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In the present era, the achievement of employee Islamic performance has become a significant challenge for organizations. The purpose of the study is to examine the effect of Islamic leadership on employee Islamic performance directly and indirectly by bridging the connections between employees’ Islamic organizational values, Islamic organizational culture, and Islamic work motivation among the employees of Egyptian banks.

The authors used quantitative methods in this study and based its findings on the data received from 312 respondents in response to a questionnaire.

By using SmartPLS 4, this study’s findings demonstrate that Islamic leadership has a positive and significant effect on Islamic organizational values, culture, employee Islamic performance and work motivation. While Islamic organizational values and Islamic organizational culture do not significantly impact employee Islamic performance, Islamic work motivation is a significant predictor of employee Islamic performance. On the one hand, Islamic organizational values and Islamic organizational culture do not mediate the relationship between Islamic leadership and employee Islamic performance. On the other hand, Islamic work motivation is a mediating variable that significantly develops the relationship between Islamic leadership and employee Islamic performance.

The study’s findings support policymakers and human resource management practitioners to develop plans and strategies which enhance the Islamic performance of organizations’ employees. In addition, this study’s findings provide insights for researchers and academicians in developing Islamic leadership within their organizations so that they operate by Islamic values and codes.

Finally, by offering an integrated model of Islamic leadership, Islamic organizational values, Islamic organizational culture and employee Islamic performance, this study’s findings fill the gaps in the context of bank employees in a developing country, namely, Egypt.

The purpose of this study is to evaluate the effect of both positive and negative corporate cultures on employee performance in Saudi Arabia, in the presence of performance reviews and factors leading to positive work culture, in an environment that underwent serious modification with COVID-19. The changing work methods (online, remote, etc.) have left their mark necessitating revisiting the needs and capabilities of employees in the work environment.

This quantitative study uses primary data from small and medium-sized enterprises (SMEs), non-profit organizations, and transnational organizations, in their transient role and influence on organizational culture change. The data set includes 311 usable responses from 50 randomly selected organizations and is analysed using structural equation modelling to test the proposed model.

A healthy corporate culture serves as the basis for increased employee performance in the workplace. The three independent variables, availability of negative culture, availability of positive culture and employee perceived performance, have a positive impact on the dependent variable employee perceived effectiveness of performance reviews; however, factors leading to the development of a positive organizational has a negative influence.

This study faced a limitation with the potential similarity of responses due to the large number of same-background respondents (engineers). However, the results are indicative of a trend. Moreover, the responses did not allow for cross comparison between responding organizational types (SMEs, non-governmental organizations and multinational corporations) as was planned.

Managers should motivate their respective employees, through ensuring the diffusion and sustainability of the right culture work environment. This should allow their teams to complete tasks with little or no supervision. Moreover, as the Saudi economy is gearing up for global competitiveness, this performance culture becomes a key for the success of the strategic plans, thus the high importance of the positive culture at work today.

Understanding the importance of positive and negative culture at the managerial level would affect the relationship with employees and improve work environment and job satisfaction.

This study pinpoints the need to revisit a dimming topic, proving that with the end of the COVID-19 pandemic, managers need to go back to square one. The introduction of the many novel work systems, online, remote work, etc. have changed the work setting and environment. This is requiring a new look at the employees’ perceptions on factors influencing corporate culture and performance.

The purpose of the study is to investigate the differences between generational groups (specifically Generations X, Y and Z) in terms of variables that influence organisational commitment and intention to stay within an organisation. The aim is to fill the research gap in understanding how different factors influence commitment and retention across different generations.

This study follows a quantitative approach based on cross-sectional survey data. The respondents were employees of Generations X, Y and Z. The data were analysed using partial least squares structural equation modelling and multigroup analysis.

The results of the study indicate several relationships between variables and organisational commitment/intention to stay. Person-organisation fit is positively related to organisational commitment, and work-life balance is positively related to both organisational commitment and intention to stay. The mediation of organisational commitment shows a positive relationship with person-organisation fit and work-life balance. In addition, there are positive relationships between organisational culture and both organisational commitment and intention to stay, as well as a positive relationship between person-organisation fit and intention to stay. Furthermore, all three Generations (X, Y and Z) show positive relationships between organisational commitment and intention to stay.

The implications of the study are twofold. First, it provides theoretical contributions by uncovering the relationships between various variables and organisational commitment/retention. Second, it provides practical implications for organisations by highlighting the importance of person-organisation fit, work-life balance and organisational culture in fostering commitment and retention among employees of different generations.

The originality and value of this study lies in its exploration of the differences between generational groups in terms of variables affecting organisational commitment and intention to stay. By addressing this research gap, the study contributes to the existing literature on organisational commitment and retention. The detailed presentation of theoretical contributions, practical implications, limitations and suggestions for future research enhances the overall value of the study.

The study aims to look at the link between horizontal violence (HV) and organizational culture aspects. Bullying and hostility including intergroup conflict are referred to as HV. HV is a significant issue that is encountered in various professions. The different cultural typologies of group, developmental, hierarchical and rational culture have been addressed in this study. Additionally, it is identified that the prevalence of HV in organizations with different cultural dimensions.

Using a non-probability multistage sampling strategy, a quantitative method was used and questionnaires were circulated to collect data from the information technology sector. The data were analyzed using multiple regression analysis.

The findings demonstrated that HV has a positive and substantial association with the group and developmental culture, whereas HV has a negative link with hierarchical and rational culture.

These results provide a valuable tool for human resource managers and policymakers in promoting a healthy work environment and employee interpersonal collaboration, which will improve the organization’s overall performance.

This study is a novel work exploring the HV among employees in technological firms, and also combining the concepts of HV and organizational culture and also assists future researchers in many folds.

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 dynamics of work have increased the importance of work conditions and job demand in the corporate environment. This has exposed the high predominance of work overload among employees and managers in social organisations. This study aims to investigate the contemporary determinants of workaholism (organisational culture, financial well-being and career development) and quality of work-life (QWL) in Nigeria’s information technology (IT) sector.

To synthesise an understanding of factors that are responsible for workaholic behaviour among employees in the IT industry, this study used a cross-sectional research design to investigate the phenomenon that accounts for such hysteric conditions. This study administered an inventory battery of scales to obtain data from the study population on a random sampling technique to measure the established constructs responsible for workaholism and QWL. This study surveyed 644 samples of IT professionals in Nigeria and used structural equation modelling and artificial neural networks to examine the data obtained from the IT professionals.

The outcome of this study was significant as proposed. This study demonstrated that compulsive work approach adversely affects employee QWL in Nigeria’s IT industry. Also, excessive work adversely affects employee QWL in Nigeria’s IT industry. This study further discovered that organisational culture and management pressure significantly affect the QWL in the Nigerian IT industry. The results of this study showed that financial well-being significantly affects the QWL in the Nigerian IT industry. Lastly, it established that career development significantly affects the QWL in the Nigerian IT industry. This study concluded that if working round the clock is not completely removed from Nigeria’s IT cultural system, the industry will not be a safe environment and will not attract employees anymore. It has enabled many Nigerian workforces to quit working in Nigeria and migrate to international organisations.

This study has shown a meaningful dimension by discovering that workaholism is inherently in the cultural values and DNA of Nigerian IT institutions and not work addiction in itself for the employees. The novelty of this research has indicated that workaholism has not been documented much in the Nigerian IT sector.

This study aims to investigate the healthcare sector of the United Arab Emirates (UAE) to explore the significance of servant leadership and collaborative culture in fostering social sustainability. The primary objective of this paper is to investigate how servant leadership and a collaborative culture contribute to social sustainability in health care in the UAE. With a focus on promoting well-being within healthcare organizations, the paper aims to uncover the synergies between servant leadership, collaborative culture, and social sustainability.

This paper conducted a multilayer literature review of existing literature on servant leadership, collaborative culture and social sustainability in health care, both globally and specifically in the UAE context, and a conceptual model was proposed.

Servant leadership proves to be a culturally pertinent and effective leadership model within the UAE due to its alignment with cultural values, emphasis on community support, and the robust health-care system that contributes to individual well-being. This combination establishes a solid foundation for fostering a healthy and sustainable society.

Limitations and implications are discussed. The current research has not identified the boundary conditions under which servant leadership and collaborative culture may be more or less effective. This could involve exploring industry-specific influences or contextual factors. Theoretical and practical implications are discussed.

The research seeks to unravel the interconnections between servant leadership, collaborative culture and social sustainability. To the best of the author’s knowledge, none of the studies have explored the interrelationships of these constructs, particularly in the UAE context.

This paper aims to identify aspects of how work-life interaction has changed in the post-pandemic situations and propose strategies of the security concept for living-working patterns in the post-pandemic interior as future disease prevention.

We conducted a systematic literature search and review to select previous research systematically and relate concepts by coding the data and synthesising the data critically. The systematic literature search and review considered 90 papers (35 were studied).

The findings identify three strategies: hybrid activity patterns, new layout for hybrid and changing behaviour and culture. Each strategy demonstrates the connection between the hybrid living-working interior spaces in the post-pandemic period and security-pandemic variables. The results on security design factors focused on interior control, detection and deterrence; connection to nature creates a safer environment to prevent further variables; and hybrid activity requires more elements to govern users' behaviour and culture.

Limitations of this study are as follows: excluded papers that are not written in English/Bahasa or do not have gold/green open access; some aspects were not discussed (such as social distancing); the articles included in this review are up to April 2023 (and there is the possibility of recent papers). Future studies can be developed to update building certification for post-pandemic interiors or research with psychological, social equity or family vitality issues.

The study offers strategies and the holistic relationship between the post-pandemic concept and security-pandemic design variables within the built environment, especially in the users' culture and behaviour context.

This paper discussed quantifying architect, engineer and contractor (AEC) professionals' cross-work culture productivity by comparing between Malaysian and United Kingdom (UK) projects during industrialized building project delivery. This study addressed the second part of a mixed method research design study.

This study hypothesized that with understanding of cultural work knowledge between professionals during design phase coupled with competent technological support, productivity can be improved. It utilized Cognitive Organizational Theory (COT) protocols to test conceptual models in SimVision®. Organizational structure, project intensity, and statistical validations parameters were performed to obtain the reliability and generalization of the result.

This study found that with Building Information Modeling (BIM) technology intervention, the handling of exception, coordination and decision-making time could be improved, resulting in better project performances. The result also indicated that in choosing organizational fit, national culture factor needed to be considered; otherwise, organizational change would be unacceptable. By changing the operational process from intensive to reciprocal task intensity with BIM technology intervention, the effect on productivity would be similar to changing hierarchical organizational structure to flatter organizational structure.

Project discrepancies issues are limitedly discussed due to companies' confidentiality. The paper only focuses on understanding the effects of human factors during the integrated project delivery phase.

The findings could support developing countries' professionals to collaborate effectively with developed countries' professionals.

The development of the project's cultural knowledge experimentations will provide guidance to teams involved in international projects from developed and developing countries in pursuing joint ventures in project deliveries in either country successfully.

The current study seeks to investigate and determine the principal barriers to the adoption of work–life balance (WLB) practices amongst construction companies operating in the developing countries using Lagos, Nigeria as a case study.

This study adopts a survey research technique. Snowball sampling technique was adopted to identify the target respondents for the administration of questionnaire. A total of 156 questionnaires were distributed and a response rate of 66% (103 questionnaires were completely filled and returned) was attained. Data elicited were analysed using descriptive and inferential statistics.

The results from the exploratory factors analysis show that the principal barriers to the adoption of WLB practices amongst construction companies in Lagos, Nigeria are categorised into four components: nature of construction job and limited evidence on impact of WLB, support, awareness and culture, lack of involvement of management staff and organisational factors.

This study contributed to more effective WLB studies by highlighting the barriers to the adoption of WLB practices in the construction sector. An understanding of these barriers can aid policy makers and management personnel in construction organisations as well as facilitate development of strategies required to reduce the barriers to WLB practices in the construction sector.