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This paper aims to examine whether information technology (IT) managers’ virtual listening, as rated by their high-tech employees, affected turnover behaviour beyond a new constellation of variables, some of which have never been researched as antecedents of turnover behaviour, particularly during a pandemic or crisis. Namely, the main aim, among others, is to answer the research question: does IT employees’ perception of the quality of their supervisors’ virtual listening in the pandemic and crisis era, when employees and managers work remotely, will negatively affect turnover behaviour? If yes, in which constellation of antecedents the virtual listening effecting on turnover behaviour?

Logistic regression analysis was conducted to test the hypotheses via SPSS 26 and PROCESS (Model 6). The variance inflation factor was calculated to test multicollinearity. Interaction was tested using the Hayes and Preacher PROCESS macro model. The researchers also used the J-N technique test (Johnson–Neyman via process). The supplemental analysis used also PROCESS MACRO (IBM Corp., Armonk, NY, USA, 2023) Model 4 and Bootstrap test.

The findings show that perceptions of supervisors’ virtual listening quality as rated by their employees moderated the relationship between organisational deviance as a type of organisational misbehaviour (OMB) and turnover behaviour and had the strongest effect on turnover behaviour beyond other key predictors (organisational deviance as a type of misbehaviour, turnover intention, job satisfaction, embeddedness and alternatives in the labour market). Alternatives to current work moderated the association between the perception of managers’ virtual listening behaviour as rated by their employees and turnover behaviour. Specifically, when alternatives in the labour market were high or medium, the perceived quality of managers’ virtual listening reduced turnover behaviour. Finally, the perception of the IT employees supervisors’ virtual listening moderated the relationship between organisational deviance and turnover intention among high-tech employees.

Evaluating supervisor listening in the high-tech firm may have value in terms of its relationship to outcomes such as retaining employees, turnover intention and especially turnover behaviour. The effect on turnover behaviour and of that new constellation of antecedents on turnover behaviour when people work remotely was not researched yet and important for the post COVID-19 era. Additionally, in contrast to most studies of turnover, this study also focus on the positive aspects of turnover and especially turnover behaviour to organisations in general and especially to high-tech firm and not just the negative aspect as was researched until now. Another contribution is the finding that when employees perceived their managers’ virtual listening quality as high, the effect of deviance as a type of OMB on turnover behaviour was positive. Namely, the listening as a moderator and turnover assisted in making the organisation cleaner from inappropriate behaviour. Additionally, when alternatives in the labour market are high or medium, perceived quality of virtual listening of managers as rated by their employees can reduce turnover behaviour. This virtual listening–turnover relationship and the moderator of alternatives to current work had not previously been found in the turnover literature and this is also significant a contribution to the turnover and withdrawal literature.

Whistleblowers are individuals who detect and report misconduct in an organization. They help to mitigate organizational misbehavior and resulting damages effectively and relatively quickly. Whistleblower protection has not been systematically required in the European Union (EU), leaving many large organizations unregulated. This study aims to get in-depth insights into how unregulated organizations design, handle and view whistleblowing with the advent of a novel EU Whistleblowing Directive.

The authors conducted 17 semistructured interviews with a diverse group of organizations headquartered in Germany and inductively analyzed them following Grounded Theory. Linking the Grounded Theory to the legal endogeneity model, they developed seven perspectives that help to explain how organizations view whistleblowing.

In trying to make sense of the role of whistleblowing in the organization’s governance, organizations and their managers assume different perspectives. These perspectives guide their approach to whistleblower protection in the context of evolving regulation with little regulatory guidance. Perspectives vary in the degree of supporting whistleblowing regulation, from viewing whistleblowing as a natural, everyday governance tool to denying it and fearing denunciation. Most organizations exhibit several perspectives.

Little is known about day-to-day whistleblowing practices from the perspective of organizations. The authors fill this research gap by providing initial evidence on how organizations approach whistleblowing and the EU Whistleblowing Directive. Identifying organizations’ perspectives may help us understand how ineffective or noncompliant whistleblowing systems emerge and how organizations can improve.

Since the idea of “Unethical Pro-organisational Behaviour” (UPB) was introduced in 2010, a substantial corpus of empirical research has contributed to its expanding, contemporary knowledge. This includes research studies on how leadership exerts an influence on UPB. This paper aims to consolidate the current understanding of organisational leadership’s impact on employee UPB and offer future research agendas.

A systematic literature review (SLR) using the “Preferred Reporting Items for Systematic Reviews and Meta-Analyses” (PRISMA) guidelines was adopted for the study. Literature that satisfied the search conditions was examined. The factors determining leadership’s influence on UPB were studied, and the findings were thematically synthesised.

Leader behaviour plays a large part in influencing UPB in organisations. Leader-member exchange and organisational belonging create favourable circumstances for UPB in organisations. UPB is moderated by the employee’s personal moral orientation.

UPB is unethical behaviour that benefits the organisation and is likely to be rewarded. However, there is a cost that other stakeholders pay. UPB has been researched since 2010, as well as the role of leaders in perpetuating UPB. However, there has not been an SLR of this study. This paper seeks to capture the essence of the research so far and pave a path for future research on the subject. These insights would prove valuable to management practitioners and academic experts.

First, with real-life examples and current research, this study aims to demonstrate the existence of various forms of ostracism (linguistic, gender, social and workplace). Second, following the “need-threat model,” this research addresses the previously unaddressed topic of coping with, reducing, mitigating or curbing workplace ostracism. Moreover, the researchers also proposed a “multiplying effect model” of ostracism.

Data was gathered from 199 service sector employees. The NVivo software is used for the thematic analysis of qualitative data(suggestions) gathered using open ended question on how to mitigate/reduce/curb ostracism.

The results generated were the suggestive measures, which were further categorized under three major themes: individual, society and organizational. The measures to reduce, mitigate and stop the practices of workplace ostracism can be initiated on all these three levels.

This is the only study that addresses the subject of decreasing, alleviating or eliminating workplace ostracism and explains the compounding effect of ostracism by suggesting a multiplying effect model. The study will pique the interest of the government and legislators to propose legal measures to prevent ostracism and achieve sustainable development goals (gender equality and reduced inequalities. The study’s practical, social, theoretical and managerial utility are discussed in the implications section.

This study, based on motivated information processing theory and theories of leadership (contingency and functional), investigates how servant leadership (SL) could be an effective leadership style for employee creative deviance engagement (CDE) to foster radical (RC) and incremental creativity (IC) in two different goal-oriented organizations: learning (LGO) and performance (PGO) goal-oriented organizations.

This study employed descriptive and comparative approaches and surveyed two sources (leaders and team members). Using multi-source data involving 486 LGO-based and 498 PGO-based employee–supervisor dyads from 104 LGO-based and 104 PGO-based high-tech firms in China, the authors distinguish comparative support for assumed hypotheses by using the Monte Carlo simulation technique for the indirect effects and Mplus for multilevel path analysis.

The study outcomes found that SL transmits the effects of employee CDE directly and nurtures RC and IC indirectly. It identified that an organization's LGO strengthens the direct and indirect relationships between SL and creativity via employee's CDE when the organization's LGO is high. However, an organization's PGO strengthens the direct relationship when it's low and strengthens the indirect link between SL and IC when it's high. In addition, the organization's PGO demonstrated an insignificant effect on the indirect relationship between SL and RC.

This study is the first to verify SL as the specific leadership style for responding employee's CDE and identify its distinctive effects on RC and IC. Additionally, there has been no effort to associate SL with employee's CDE for nurturing distinctive types of creativity under the different organizational dispositions (LGO and PGO).

This study aims to investigate whether social media use (SMU) at work has a curvilinear effect on job performance and whether Cyberloafing (non-work-related use) and job complexity moderate this effect.

Online surveys were conducted in China among WeChat users from multiple organizations working in the office environment, generating 350 valid responses.

The results revealed that there is an inverted U-shaped relationship between SMU at work and job performance through mediations of communication, information sharing and entertainment; such that the relationship is initially positive but becomes weaker as SMU increases and exceeds the optimal level. Notably, it is found that Cyberloafing negatively moderates the relationship between SMU and job performance, and there is a significant joint moderating effect of job complexity and Cyberloafing.

This study improves the research of information system use. It also provides implications for organizations concerned about formulating policies related to individuals' SMU and suggests that SM users and managers should find strategies to arrive at without surpassing the optimal level to maximize productivity.

This paper enriches the job demands-resources model to extend the literature on the advantages and disadvantages of SMU at work, which indirectly affect performance through two job conditions (job resources and demands). The study finds that employees benefit from a moderate amount of SMU at work, once it surpasses the optimal level, job demands surpass job resources and counterproductivity will appear. In addition, Cyberloafing and job complexity moderate the optimal level of SMU at work, which have not yet been investigated.

The paper discusses how the management of a sports and fashion company, which we refer to as NULMA, successfully applied the neo/normative control technology “karma organisation” and gained employee engagement. Whereas other studies have documented employee resistance to organisational cultures when used for managerial control, our case demonstrates resistance to management practices that employees find inconsistent with the dominant karma culture.

The study is based on a six-year longitudinal organisational at-home ethnography conducted by one of the authors using methods of both participant and non-participant observation, semi-structured interviews and collaborative production of secondary data in the case organisation.

While our research shows that management can successfully apply neo/normative control which employees accept and support, we further show that employees mobilise the same values to resist management when it fails to deliver on the commitments and promises of the organisational culture.

The study contributes to the literature on organisational culture and, in particular, neo/normative control by theorising employee resistance as being by “accident”, by which we mean an inherent negative potentiality co-invented and released by managers establishing a “karma organisation”. Our theorising culminates in a discussion of the study’s implications for research and practice.

The study is interested in knowing “the role of the organizational structure as a mediating variable of the relationship between the information technology and organizational communication”.

The study was conducted in several service companies, and the study adopted the questionnaire as a basic tool for the data collection on the practical side, as 267 opinions were surveyed, in addition to conducting personal interviews, and the normal distribution of data was tested, analyzing, describing and diagnosing study variables, testing correlations and determining direct effects.

Findings show that there is no direct and significant statistical impact of information technology on organizational communications. Whereas there was a positive, direct and statistically significant impact of information technology on the organizational structure. There was also a positive, direct and statistically significant effect of the organizational structure on organizational communication.

This paper is restricted to the role of the organizational structure as a mediating variable of the relationship between the influence of information technology on organizational communication.

As part of the practical implication, the paper suggests the need to increase support and attention to the importance of information technology in service organizations in order to increase coordination and organizational communication and achieve a high ability to explore and exploit ideas.

Apart from the fact that several companies were engaged, the organizational structures of these companies were engaged too to examine the impacts of Information technology (ICT) on organizational communication.

Concerns regarding the dysfunctional behaviours of public officials have sparked renewed interest in public service ethics and spirituality. While national and organizational systems have been established to eliminate dysfunctional behaviours such as corruption, sexual harassment and misuse of confidential information, the practice continues to have a demoralizing impact on developing countries. The study aims to intend to investigate the empirical relation between the application of spirituality and ethics in reducting dysfunctional behaviours within Ghana's Public Sector.

The study conducted a qualitative case analysis that utilized 28 semi-structured interviews and four focus groups. Interviews and group discussions with public sector staff, managers and policymakers were used to collect qualitative data. This approach facilitated an in-depth investigation into their views on dysfunctional actions and the possible impact of workplace spirituality and ethics in the Ghanaian public service.

The study uncovered a persistent recurrence of dysfunctional behaviours, such as fraudulent activities, resource misuse, unofficial work and inappropriate use of official time. There was uncertainty regarding the effectiveness of integrating ethics and spirituality to curtail dysfunctional behaviours. Nevertheless, the results supported adopting spiritual and ethical rejuvenation in the public service as a universal solution to overcome these behaviours.

This study enhances comprehension of dysfunctional behaviours in Ghana's public service by providing insights into how spirituality and ethics can transform it. The potentials of workplace spirituality and ethics can lead to a strong public service that embodies accountability, integrity and effectiveness, thereby serving as a pivotal device for Ghana's holistic advancement.

The 50th anniversary of Fox's Beyond Contract and Man Mismanagement coincides with another vital contribution to the sociology of work from 1974: Braverman's Labor and Monopoly Capital. This article analyses these two scholars' complementary approaches to job design and the extent to which Fox's ideas influenced subsequent labour process thought.

The article's methodological approach is a historiographical reading of Fox and Braverman's thought in the context of their times and later scholarship.

The article demonstrates that despite some noteworthy overlap with Braverman concerning scientific management, Fox's insights were marginal to later iterations of labour process analysis. It delves into the reasons for this relative neglect, providing an understanding of the dynamics at play.

This paper's value lies in its combined industrial relations and labour process historiography. It offers a fresh perspective on Alan Fox's relationship to the latter field of study.