality and knowledge creation ability are the variables with strong driving power but weak dependence. Conversely, IWB has strong dependence but weak driving power. These findings suggest that to foster IWB, the organisation should prioritise inclusive leadership, proactive personality and knowledge-creation ability to succeed in challenging times. The study’s findings contribute to the social exchange theory, which explains IWB in a dynamic setting. Additionally, the study helps address the significant concerns that most IT companies face during times of crisis.

The study provides valuable guidance for managers and policymakers who are grappling with the challenges of improving IWB in the IT sector. This study is particularly relevant as the industry is currently navigating an economic recession and facing intense competition from other tech companies launching new products and services.

This research holds great significance for top executives, line managers and policymakers in the IT industry. It sheds light on the relevance and importance of various factors facilitating millennials' IWB.

Drawing upon social learning theory (SLT), the study examines the consequences of ethical leadership on followers' voice behavior facets (promotive and prohibitive). The study tests hypotheses about the processing mechanism (moral identity) and the boundary condition (proactive personality) to understand these relationships.

The study collected time-lagged survey data through an online structured questionnaire from 182 respondents. Confirmatory factor analysis (CFA) was used to ensure the validity and reliability of the data. Moreover, structural equation modeling was run to test the hypotheses using AMOS.

Ethical leadership positively affects followers' promotive and prohibitive voice behavior via the psychological mechanism of moral identity. Proactive personality moderates the moral identity – promotive and moral identity – prohibitive voice relationships, such that these relations are stronger when the individuals are high on proactive personality.

Robust evidence of a genuine cause-and-effect relationship may not be yielded owing to cross-sectional and self-reported data at the follower level of analysis. Future researchers can use dyadic, longitudinal and experimental designs to overcome these limitations. Organizations targeting to increase voice behavior can benefit from maintaining ethical leaders and proactive followers at the workplace.

The study significantly contributes to the ethical leadership and voice behavior literature. Ethical leadership enhances followers' promotive/prohibitive voice behaviors through their moral identity enhancement. The paper also confirmed that a proactive personality is a critical boundary condition in these relationships. Empirical evidence from the Eastern context has been added, and research directions have also been provided.

Because employees’ positive attitudes and behaviors are important to ensure organizational performance, organizations attempt to carry out human resource practices to shape these attitudes and behaviors. This paper aims to examine this issue by focusing on the effects of training and development (TD) on employee engagement (EE), satisfaction (ES) and retention (ER).

For empirical analysis, the authors use structural equation modeling and data collected from employees in a developing economy.

TD is positively and directly associated with EE, ES and ER. In addition, EE is found to mediate the indirect effects of TD on ES and ER.

The findings suggest some practical implications for TD activities to enhance employees’ positive attitudes and behaviors.

To the best of the authors’ knowledge, this research is among the early attempts to examine the direct and indirect effects of TD on EE, ES and ER in a developing economy. The findings add to the growing literature suggesting that TD can contribute to the improvement of employees’ positive attitudes and behaviors.

This study summarizes widely dispersed literature on proactivity at work in its many different forms and highlights contrasts between the various themes in detail.

This study is based on systematic literature review of proactivity at work using 1708 peer reviewed articles published between 1969 and 2021 using R and Vos viewer software; a content analysis of the 100 most cited articles in proactivity research; and synthesis and integrative literature review to develop future research directions.

This study uncovers many interesting facets of knowledge, including proactivity-related themes that have emerged over 50 years of research, time-related publication trends, top journals, top authors, and the most commonly used keywords. The content analysis of the 100 most-cited articles revealed findings such as the role of each proactivity theme impacting academic discussions to date. For example, quantitative research appears to be more prevalent among the most cited articles compared to different types of qualitative research. Finally, future research directions building on our findings are provided.

To our knowledge, this work is the first attempt to contrast different types of proactivity at work as opposed to extant literature, which is either driven by the proactivity phenomenon or focuses on similarities rather than on contrasting aspects of the various forms of proactivity at work. Hence, the significance of this research extends beyond theoretical considerations and incorporates valuable practical elements.

The various quality improvement (QI) frameworks and maturity models described in the health services literature consider some aspects of QI while excluding others. This paper aims to present a concerted attempt to create a quality improvement maturity model (QIMM) derived from holistic principles underlying the successful implementation of system-wide QI programmes.

A hybrid methodology involving a systematic review (Phase 1) of over 270 empirical research articles and books developed the basis for the proposed QIMM. It was followed by expert interviews to refine the core constructs and ground the proposed QIMM in contemporary QI practice (Phase 2). The experts included academics in two academic conferences and 59 QI managers from the New Zealand health-care system. In-depth interviews were conducted with QI managers to ascertain their views on the QIMM and its applicability in their respective health organisations (HOs).

The QIMM consists of four dimensions of organisational maturity, namely, strategic, process, supply chain and philosophical maturity. These dimensions progress through six stages, namely, identification, ad-hoc, formal, process-driven, optimised enterprise and finally a way of life. The application of the QIMM by the QI managers revealed that the scope of QI and the breadth of the principles adopted by the QI managers and their HOs in New Zealand is limited.

The importance of QI in health systems cannot be overstated. The proposed QIMM can help HOs diagnose their current state and provide a guide to action achieving a desirable state of quality improvement maturity. This QIMM avoids reliance on any single QI methodology. HOs – using the QIMM – should retain full control over the process of selecting any QI methodology or may even cherry-pick principles to suit their needs as long as they understand and appreciate the true nature and scope of quality overstated. The proposed QIMM can help HOs diagnose their current state and provide a guide to action achieving a desirable state of quality improvement maturity. This QIMM avoids reliance on any single QI methodology. HOs – using the QIMM – should retain full control over the process of selecting any QI methodology or may even cherry-pick principles to suit their needs as long as they understand and appreciate the true nature and scope of quality.

This paper contributes new knowledge by presenting a maturity model with an integrated set of quality principles for HOs and their extended supply networks.

This study aims to explore whether, how and when leaders' artificial intelligence (AI) symbolization (i.e. the demonstration of leaders' acceptance of and support for AI by engaging in AI-related behaviors and/or displaying objects that reflect their affinity for AI) affects employee job crafting behaviors.

The authors conducted two studies (i.e. an experiment and a multi-wave field survey) with samples from different contexts (i.e. United States and China) to test our theoretical model. The authors used ordinary least squares (OLS) and hierarchical linear modeling (HLM) to test the hypotheses.

Leaders' AI symbolization is positively related to employee change readiness and, in turn, promotes employee job crafting. Moreover, employee-attributed impression management motives moderate the positive indirect effect of leaders' AI symbolization on employee job crafting via change readiness, such that this indirect effect is stronger when employee-attributed impression management motives are low (vs high).

Leaders should engage in AI symbolization to promote employee job crafting and avoid behaviors that may lead employees to attribute their AI symbolization to impression management.

By introducing the concept of leaders' AI symbolization, this study breaks new ground by illustrating how leaders' AI symbolization positively influences employees' change readiness, as well as job crafting in the workplace. Further, integrating AI as a novel and timely context for evaluating job crafting contributes to the literature where empirical research is relatively scant, particularly regarding the factors that prompt employees to engage in job crafting.

This study investigated the impact of entrepreneurship education on the international entrepreneurship intention of the university students while considering the mediating roles of entrepreneurship alertness, proactive personality, innovative behaviour and the moderating role of global mindset in this relationship.

The research employs a survey methodology, utilising a structured questionnaire for data collection. The study specifically concentrates on students enrolled at Akenten Appiah-Menka University of Skills Training and Entrepreneurial Development (AAMUSTED) in Ghana, drawing its sample from six academic programmes within the university. Data analysis is conducted using structural equation modeling (SEM).

The findings of this research revealed that entrepreneurship education exerts a positive influence on the international entrepreneurial intention. Furthermore, entrepreneurship alertness acts as a mediator in the relationship between entrepreneurship education and innovative behaviour. Similarly, a proactive personality serves as a mediating factor between entrepreneurship education and innovative behaviour. Moreover, innovative behaviour operates as a mediator in the relationship between entrepreneurship education and international entrepreneurship intention. Additionally, a global mindset plays a crucial moderating role in the connection between entrepreneurship education and international entrepreneurship intention.

This study makes a significant contribution to the field by shedding light on the mediating roles of proactive personality, entrepreneurial alertness, innovative behaviour and global mindset moderating the relationship between entrepreneurship education and international entrepreneurship intention. These insights offer fresh perspectives on the complex dynamics at play in the realm of entrepreneurship education and its impact on students' intentions for the international entrepreneurship.