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Financial technologies or FinTech have replaced traditional financial services. Large investments have been made in FinTechs but there is a gap between service providers and consumers. Due to the high diversity and speed of changes, people still do not understand the new financial system and resist it. The success of the transition requires providing an opportunity for citizens' participation which is expressed with the term, financial citizenship. This study aims to focus on the citizenship dimension of FinTech transition and wants to analyze the influence of citizens in transition with a focus on financial technologies.

This study analyzed financial citizenship in FinTech transition by using a qualitative research method and grounded theory. The data were collected through open interviews with 26 FinTech players in Iran. Then the three-step process of open, axial and selective coding was performed and the main categories and relationships between them were identified.

Surveys have shown that educating and informing citizens provides the conditions for engagement and the formation of financial citizenship. Depending on citizens' level of awareness, they can play a role in the FinTech transition as customers, feedback providers or demanders. Of course, the disruption level of financial technological innovation affects the level of citizens' engagement. Finally, the conceptual model of financial citizenship provided and the effect of citizen participation on the FinTech transition has been analyzed.

This study is based on the belief that it is the citizens’ right to have a role in matters that directly affect their well-being. This role is not only the role of the customer and the user but goes beyond and becomes a role where citizens as players would be able to influence the technological transition like other interested players (policymakers and service providers). This research integrates the transition literature and financial citizenship; and analyzes the FinTech transition according to the position of citizens against FinTech developments.

The study aims to attain insights into the impact of destructive leadership and citizenship pressures in inducing employee silence through the lens of social exchange and the conservation of resources theory. The research further relies on Friedkin’s attitude-behaviour linkage framework (2010), while taking into account the role of employees’ defensive cognitive evaluations, as against the previously accented emotion-focused explanations.

In order to corroborate the pertinence and contextual relevance of the framework, a survey-based study was conducted with a purposively selected sample of 133 full-time employees from the systemically important banks. The sample size was determined through an a-priori power analysis using G*Power, and the hypothesized serial mediation model was tested using PLS-SEM in SmartPLS v_4.0.

The findings accentuate the significance of destructive leadership in navigating employees’ silence directly and serially through continuance commitment and compulsory citizenship behaviours. The study also underlines that rather than being portrayed as unidimensional outcomes centered on attitudes, employee behaviours ought to be considered contingent retorts under attitude-behaviour cascades.

The study contributes to strategic human resource management literature by offering a cognition-based explanation for employees’ silence, taking Pakistan’s cultural and contextual orientation into cognizance. Extending on the attitude-behaviour linkage framework, the study provides that attitudes shaped by defensive cognitive evaluations may concurrently foster involuntary (citizenship) as well as voluntary (silence) behaviours.

Drawing from social exchange theory and a collectivist cultural framework, this study explores the relationship between ethical work climate and organizational citizenship behavior, considering power distance as a potential moderator.

The study used standard scales to obtain data from 244 employees working in various private companies in India. Structural equation modeling was adopted to test the hypotheses using Analysis of Moment Structures (AMOS).

The study results show a significant relationship between ethical climate and organizational citizenship behavior. Ethical work climate influences power distance negatively. However, the results also show that power distance does not serve as a moderator between ethical work climate and organizational citizenship behavior.

Corporate leaders often expect employees to demonstrate organizational citizenship behavior, which is aimed at advancing the organization’s interests and outcomes. This study underscores the necessity for expanding the organizational vision to enhance the ethical work climate. Such an initiative not only promotes improved organizational citizenship behavior but also helps to reduce employees' perceptions of power distance within the organization.

Amid extensive literature rooted in individualistic cultures, our study explores the relationship between ethical work climate and organizational citizenship behavior within a collectivist context. This research uniquely introduces the moderating role of power distance, offering new and distinct insights into this dynamic.

This study aims to use self-determination and social exchange theory to investigate how transformational leadership influences employees’ motivation for their work behaviors, with job autonomy serving as a mediator. This study hypothesized that transformational leadership could promote employees’ autonomy in performing their tasks, leading to the development of innovative work behaviors and organizational citizenship behaviors.

Using a multilevel approach, data was collected from 409 public service employees across 39 departments.

The findings indicate the significant impact of transformational leadership on shaping employees’ innovative work and organizational citizenship behavior. Notably, job autonomy emerges as a pivotal mediator, facilitating the positive effects of transformational leadership by empowering employees to explore innovative tasks beyond their prescribed roles, thereby enhancing team effectiveness and employee engagement.

This study’s originality lies in its innovative use of multilevel analysis to reveal job autonomy’s mediating role, offering fresh insights into promoting innovation and organizational in public service settings.

The complexity of citizenship behavior in organizations has long been a focus of research. Traditional methodologies have been predominantly used to address this complexity. This paper aims to tackle the problem using a cutting-edge technological tool: business process mining. The objective is to enhance citizenship behaviors by leveraging primary data collected from 326 white-collar employees in the Indian service industry.

The study focuses on two main processes: training and creativity, with the ultimate goal of fostering organizational citizenship behavior (OCB), both in its overall manifestation (OCB-O) and its individual components (OCB-I). Seven different machine learning algorithms were used: artificial neural, behavior, prediction network, linear discriminant classifier, K-nearest neighbor, support vector machine, extreme gradient boosting (XGBoost), random forest and naive Bayes. The approach involved mining the most effective path for predicting the outcome and automating the entire process to enhance efficiency and sustainability.

The study successfully predicted the OCB-O construct, demonstrating the effectiveness of the approach. An optimized path for prediction was identified, highlighting the potential for automation to streamline the process and improve accuracy. These findings suggest that leveraging automation can facilitate the prediction of behavioral constructs, enabling the customization of policies for future employees.

The findings have significant implications for organizations aiming to enhance citizenship behaviors among their employees. By leveraging advanced technological tools such as business process mining and machine learning algorithms, companies can develop more effective strategies for fostering desirable behaviors. Furthermore, the automation of these processes offers the potential to streamline operations, reduce manual effort and improve predictive accuracy.

This study contributes to the existing literature by offering a novel approach to addressing the complexity of citizenship behavior in organizations. By combining business process mining with machine learning techniques, a unique perspective is provided on how technological advancements can be leveraged to enhance organizational outcomes. Moreover, the findings underscore the value of automation in refining existing processes and developing models applicable to future employees, thus improving overall organizational efficiency and effectiveness.

This investigation aims to unpack the negative connection between employees’ experience of resource-draining career compromise and their organizational citizenship behavior, by theorizing a mediating role of their depersonalization of organizational leaders and a moderating role of their conformity orientation in this connection.

The hypotheses were tested with survey data collected among employees who operate in the construction retail industry in Portugal.

A critical reason that frustrations about unwanted career adjustments translate into a reluctance to undertake work efforts that exceed formal job descriptions is that employees develop dehumanized perceptions of the people in charge of the company. This explanatory mechanism is less prominent, however, to the extent that employees’ personal orientation favors rule adherence.

For HR managers, this research identifies a key channel, indifference to organizational leaders, through which disappointments about compromised career developments escalate into rejection of voluntary work activities, which otherwise might leave a positive impression on leaders and enhance employees’ careers. It also reveals that organizations can subdue this detrimental process by leveraging a sense of conformity among their workers.

This study adds to HR management research by showing how a mismatch between employees’ current career situation and their own meaningful career goals paradoxically might direct them away from extra-role work behavior that otherwise could provide meaningfulness. This harmful dynamic, which can be explained by their propensity to treat organizational leaders as impersonal objects, can be avoided to the extent that employees draw from their conformity orientation.

The aim of the study is to investigate the relationship between humble leadership, project success, and service-oriented organizational citizenship behavior (OCB) and how task complexity may moderate this relationship. The study aims to determine if humble leaders are more likely to promote service-oriented OCB among team members and if this behavior in turn leads to greater project success, especially in complex task environments. These relationships are examined through the lens of the conservation of resources theory.

The data were collected from the employees working in software companies using a closed-ended questionnaire, and a total of 214 complete questionnaires were analyzed. The research model was tested using structural equation modeling with the help of Smart PLS 3 software.

Humble leadership is positively associated with service-oriented organizational citizenship behavior (OCB), which in turn is linked to project success. Task complexity does not appear to have a significant impact on this relationship.

Humble leadership is positively related to IT project success through its influence on service-oriented organizational citizenship behavior and task complexity. Implications include the importance of fostering a humble leadership style to enhance IT project success, as well as the potential benefits of promoting service-oriented behavior among employees. It also highlights the need to consider task complexity when evaluating project success.

The research explores the relationship between “humble leadership” and project success, and how it relates to “service-oriented organizational citizenship behavior” and “task complexity”. It presents an original perspective on the role of leadership in project success and the impact of organizational culture on project outcomes through the lens of the conservation of resources theory.

Drawing primarily on the Japanese context, this study aims to highlight this setting to emphasise the potential for tertiary-level self-access language centres to develop lifelong global citizenship, self-reflection and cross-cultural collaboration.

This inquiry calls on the community of practice approach to account for the shared interests motivating lifelong cross-cultural participation, the quality of social engagement between actors, and the material and cognitive tools called upon to realise global citizenship’s shared enterprise.

As argued here, embracing various cultures and inclusive participation can lead to a broader understanding of global citizenship, avoiding narrow-minded views of globalism through shared knowledge and critical practices. Further, self-access provides a cost-effective, technology-mediated alternative to bilateral student mobility, whereby digital community-building occasions cross-cultural practice that may be extended throughout a learner’s life, irrespective of their financial status or place of study.

This study is one of a select few drawing on the community of practice framework within the context of lifelong global citizenship. Nevertheless, such an approach remains primed for future development. With a social constructivist philosophy in view, the authors suggest complementary qualitative research approaches that highlight the socially situated nature of both disciplines.