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Drawing on the self-concept-based theory, this study aims to consider subordinate moqi as a source of forming self-concept to develop a conceptual model to examine the relationships between subordinate moqi and employee creativity, including self-efficacy as a mediator and face consciousness as a moderator.

An online survey was conducted and 188 subordinate-supervisor paired samples were collected in China. This paper applied the multiple linear regression method to test the proposed hypotheses.

Results show that subordinate moqi is positively related to employee creativity, and employee self-efficacy mediates the positive relationship between subordinate moqi and employee creativity. Additionally, face consciousness moderates the positive effect of self-efficacy on employee creativity and the indirect effect of subordinate moqi on employee creativity via employee self-efficacy.

These findings suggest that employees, managers and organizations should foster subordinate moqi, especially for the managers whose subordinates have low-level creativity. Moreover, fostering subordinate moqi can enhancing employee self-efficacy and further promote employee creativity. Additionally, our findings show the moderating role of face consciousness. That is, face consciousness can be regarded as a management tool to inspire employees’ intrinsic motivation to achieve goal tasks. Especially in the Chinese context, the face culture is quite prominent.

The findings provide empirical evidence on how and when subordinate moqi promote employee creativity. This study enriches our understanding of subordinate moqi.

Customer value co-creation behavior is promising but undertheorized. To bridge this gap, this study examines the viability of a social cognitive theory positing that customers' value co-creation behavior is shaped by their co-creation experience, self-efficacy, and engagement.

Using healthcare as a case, a stratified random sample comprising 600 patients from 40 hospitals across eight metropolitan cities in an emerging economy was acquired and analyzed using co-variance-based structural equation modeling (CB-SEM).

Customers' co-creation experience has a positive impact on their co-creation self-efficacy, co-creation engagement, and value co-creation behavior. While co-creation self-efficacy and engagement have no direct influence on value co-creation behavior, they do serve as mediators between co-creation experience and value co-creation behavior, suggesting that when customers are provided with a co-creation experience, it enhances their co-creation self-efficacy and engagement, ultimately fostering value co-creation behavior.

A theory of customer value co-creation behavior is established.

The purpose of this study is to explore the growing significance of digital entrepreneurship, which remains in its early stages within entrepreneurship research, with limited understanding of its determining factors. Specifically, it seeks to address the motivations driving individuals to pursue digital entrepreneurship, the factors shaping their intentions, and the essential requirements for success as digital entrepreneurs.

This study introduces a model that uses challenge and enjoyment as intrinsic motivation, compensation and outward factors as extrinsic motivation and self-efficacy as theoretical elements to predict digital entrepreneurial intention. Through a comprehensive literature review, the research establishes nine hypotheses in a model tested through structural equation modeling with a survey involving 303 students from various Indonesian universities.

The findings underscore the essential role of self-efficacy in forecasting digital entrepreneurial intention. Moreover, self-efficacy is a significant positive mediator in the relationships between challenge motivation, compensation motivation, outward motivation and digital entrepreneurial intention. The study also indicates that enjoyment motivation does not influence self-efficacy, and self-efficacy does not exhibit significant positive mediating effects on enjoyment motivation and digital entrepreneurial intention. The conclusions highlight the significance of intrinsic motivation through challenge, extrinsic motivation through compensation and outward factors and the role of self-efficacy in motivating students to participate in digital entrepreneurship.

This study contributes significantly to the expanding field of digital entrepreneurial intention by developing a conceptual framework that elucidates the roles of intrinsic and extrinsic motivations in fostering self-efficacy, thereby shaping individuals’ intentions toward digital entrepreneurship.

The purpose of this study was to examine the factors that influence the information seeking behaviors of ChatGPT users. Specifically, we investigated how ChatGPT self-efficacy, ChatGPT characteristics and ChatGPT utility affect the frequency and duration of information seeking via ChatGPT. We also tested the mediating roles of ChatGPT characteristics and utility in the relationship between ChatGPT self-efficacy and information-seeking behaviors.

This study adopts a quantitative approach and collects data from 403 ChatGPT users using an online questionnaire. The data are analyzed using linear regression and structural equation modeling (SEM).

The linear regression analyses revealed that ChatGPT self-efficacy is positively and significantly related to the information seeking behaviors in ChatGPT. Second, mediation analyses also showed that ChatGPT characteristics and utility significantly mediate the relationship between ChatGPT self-efficacy and information-seeking behaviors in ChatGPT independently and sequentially.

This study is the first to investigate the factors and mechanisms that influence information-seeking behaviors in ChatGPT, a new phenomenon in the media landscape. The findings in this study suggest that ChatGPT self-efficacy acts as an important motivator for information-seeking behaviors in ChatGPT and that ChatGPT characteristics and utility provide information regarding potential mechanisms in the relationship between ChatGPT self-efficacy and information-seeking behaviors in ChatGPT. The study contributes to the literature on information seeking, self-efficacy and generative AI.

This study has two purposes. Firstly, it aims to investigate whether self-efficacy constitutes one of the mechanisms by which transformational leadership impacts on employee positivity in reacting to change. Secondly, it aims to investigate whether the extent of change moderates the relationship between transformational leadership, self-efficacy and reactions to change. This study also explores the possibility that when the extent of change is higher, the effectiveness of transformational leadership may be lower.

This study used a sample of employees where the organization was going through significant change. Employee ratings on specific scales were used to measure transformational leadership, self-efficacy, affective commitment to organizational change, and intention to support change. A cumulative change index was used to assess the number of changes employees had experienced during the change process.

The results confirmed hypothesis 1 that transformational leadership was related to affective commitment and intention to support change and this was to a high level of statistical significance. Testing hypothesis 2 that self-efficacy mediated the effect of transformational leadership on commitment and intention to support change indicated that self-efficacy did mediate in this relationship confirming both hypothesis 2a and 2 b. The results did not support hypothesis 3a, with no significant interaction effect showing that the interaction between transformational leadership and self-efficacy did not differ between low versus high extent of change. However, the results did support hypothesis 3 b with the strength of the positive relationship between self-efficacy and reactions to change differing across high versus low extent of change. For both affective commitment and intention to support change, the interaction of self-efficacy and change index was significant.

Current weaknesses in the transformational leadership research include: a bias towards heroic leadership and away from collective and shared process of leadership, the underlying processes have not been clearly identified, lack of precision about situational variables that may impact on these processes. This paper does not address the first weakness.

Self-efficacy gains importance when the extent of change is high. The results suggest that change managers should adopt a transformational style of leadership to enhance recipients’ self-efficacy to generate positive attitudes and behaviours during change. They also suggest the selection and training of managers in transformational leadership attributes and also the inclusion of this in the monitoring of managers’ behaviours in post. The research outlined in this paper makes a significant contribution to an organization’s capacity to achieve change, particularly when the extent of change is high.

This research provides ways in which organizations can better achieve change through positive processes.

Transformational leadership can create a vision of the future and inspire followers to work to achieve it and to build hope and confidence for the future. This can prevent or overcome resistance to or reluctance about change. Lack of alignment of values between employees and the organization can result in change failure. This paper provides original insight into how change can be achieved by transformational leadership building self-efficacy.

The current diversity in organizations requires innovative employees to cope up with the dynamism. A burgeoning body of literature has established the antecedent role of self-efficacy in employee innovativeness. However, there is a dearth of knowledge regarding the influence of self-efficacy on the different types of innovative work behaviour. The purpose of this study was to establish the influence of self-efficacy on the different types of innovative work behaviour.

The study adopted an explanatory design to examine the hypothesized relationship between the study variables. Regression analysis was used to investigate the relationship between self-efficacy and different types of innovative work behaviour using a sample drawn from public universities in Uganda.

The study findings reveal that self-efficacy significantly influences the four types of innovative work behaviour. However, the magnitude of the influence is not uniform across the four types of innovative work behaviour. Idea implementation was highly influenced by self-efficacy, followed by generation of ideas. Championing and exploration are the least determinants of self-efficacy.

This research has both empirical and theoretical value. Empirically, to the best of the authors’ knowledge, this is the first study to show a direct relationship between self-efficacy and individual facets of innovative work behaviour in a public university setting in a developing nation like Uganda. Theoretically, the study expands on the applicability of the social cognitive theory by revealing that the influence of an individual's personality characteristics (such as self-efficacy) varies with the type of innovative work behaviour because the tasks involved in the various types of innovative work behaviour differ and are thus affected by self-efficacy differently. The study limitations and areas for further research are discussed.

This paper aims to examine the double-edged sword effects of work-related rumination on employees’ innovative performance. Drawing upon Conservation of Resources (COR) theory, this study developed a model to reveal the mechanism through which work-related rumination affects employees’ innovative performance.

Data were collected from a sample of employees and their managers at an information technology services firm in China. A two-wave data collection method with a one-month interval was employed. The analysis was conducted using structural equation modeling on 482 paired manager-subordinate responses.

Our findings highlight the complex interplay between work-related rumination and innovative performance. Specifically, affective rumination was found to detract from employees’ innovative performance, whereas problem-solving pondering had a positive effect. Notably, creative self-efficacy emerged as a key mediator in these relationships. Furthermore, employees’ perceived organizational support moderated the impact of rumination on creative self-efficacy and, consequently, on innovative performance, buffering the negative effects of affective rumination and enhancing the positive effects of problem-solving pondering.

Firstly, it enriches the existing literature on work-related rumination by exploring its nuanced influence on employees’ innovative performance. Secondly, it illuminates the underlying mechanism through which work-related rumination affects innovative performance, mediated by creative self-efficacy. Lastly, it highlights the crucial role of perceived organizational support in moderating these relationships, offering valuable insights for practitioners seeking to foster a more innovative work environment.

The current study seeks first to examine the prediction of school functioning in crises during the COVID-19 pandemic by school principals’ self-efficacy; second, to explore the differences in all dimensions of self-efficacy and school functioning during crises in Arab and Jewish schools in Israel and third, to determine which of school principals’ self-efficacy dimensions best predicted school functioning during the COVID-19 crisis.

Data were aggregated at the school level for structural equation modeling (SEM) analysis using AMOS analysis of 103 middle schools across Israel, 53 from Jewish and 50 from Arab society. Participants included 103 school principals (who answered the school principals’ self-efficacy questionnaire) and 1,031 teachers who answered the school functioning during crises questionnaire (477 Jewish teachers and 554 Arab teachers).

The findings showed that the principals’ self-efficacy positively predicted school functioning during the crisis. Among the five self-efficacy dimensions (general management efficacy, leadership efficacy, human relations efficacy, efficacy in managing external relations and pedagogical management efficacy), significant differences were found only in “external relations efficacy,” which was higher for “Arab” school principals; the only dimension that predicted school functioning during crises in both societies was “human relations efficacy.”

The current results emphasize the importance of principals’ self-efficacy in general and specifically caring leadership practices “human relations efficacy” in their relations with the school staff, the students and the parents for effective school coping and functioning during crises in two societies in Israel: Arab and Jewish. Further, no previous studies have explored this correlation.

Innovative capabilities are essential for the survival and development of an organization. Previous studies have found a positive relationship between CEO transformational leadership (CEOTFL) and firm innovation. However, limited studies have endeavored to investigate the relationship between CEOTFL and firm innovation through the cognition and attitudes of the ordinary employees, despite their significant role in corporate innovation. Existing TFL literature has predominantly concentrated on “the close relationships” between leaders and their immediate subordinates, leaving the remote influence of CEOTFL on ordinary employees under-researched. Therefore, the current study aims to explain the relationship between CEOTFL and firm innovation from a micro-level perspective.

Multilevel and multi-sourced data from 1,627 employees across 145 firms was used to test the hypotheses in this study.

The results indicate that CEOTFL can enhance firm innovation by enhancing the collective task self-efficacy of regular employees. Moreover, this effect is not observed when employees are exposed to a low level of work–life balance practices.

The findings suggest that CEOs can perform increased TFL to promote firm innovation. It is recommended that CEOs demonstrate their TFL not only to their direct subordinates but also to regular employees using various methods, such as participating in corporate activities with employees, delivering public speeches and sending emails to employees. Meanwhile, the HRM system should consistently align with the CEO’s leadership approach within the organization.

This study strengthens the importance of ordinary employees and their contribution to firm innovation.

The present study contributes to the literature on the micro-foundations of the relationship between CEOTFL and firm innovation by considering ordinary employee reactions as a mediator. Furthermore, this study enriches the CEOTFL literature by investigating the distant influence of CEOTFL on rank-and-file employees through the lens of social cognitive theory. Additionally, the authors expand cue consistency theory to the realms of CEO leadership and HRM literature by integrating CEOTFL and work–life balance practices into a unified model. The findings reveal the importance of coordination between CEO leadership and HRM systems within an organization. The inclusion of Chinese sample data in this study augments the cultural diversity of the sample within the CEOTFL literature.

This study aims to examine the mediating role of trainer preparation in the effect employee trainer self-efficacy has on trainer performance.

Using a census, data was collected from internal employee trainers in two universities in Ghana. In testing the hypotheses, a structural equation modelling based on 10,000 bootstrap samples was used, and the BCa confidence intervals were used to establish the significance of the hypotheses.

This study revealed trainer preparation as a complementary partial mediator in the effect trainee engagement self-efficacy and instruction self-efficacy had on trainer performance. In addition, the importance–performance map analyses demonstrated that the factor with the most importance in the model was instruction self-efficacy, yet it was not the highest-performing factor.

This study highlights the mediating role played by preparation in the effect of trainer self-efficacy on trainer performance. In addition, it adds to the dearth of studies that focus on employee trainers while at the same time using data from the trainers themselves.