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Leadership is an essential contributor to employee creative self-efficacy, and past research suggests a positive relationship between servant leadership and creative self-efficacy. However, the relationship is complex and contingent upon moderating variables, and this research examines the moderating effect of role clarity by drawing on social exchange theory and social cognitive theory.

Data collected from a survey among 116 emergency room employees is used to test the research model using moderated ordinary least squares regression.

The results confirm a positive relationship between servant leadership and creative self-efficacy and suggest a U-shaped relationship between role clarity and creative self-efficacy. Furthermore, role clarity positively moderates the relationship between servant leadership and creative self-efficacy.

The sample used for this research mainly consisted of highly educated employees within a specific setting. Future research is needed to study if the relationships found in this research can be generalized to other organizational settings.

This research suggests that leaders can support employees' creative self-efficacy through servant leadership, particularly when coupled with high role clarity.

Rapidly changing work environments are characterized by decreased role clarity, so attention is needed to its moderating role on the relationship between servant leadership and creative self-efficacy.

Voice assistant technology represents one of the most radical artificial intelligence innovations. Drawing on the processing fluency theory and consumer learning literature, this study aims to explore how consumer acceptance of new products is influenced by voice assistant function (VAF), along with the impacts of role clarity and learning modality.

Four between-subjects experimental studies were conducted. Study 1 tested the main effect of VAF on consumer acceptance. Study 2 included role clarity as a mediator between VAF and consumer acceptance. Study 3 examined the moderation effect of learning modality and contrasted the effectiveness of experiential and verbal learning in helping increase consumer acceptance. Study 4, as a post hoc study, tested serial mediations to validate whether processing fluency was indeed the mechanism explaining the indirect relationship between VAF and consumer acceptance via role clarity.

The negative impact of VAF on consumer acceptance was demonstrated in all four studies. Studies 2 and 3 showed VAF decreased role clarity which further influenced consumer acceptance. Moreover, Study 3 evidenced that experiential learning was more effective than verbal learning in increasing consumer acceptance of voice-assisted products via role clarity. Study 4 demonstrated that VAF decreased role clarity, which in turn decreased processing fluency, leading to lower consumer acceptance.

This research views the usage of voice-assisted products as a coproduction process between consumers and the VAF. Accordingly, findings provide novel insights into processing fluency of tasks assisted by VAF through the lens of role clarity and learning modality, which enriches the understanding of potential barriers and opportunities for consumers to accept voice-assisted products.

With the increase in the adoption of artificial intelligence (AI)-based decision-making, organizations are facilitating human–AI collaboration. This collaboration can occur in a variety of configurations with the division of labor, with differences in the nature of interdependence being parallel or sequential, along with or without the presence of specialization. This study intends to explore the extent to which humans express comfort with different models human–AI collaboration.

Situational response surveys were adopted to identify configurations where humans experience the greatest trust, role clarity and preferred feedback style. Regression analysis was used to analyze the results.

Some configurations contribute to greater trust and role clarity with AI as a colleague. There is no configuration in which AI as a colleague produces lower trust than humans. At the same time, the human distrust in AI may be less about human vs AI and more about the division of labor in which human–AI work.

The study explores the extent to which humans express comfort with different models of an algorithm as partners. It focuses on work design and the division of labor between humans and AI. The finding of the study emphasizes the role of work design in human–AI collaboration. There is human–AI work design that should be avoided as they reduce trust. Organizations need to be cautious in considering the impact of design on building trust and gaining acceptance with technology.

The paper's originality lies in focusing on the design of collaboration rather than on performance of the team.

Literature evidences that altruism and conscientiousness are very important discretionary behaviours within the broader framework of Organizational Citizenship Behaviour (OCB) among teaching community. The present study is intended to examine the effect of role clarity, perceived cohesion and felt responsibility on altruism and conscientiousness among college teachers in Kerala.

A questionnaire-based survey was conducted among 354 college teachers, and the causal effect was examined using Partial Least Square-based structural equation modelling.

Validity and reliability of the model were established through measurement model evaluation. Explanatory power of the model was established. Cohesion and felt responsibility significantly predicted altruism, but the effect of role clarity on altruism was not significant. Effect of cohesion, felt responsibility and role clarity on conscientiousness was significant.

The study contributed to the existing theory on antecedents of OCB. The model has high levels of predictive accuracy – role clarity, cohesiveness and felt responsibility – capable of explaining the discretionary behaviour among college teachers.

Rural regions in Canada are aging faster than urban centers, but access to health and social care is limited. Integrated health and social care (IHSC) through collaboration across different health and social care organizations can support enhanced care for older adults living in rural regions. However, IHSC is not well understood within a rural Canadian context.

A case study of a Canadian IHSC initiative, Geriatric Assessment Program Collaboratory (GAPC), in northern Alberta was undertaken to understand how successful IHSC can occur in an urban/rural region. The study used key informant interviews and a focus group of representatives from the GAPC organizations.

Nine factors were identified that support GAPC: communications, information sharing, shared vision and goals, inter-organizational culture, diffused leadership, team-based approaches, dedicated resources, role clarity, champions and pre-existing relationships. Eight external influence factors were identified as influencing partnership including geography, strong sense of community, inter-sectoral work, public policy, governance authorities and structures, funding models, aging communities and operating within a not-for-profit (NFP) setting.

The study reveals insights into how IHSC can occur within a rural Canadian context. This study demonstrates that IHSC occurs at the local level and that primary care providers can drive IHSC successfully.

The paper aims to propose and validate a process-based model to enhance managerial effectiveness among micro, small and medium enterprises (MSMEs). It has been observed that business uncertainties and inadequate financial resources that MSME entrepreneurs and managers face require them to constantly engage in strong self-awareness and self-regulating behavior to enhance the efficacy in their roles and, henceforth, their role performance effectiveness.

The approach for data collection was based on the clustering of MSMEs belonging to the clusters machine tool, pump manufacturing, foundry, textile and auto-component clusters in India. The respondents to the study were MSME entrepreneurs and managers who oversee and manage multiple functions like operations, quality, marketing, sales, supply chain management, procurement, personnel and administration and general administration.

The self-efficacy of entrepreneurial managers of MSMEs is observed to play an integral role in enhancing the efficacy of their roles, thus highlighting the use of a process-based perspective while dealing with constant resource constraints and excessive dynamism in their business contexts. The ability to handle multiple tasks effectively and resilience to manage challenges enhances their role-making process, which is significant in achieving and sustaining goal-oriented behavior among MSME entrepreneurs and managers.

This paper would serve as an effective model for entrepreneurs and managers to enhance their efficacy in the individual and interdependent role context, which would help achieve their individual and organizational goals. The model emphasizes a process-based perspective that thrusts the need to relate to the organizational context, enhancing individual confidence for goal-related behavior and fulfilling their role-related expectations.

This paper presents a model of enhancing managerial effectiveness that discusses self-efficacy as antecedent behavior. Here, personal and environmental factors aid cognition to one’s capability to construct reality, self-regulate, encode information and engage in effective managerial action.

The scaling of social initiatives is of immense importance for public innovation. A key factor in the scaling process is the institutional environment, which plays a key role in supporting and coordinating the scaling process. This environment can be either homogeneous or heterogeneous, i.e. dominated by a few or a variety of public organizations, norms and practices. Both environments have advantages and challenges. However, the academic understanding of the influence of the institutional environment is limited, and a systematic empirical assessment of the relationship between the type of environment and scaling is lacking. The purpose of this paper is to explore the influence of homogeneous and heterogeneous environments on the scaling process of social initiatives.

A comparative qualitative study was conducted in the Dutch social sector, including 48 in-depth interviews with initiators and organizations operating in three different domains – a homogeneous, heterogeneous or mixed environment – in the public sector.

Homogeneous environments are less supportive of scaling social initiatives than heterogeneous environments, as sharing best practices and collaborating with less-familiar organizations is not common. Heterogeneous environments, however, do not provide coordination of the scaling process, with the risk that public funds are used less efficiently and effectively. Institutional environments with a balance of homogeneity and heterogeneity are best suited for scaling social initiatives.

By combining literature from different research areas and conducting extensive empirical research in different domains of the social sector, the authors' study provides a broad and nuanced picture and brings precision to the authors' understanding of the relationships between the institutional environment and scaling in the public sector.

This article considers how the evaluation of research teams can better account for the challenges of transdisciplinarity, including their larger team size and more diverse and permeable membership, as well as the tensions between institutional pressures on individuals to publish and team goals.

An evaluation team was retained from 2015 to 2020 to conduct a comprehensive external evaluation of a five-year EPSCoR-funded program undertaken by a transdisciplinary research team. The formative portion of the evaluation involved monitoring the program’s developmental progress, while the summative portion tracked observable program outputs and outcomes as evidence of progress toward short- and long-term goals. The evaluation team systematically reviewed internal assessments and gathered additional data for an external assessment via periodic participation in team meetings, participant interviews and an online formative team survey (starting in Year 2).

Survey participants had a better understanding of the project’s “Goals and Vision” compared to other aspects. “Work Roles,” and particularly the timeliness of decision-making, were perceived to be a “Big Problem,” specifically in regard to heavy travel by key managers/leadership. For “Communication Channels,” Year 2 tensions included differing views on the extent to which management should be collaborative versus “hierarchical.” These concerns about communication demonstrate that differences in language, culture or status impact the efficiency and working relationship of the team. “Authorship Credit/Intellectual Property” was raised most consistently each year as an area of concern.

The study involves the use of a unique survey approach.

The debriefing is a procedure based on intra-team feedback, which has frequently been applied in university formation in health but has been less used in business. The aim of this research is to analyse best practices in the actual implementation of debriefing in organisations, based on criteria the guidelines for carrying out each stage established in the procedure.

To achieve these goals, working teams from different organisations carried out 19 group-debriefing sessions on an authentic work problem. These sessions were observed and analysed following a qualitative approach.

After observing a debriefing session in 19 organisations, four categories related to its implementation have been identified: Self-analysis, information, planning and orientation of the development of the team.

It is important to mention some limitations to this work. The major limitation was the lack of published literature related to the debriefing in the area of organisational management. The qualitative and exploratory nature of the study limits the generalisation of the results.

The research has practical implications as the characterisation and description of each phase favours the transfer to implement the debriefing technique adequately in different types of organisations.

It has been observed that all forms of debriefing have a common purpose in learning and, team and employee development, due to the powerful transferability and usefulness of debriefing in different contexts. Therefore, knowing the correct use of debriefing is a breakthrough in this area. In addition, including this type of practice will not just facilitate a better performance, it will also help teams to learn to work in a team from their own experiences.

It has been characterised by the process of debriefing from the correct implementation of each phase through the analysis of the narratives that arise in the debriefing sessions carried out.

匯報是一個基於團隊內部回饋的程序, 它常見於大學組建的醫療衛生方面, 在商業上則較少使用。本研究擬基於匯報程序中所建立的每個階段, 來分析在組織內實際進行匯報的典範實務。

為達至研究目標, 來自不同組織的工作團隊, 就一個真實的工作問題進行了19個匯報會議。研究人員觀察這些會議, 並以定性研究法進行探討和分析。

研究人員觀察於19個組織進行的匯報會議後, 找出了四個進行匯報會議的範疇, 自我分析、資料、計劃和團隊發展的取向。

本研究提供了實務方面的啟示, 因研究結果確認了匯報每個階段的特徵的描述, 以及每個階段的描述, 這會幫助在不同種類的組織內進行匯報會議時, 舉行匯報使用之技巧得以靈活調動, 以發揮各技巧的最佳效果。

研究人員分析有關的匯報會議內的敘述, 並從會議每個階段的正確執行, 找出了匯報程序的各個特徵。

The different dimensions of the online engagement behaviors exhibited by omnichannel shoppers, who mainly rely on the online channel for information search, are still understudied. This study aims to investigate how service journey quality (SJQ) has an impact on the overall omnichannel customer experience leading to customer identification (CI) with the store, subsequently leading to their exhibition of online engagement behaviors (writing online reviews, blogging, rating products and service online and indulging in customer-to-customer online interactions.

The research is cross-sectional, quantitative and descriptive. Purposive sampling was used to choose the research's participants. Data were collected from 591 Indian omnichannel customers who had previously made an omnichannel purchase that included the concurrent usage of various channels of a retailer using a verified self-administered survey. Using the Smart PLS 4.0 software, the proposed conceptual model has been evaluated.

The results indicate that omnichannel customer experience mediates the relationship between SJQ and CI with the store, subsequently leading to their exhibition of online engagement behaviors (writing online reviews, blogging, rating products and service online and indulging in customer-to-customer online interactions). The perceived customer gratitude toward the store significantly and positively moderated the direct relationship between SJQ and different online engagement behaviors (writing online reviews, blogging, rating products and service online and indulging in customer-to-customer online interactions).

The study relied upon the omnichannel shoppers of only Indian population and relied on a cross-sectional data collection procedure for this research.

Post-pandemic, with highly dynamic shifts in customer preferences, the need for channel-agnostic shopping leading to the unpredictability of purchase patterns has made SJQ the only dimension to achieve sustainable loyalty intentions through value co-creation in an omnichannel retail context. Emphasizing post-purchase behaviors like different online engagement behaviors (writing online reviews, blogging, rating products and services online and indulging in customer-to-customer online interactions), this study is the first to show that SJQ might affect four different online customer engagement behaviors through omnichannel shopping experience and CI with the store. The moderating effect of customer-perceived gratitude toward the retailer on a few proposed hypotheses was also tested to give managerial recommendations. The study also answers the call to investigate the moderating role of customer gratitude in determining service quality-driven engagement behaviors.