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We empirically assessed the antecedents of subjective well-being at work for French permanent employees.

The methodology includes qualitative and quantitative data analyses. In the first phase, interviews elicited the antecedents of subjective well-being at work among permanent French employees. In the second phase, a questionnaire survey was used to confirm the relevance of the antecedents uncovered in the first phase.

We found 14 distinct elements that influence French employees’ subjective well-being at work: corporate culture, job dissonance, relationships with colleagues, achievement, professional development, relationships with superiors, status, workload, perks, feedback, workspace, diversity and pay. Moreover, we identified discrete antecedents for the three components of subjective well-being at work: work achievement and relationships with superiors and colleagues for positive emotions at work, job dissonance and workload for negative emotions at work and organizational culture and professional development for satisfaction with one’s work.

The original contribution of this study is to have unpacked the black box of the antecedents of subjective well-being in the French workplace and to have uncovered discriminant predictors for each of the three components of subjective well-being at work. Furthermore, we specifically linked each of these three components with their most significant antecedents.

Today, psychological well-being is increasingly valued by organizations because it is integral to employee performance. The style of leaders supervising their subordinates is an important influence on their psychological well-being. Abusive supervision can lead to a depletion of resources among their subordinates by inducing psychological stress, leading to a decline in psychological well-being. In this research, the authors use the conservation of resources (COR) theory and self-determination theory to examine the mechanism between abusive supervision and psychological well-being. This study can contribute to previous research by applying the COR theory and self-determination theory, which were not discussed, to explain the relationship between leader's leadership behavior and psychological well-being of organizational members.

The authors conduct a multi-time data collection method of two waves with six-week intervals. The authors received 322 samples and conducted a confirmatory factor analysis to test result validity and used multiple regression to examine the direct and moderating effects. Additionally, the authors used the bootstrapping method to test mediating effects.

The results show that abusive supervision is negatively related to psychological well-being and self-determination plays the mediating role between them, while perceived person-organization fit is the moderator between self-determination and psychological well-being.

The authors identified self-determination as the mediator between abusive supervision and psychological well-being and perceived person-organization fit plays the moderating role between self-determination and psychological well-being.

Amid challenges posed by the COVID-19 pandemic, fostering employee creativity has become paramount for organizations. However, there is a scarcity of research on digitalization of the workplace and its implications for implementing high involvement work systems (HIWSs) in organizations, particularly in relation to their impact on employee outcomes, such as creativity and job satisfaction. Additionally, limited attention has been given to the role of job level and organizational type in driving change during times of adversity. This study aims to examine the factors within the HIWSs model using the PIRK model – power (P), information sharing (I), rewards (R) and knowledge (K) to explore how HIWSs shape the extent of power individuals have over their employment, the sharing of information, the types of rewards that engage and motivate employees and the knowledge required to fulfil employees’ responsibilities effectively, both individually and collectively.

Using a qualitative research methodology, this study uses thematic analysis for data collection, analysis and interpretation. Semi-structured interviews (n = 48) served as the primary data collection method. Using the theoretical lenses of high-involvement practices and employee perceptions of PIRK, the effect on employee creativity and job satisfaction is analysed.

The findings of this study reveal that employee creativity is significantly influenced by how employees perceive power, information, rewards and knowledge. Moreover, the study highlights the role of transformational and transactional leadership in shaping employee perceptions of power, information and knowledge within HIWSs. A high perception of PIRK is found to positively impact employee job satisfaction.

This study offers valuable insights for human resource management (HRM) professionals seeking to make informed decisions regarding best practices and initiatives for enhancing employee outcomes in the post-COVID era. By recognizing the pivotal role of HIWSs and their influence on employee perceptions, organizations can strategically implement HIWSs to foster creativity and job satisfaction. Furthermore, this research contributes to the existing literature by examining the interplay between HIWSs and the PIRK model in the context of workplace digitalization, emphasizing the importance of adapting HRM practices to address the evolving needs of the modern workforce.

This study will help HRM professionals in making informed decisions on the best practices and initiatives to enhance employee outcomes in the post-COVID era. This paper adds to the existing literature on HIWS and PIRK in the context of workplace digitalization.

This study aims to demonstrate the importance of organizational networks in organizational performance is relatively rich; less understood are processes in organizational networking that entrepreneurs and organizations use in making sense of rapidly changing contexts for organizational performance.

This study conducts an exploratory organizational-level narrative analysis into firms’ experiences in two major emerging markets (EMs), namely, Russia and India – to identify organizational networking processes in the midst of institutional upheavals. The study is based on in-depth case studies of firms in EMs sourced from interview data from senior management and consolidated with secondary data.

The authors find that initially firms rely on informal networks (including blat/svyazi and jaan-pehchaan/jan-pehchan) and later formal (in the form of bureaucratic followed by proprietary) networks to make sense of the changes and uncertainties in turbulent environments. The authors also demonstrate the cyclical nature of strategic sensemaking in the process of developing organizational networks for performance.

The study has a number of theoretical and practical contributions. First, it extends the well-established business networking construct to a more inclusive organizational networking construct. Second, it demonstrates that sensemaking is dependent on interorganizational networking from the outset and throughout the growth of an organization in turbulent markets – from informal to formal bureaucratic and proprietary networks. Finally, this study is unique in documenting the entire process of sensemaking from scanning to performance as well as successfully demonstrating the cyclical nature of sensemaking.