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This study aims to investigate the link between information technology capabilities (ITC) and organizational performance (OP) in the hospitality industry by focusing on the indirect effect of sustainability practices, service innovation (SINO), service improvement (SIMP) and the moderating role of top management support (TMS).

Time-lagged survey data from 488 hotel managers in the United Arab Emirates was used in this study to examine the hypotheses by the PROCESS Macro.

The authors found significant support for our framework, demonstrating that ITC are linked with OP. The study found that ITC and OP are sequentially mediated by sustainability practices, SINO and SIMP. Additionally, the influence of information technology (IT) capabilities on OP is moderated by TMS, whereas TMS also enhances the sequential mediating effect of sustainability practices, SINO and improvement, such that the sequential mediating effect is stronger when TMS is at a high level.

To the best of the authors’ knowledge, this paper is the first to examine the sequentially moderated mediating effect of sustainability practices and then SINO and SIMP between ITC and OP using a time-lagged design in the hospitality industry.

Building on the conservation of resources theory, this research explored the processes underlying the association between perceived workplace incivility and deviant behaviors. Specifically, we tested a mediating mechanism, an interpersonal conflict that has received less consideration in the workplace incivility literature. The authors also tested the organizational climate (i.e. a resource) as a moderator in the perceived workplace incivility–employees’ deviant work behavior relationship.

Time-lagged research design was followed to explain the relationship of variables. Survey data were collected at time 1 and time 2 from 220 service sector working professionals to test the proposed model.

The findings suggest that intrapersonal conflict partially mediates the workplace incivility–deviant work behavior relationship. Further, the authors found that the harmful effects of workplace incivility on employees’ deviant work behavior attenuate in the presence of organizational climate as a resource. The results shed light on the beneficial consequences of organizational climate on employees’ work behavior by attenuating workplace incivility and mitigating their deviant work behaviors.

Overall, the study contributed to understanding the mediating role of interpersonal conflict and the moderating role of organizational climate in explaining the workplace incivility–deviant work behavior relationship.

Generation Z (Gen Z) is entering the hotel workforce and will soon become the dominant group. This has called for a better understanding of this workforce’s attitudes and perceptions towards working in the hotel industry. This study aims to examine the effect of organizational socialization on the retention of Chinese Gen Z employees, the mediating role of person–environment fit (P-E fit) and the moderating effect of career commitment.

Time-lagged data were collected from 426 Gen Z new employees from 20 upscale hotels at two different times (2 weeks and 12 weeks after the employees entered the hotel). Confirmatory factor analysis, structural equation modeling, bootstrapping analysis and moderated hierarchical regression analyses were used for data analysis.

Organizational socialization positively affects employee retention via person–environment fit. Moreover, career commitment positively moderates the relationship between person–environment fit and employee retention.

Hotels must view organizational socialization as a long-term investment in Gen Z talent management by offering effective training through diverse methods, creating a collaborative environment and helping them develop career plans to enhance their career commitment.

This study unpacks the four dimensions of organizational socialization and investigates their differential effects on Gen Z employees’ retention through P-E fit. The moderating role of career commitment is also examined. This study contributes to the growing body of hospitality human resources management research on this new generation of workforce in China.

Drawing on affective events theory (AET), this study aims to examine how green human resource management (GHRM) practices influence employees' environmental commitment (EEC) and organizational citizenship behavior for the environment (OCBE) through the mediating role of harmonious environmental passion (HEP).

Time-lagged and multisource data were collected from employee–coworker dyads (n = 231) working in manufacturing companies. The data were analyzed using the partial least squares (PLS) structural equation modeling (SEM) technique.

Results revealed that GHRM practices predicted both EEC and OCBE significantly. Further, HEP partially mediated the relationship of GHRM practices with EEC and OCBE.

This study provides new insights towards the unattended affective processes that underlie the link between GHRM practices and green employee outcomes through a coherent theoretical lens of AET. It spotlights that implementing GHRM practices as a strategic choice helps evoke HEP among employees, which is an essential determinant of employees' eco-friendly attitude and behavior.

It is commonly observed in trainings that all trainees do not get satisfied with the performance of the trainer. The usual way to increase the satisfaction of trainees is a stress on improving task communication of the trainer. It is based on the assumption that effective task communication essentially fosters training effectiveness. This study aims to provide preliminary evidence that effective task communication can also obstruct training effectiveness besides promoting it. To achieve this objective, the authors hypothesized a dual-process model of training effectiveness based on uncertainty reduction theory.

This was a field study in which the authors collected time-lagged data from seven trainings. The trainings were designed to impart technical knowledge of multilevel analyses to professional social science researchers. Confirmatory factor analysis for ordinal indicators was used to test the measurement properties of the model and scales. Structural equation modeling for ordinal indicators was used to test hypotheses.

This study provided evidence of an overall positive effect of the trainer’s task communication on the trainee’s communication satisfaction. A complex mediation analysis also revealed the existence of two opposite psychological processes. While the first process transmitted the positive effect of task communication to communication satisfaction, the other process diminished this positive effect. Implications for the theory and practice of training are discussed.

Training scholars and practitioners universally believe that an effective task communication of trainers essentially promotes training effectiveness. This study has provided empirical evidence that this assumption is an incomplete picture of a complex reality that requires further investigation.

Integrating person-job fit theory with the stressor-emotion model of counterproductive work behavior (CWB), the current study aims to examine which behavioral pattern (fight: CWB vs flight: withdrawal) employees are more likely to adopt when they experience perceived overqualification (POQ). We further investigate anger as the underlying emotional mechanism for these relations because anger can be expressed and thus reflected in CWB, or constrained and thus reflected in withdrawal behavior. Furthermore, different stressor-attenuating strategies including relaxation during work breaks and mastery experiences at work are examined as mitigating factors of these relations.

Time-lagged data were collected from 176 full-time employees in China using a field survey research design.

We found that employees who experience POQ are more likely to engage in withdrawal than in CWB. Anger mediated the relations of POQ with both CWB and withdrawal. Relaxation moderated the relation between POQ and anger, as well as the indirect relations of POQ with CWB and withdrawal through anger.

This study enhances understanding of employees’ affective and behavioral reactions to POQ. However, the survey design was not longitudinal and causality cannot be established.

POQ is associated with undesirable employee behaviors and should therefore be avoided by organizations. If POQ is unavoidable, organizations can use job design and offer training to foster relaxation in between tasks among employees.

In the framework of person-job fit theory, our study provides insight about employees’ “fight” or “flight” responses to POQ, and further illustrates the mechanism and the attenuating factors in this processes.

This study aims to investigate the indirect relationship between exploitative leadership (EL) and psychological distress through emotional complexity. This study also predicted that belief in organizational conspiracy theories moderates the association between EL and emotional complexity. Furthermore, forgiveness climate acts as a boundary condition between emotional complexity and psychological distress.

The respondents of this time-lagged study (N = 325) were working in five-star and four-star hotels in three cities located in Pakistan, namely, Rawalpindi, Islamabad and Lahore. Data were collected through the questionnaire.

Results revealed that exploitative leaders cause emotional complexity among hotel employees, enhancing their psychological distress. The study further showed that hotel employees who believe in organizational conspiracy theories are more likely to experience emotional complexity under an exploitative leader. Additionally, the perceived forgiveness climate moderates the relationship between emotional complexity and psychological distress.

Hotel managers should avoid hiring those candidates for leadership positions who have a tendency to engage in exploitative behavior. Managers should maintain regular communication with hotel workers to minimize beliefs in organizational conspiracy theories. Managers should also develop a forgiveness climate to minimize psychological distress among hotel employees.

It is one of the few studies investigating the negative consequences of EL, particularly in the hospitality industry. This study has also identified the underlying causes of psychological distress among hotel workers.

Using norms of reciprocity, this study explores how employees' exposure to workplace ostracism (WO) affects their task performance through the mediating role of knowledge hiding (KH). Moreover, drawing on social identity theory, this research outstretches the boundary conditions of KH, i.e. under which KH is less likely to occur.

Time-lagged, multisource data collected from 297 employees in service sector organizations in Pakistan were analyzed using SMARTPLS (v 3.3.3).

The findings reveal that perception of WO provokes KH behavior in employees, which, in turn, deteriorates their task performance. Results also disclose that moral identification (MI) and organizational identification (OI) buffer against the positive association between WO and KH, such that the ostracism-KH link is weaker at higher levels of MI and OI, and vice versa.

The study envisages that a KH loop occurs between the knowledge hider and the knowledge seeker, which fosters spirals of conflict that might prevail in organizations over an extended period of time. Therefore, the occurrence context of KH should be mitigated through appropriate managerial interventions. In addition, nurturing self-identities will be beneficial for both employees and organizations.

This is the first study that investigates the relationship between WO and task performance while also considering the mediating role of KH and the moderating roles of MI and OI.

Frontline employees frequently experience tension at work. Based on paradox theory, this study investigates why and when tension can result in positive performance outcomes and for whom tension can enhance creativity.

We employed a time-lagged survey design to collect data in two waves with a four-week interval between waves. The questionnaire was distributed to frontline employees (i.e. doctors and nurses) serving in one public hospital in Ho Chi Minh City. The final sample included 216 front-line employees.

The study found that tension can promote employee performance through creativity. Employees with high paradox mindset levels especially tend to be more creative when experiencing tension. However, our findings did not support the idea that frontline employees who have been psychologically empowered tend to turn creative ideas into real practices and result in better employee performance.

The study advanced knowledge of the effect tension has on employee performance by investigating the mechanism through which experiencing tension can ultimately promote employee performance.

The purpose of this study is to examine the moderating effects of mindfulness on the relationships between work stressors (perceived organisational politics [POP] and effort–reward imbalance [ERI]) and work outcomes (job burnout [JBO] and job satisfaction [JS]).

Time-lagged data were collected from public sector employees in France and Pakistan. The final samples (France, N = 204; Pakistan, N = 217) were tested using multiple moderating regression.

Mindfulness moderates the relationship between work stressors and work outcomes. Mindfulness serves as a personal resource for employees: it mitigates the negative influence that POP and ERI have on JBO and JS.

This study extends current knowledge on the relationships between work stressors and work outcomes across cultures by testing mindfulness as a valuable personal resource.