Our paper examines whether the impact of abusive supervision on on-the-job embeddedness (JEM) is stronger than on job satisfaction (JSAT), affective organizational commitment (AOC), and turnover intentions. We also examine whether the mediation impact of on-the-JEM in the linkage between abusive supervision and turnover intentions is stronger than the mediation impacts of JSAT and AOC. Data gathered from restaurant service workers in three waves in Ghana were used to test the abovementioned linkages via structural equation modeling. The findings illustrate that all hypotheses are supported. Specifically, the influence of abusive supervision on on-the-JEM is stronger than on traditional attitudinal variables. Additional findings demonstrate that the mediation effect of on-the-JEM in the relationship between abusive supervision and proclivity to quit is stronger than the mediation effects of JSAT and AOC. Implications for theory and managers are offered in our paper.

Drawing on the job demands-resources model and conservation of resources theory, this study investigates how and when the high-performance work systems (HPWS) influence proactive workforce. Using the data obtained from 204 supervisor-employee dyads in China, we developed and tested a moderated mediation model in which leader-member exchange (LMX) moderates the positive relationship between HPWS and proactive behavior via work engagement. Our results demonstrated that the association between HPWS and proactivity was fully mediated by work engagement. We also found that the indirect effect of HPWS on proactivity was significantly weaker among employees with high-quality LMX. Theoretical and practical implications, as well as directions for future research, are then discussed.

Responding to the call for more research on cognitive crafting, this study focuses on employees' reframing of their job characteristics to assign higher importance to job resources and downplay the relevance of costly job demands. Furthermore, it examines how these proactive cognitive strategies are embedded in an overall job crafting process, including both cognitive and behavioral aspects, and linked with work engagement. Preliminary results (n = 247) support the conceptualization of cognitive crafting encompassing approach and avoidance aspects targeting resources and demands, respectively. Moreover, three-wave data (n = 84) show that employees' cognitive efforts to highlight the centrality of job resources influence work engagement over time. Importantly, proactively organizing work leads to higher work engagement by prompting cognitive reframing of the relevance of job resources as central to one's work. Differently, cognitive efforts to downplay the relevance of hindering job demands are unrelated to following proactive behaviors and work engagement.

Using data from 708 French-Canadian nurses, the present study relies on self-determination theory (SDT) and its proposed motivation mediation model to examine the associations between need satisfaction, work motivation, and various manifestations of psychological wellbeing (work satisfaction, emotional exhaustion, and turnover intentions). To increase the precision and accuracy of these analyses, we relied on analytic approaches that explicitly account for the dual global/specific nature of both work motivation and need satisfaction. Results revealed that nurses' global psychological need satisfaction, and their specific autonomy and competence satisfaction, were positively associated with their global self-determined work motivation and specific intrinsic motivation. In turn, global self-determined work motivation and specific intrinsic motivation were associated with more desirable outcome levels. Nurses' global need satisfaction and specific autonomy satisfaction were also directly associated with more desirable outcome levels. Our results provided support for a partially mediated version of SDT's motivation mediation model.

Follower role orientations affect how followers approach the leadership process; however, there has been little insight into how individuals use these role beliefs to influence leader outcomes, particularly through their psychological and social leader-follower relationships. This research examines how co-production, passive, and anti-authoritarian follower role orientations affect a follower's influence on their leader and leader effectiveness indirectly through psychological closeness and relationship quality. The results from two studies suggest co-production role orientation had positive effects on influence on the leader through psychological closeness and on perceived leader effectiveness through closeness and leader-member exchange. Passive role orientation was negatively related to followers' influence on the leader through reduced psychological closeness in study 1, while anti-authoritarian role beliefs were negatively related to closeness in study 2. These findings suggest that when followers believe co-production is critical to the leadership process, closeness with the leader, relationship quality, and perceived leader effectiveness improve.

The paper examines the relationship between CEO career horizon and strategic novelty under boundary conditions of CEOs' temporal focus for firms in one of the emerging markets. Upper echelons theory predicts that CEOs' risk aggressiveness decreases with diminishing career horizons. Therefore, CEOs nearing retirement are less likely to make novel strategic investments. We assert that CEOs' career horizon influences strategic outcomes, especially risk aggressive strategic novelty outcomes contingent on the CEOs' temporal perspective, i.e., past and future temporal focus. We test the hypotheses using archival data from 285 listed firms in India. The findings support the hypotheses by showing that CEOs' carrier horizon positively influences strategic dynamism and distinctiveness, the two dimensions of strategic novelty. The results also suggest that past temporal focus enhances the negative influence of decreasing CEOs' career horizons on strategic dynamism and distinctiveness. Future temporal focus, on the contrary, diminishes the negative influence of decreasing CEOs' career horizons on strategic dynamism and distinctiveness. The findings contribute to understanding the joint role of the time static trait of CEOs, i.e., temporal focus, and time-varying trait, i.e., career horizon on strategic novelty.

The COVID-19 pandemic brought about changes in the working world. One of the main strategies to cope with the economic situation during lockdowns was to furlough employees. In the current study, we propose that psychological contract breach and violation between the organization and the furloughed employee act as underlying mechanisms that explain the relationship between the employees' furlough status and the increase in their emotional exhaustion and decrease in affective commitment. Furthermore, we suggest that perceived organizational support can act as a buffer that attenuates the association between furloughed employment status and perceived contract breach. The study was conducted at two points in time: during the first lockdown and 4 months afterward (N = 336). Results supported the predicted indirect sequential associations. However, perceived organizational support served to buffer the relationship between furloughed employment status and perceived psychological contract breach only in the case of employees who continued to work.

Defending social and political positions other than those that a company's clients might support has always been an avoidable risk. However, this practice, called ‘corporate activism,’ has gradually been integrated into the strategies of organizations. The object of this work is thus to understand the antecedents of corporate activism from the consumer's point of view. To understand this, we carry out structural equation modeling (SEM) based on a sample of 1,521 consumers. The results demonstrate that: (i) institutional credibility, corporate credibility, and authenticity act as antecedents of corporate activism; (ii) corporate credibility has a positive influence on corporate activism, while institutional credibility has a negative impact. These findings represent an interesting and novel contribution that helps to understand how these types of high-risk strategies should be adopted. The application of these results could enable companies to determine the conditions that favor a positive evaluation of corporative activism by consumers and avoid the use of such strategies in less favorable situations.

What has been called the war for talent in companies has become a key element in organizations that want to be competitive. Talent management has already been studied and verified in terms of its impact on performance and productivity, and this has led to more and more research generating a professional and scientific interest with other variables, such as ethical behavior. In the present study it is verified, through a model of structural equations, that the organizations that apply strategies of talent management have more ethical behaviors and intention to stay. Talent management and ethical behavior would reinforce work environments, by restoring confidence in the organization. Likewise, talent management implies greater loyalty of talent, that is an antecedent of the intention to stay in the organization.

We examine the relationship between high-performance work system (HPWS) and job satisfaction, drawing on the ‘too much of a good thing’ theory, to establish whether a non-linear relationship can explain conflicts in previous findings. Moreover, we extend the study by exploring the mediating role of work overload and the moderating role of person–organization fit (P–O fit). Based on a cross-sectional data set of 220 employees and a longitudinal data set of 373 employees from organizations in China, the empirical findings show an inverted U-shaped relationship between HPWS and job satisfaction. Results also indicate that the relationship between HPWS and job satisfaction is fully mediated by work overload, and that P–O fit negatively moderates HPWS-work overload and HPWS-job satisfaction relationships. These results shed new light on how HPWS impacts employee outcomes and practical implications for managers are discussed.

This paper examines professional and organizational-level antecedents of public sector innovation using findings from a 9-month ethnography conducted within the marketing department of a large UK postal organization. The analysis centres on vignettes of two cross-functional projects to develop product and service innovations that involved external design agencies. The data are based on observation of the marketing teams, semi-structured interviews, and documentary analysis. The study highlights that social practices characteristic of communities of practice are antecedent to the generation of absorptive capacity, but also shows that the learning produced by communities of practice is mediated by relations of power associated with these groups and interaction with organizational absorptive capacity. This paper develops the theory of absorptive capacity by shifting attention away from ‘prior knowledge’ in enabling acquisition of external knowledge to highlighting the role of intensive interaction, organizational context, and power relations in shaping knowledge creation for learning and innovation.

This study explores the mission statement–performance relationship of 247 Philippine-listed firms by employing the practical component and theoretical stakeholder approaches to studying mission statements. Using content and regression analyses, results indicate that: (1) the existence of a mission statement and the inclusion of customer in the statement are positively and significantly associated with performance; and (2) the inclusion of society and public image is negatively and significantly associated with performance. Aside from contributing to the growing body of theory-based, quantitative research on mission statements, this study offers another view within an emerging market context. Furthermore, it reinforces the value of having a mission statement and the importance of acknowledging salient and dominant stakeholders in the statement.

Crises are socially constructed. Affected stakeholders of an organizational crisis conceive complex associations between their perceptions of the implicated company's response and about the company itself. The study moves away from a simple cause–effect view by deriving alternative configurations of these associations. This approach allows for a better understanding of how stakeholders attribute responsibility for a critical event and the resulting crisis faced by the company that caused it. Using partial least squares structural equation modeling and fuzzy-set qualitative comparative analysis, we analyze insights of 325 families affected by an environmental incident in 2018 involving Colombia's largest company. We establish a correlation between stakeholders' perceptions of crisis response timeliness and credibility. Accordingly, we expand on how perceptions affect organizational judgments. Finally, we propose that trustworthiness and reputation are antecedents to how organizational crisis response is perceived and how these antecedents affect the degree of the severity of the company crisis.

Drawing on systems theory, this paper aims to search for a leverage point in a high-performance work system (HPWS) wherein a small change of a constituent part significantly enhances the effect of the whole system on organizational performance (OP). Based on meta-analysis of 59,207 firms and establishments from 240 sample studies up to December 2021, the paper examines the effect of HPWS composition, coupled with country of origin and industrial affiliation, on the HPWS–OP relationship. The paper finds that training and development serves as a leverage point to significantly strengthen the synergy of HPWS. However, this leverage point works in advanced countries rather than developing countries, and in service industries rather than manufacturing industries. The finding indicates that a leverage point is not omnipresent, but contingent on country of origin and industrial affiliation. This study has practical implications for managers, highlighting the importance of a leverage point to the HPWS–OP relationship and the contingency nature of the leverage point.

How does employees' work context and job characteristics influence their creative behavior? To explore this question, this study draws on the Job Demands – Job Resources (JD-R) model to examine the role of excessive work overload and training and development on employee creative behaviors. Additionally, the study explores whether employees' work passion mitigates or enhances the effects of work overload and training and development on their creative behavior. Data from 142 employee–supervisor dyads in a Singaporean telecommunications organization showed that work overload had a marginally significant positive effect on employee creative behavior. Additionally, employees' work passion was found to enhance the effects of training and development on their creative behavior. The study contributes to ongoing debates in the literature regarding how specific characteristics of one's job and targeted human resource practices may foster employee creativity.

This study details the possible escalation of employees' perceptions of pandemic threats into diminished job performance, while considering a mediating role of their sense of job insecurity and a moderating role of their emotion regulation and improvisation skills. Results based on multisource, three-wave data show that employees' perceived pandemic threats compromise their work-related performance, because they believe that their job is at risk. This mediating role of perceived job insecurity is mitigated by employees' greater ability to control their emotions and come up with novel ideas on the spot. This study accordingly pinpoints employees' conviction that they may not be able to keep their jobs as a crucial mechanism by which the hardships of a global pandemic generate negative performance consequences, as well as how organizations can contain this risk by helping employees hone their pertinent personal skills.

Organisational psychology literature is abounded with empirical evidence of the mitigating effect that social support seeking (SSS) behaviour has on stress. However, it is unclear if this phenomenon is present in a collectivist context where workers might be hesitant to seek social support when under stress. A total of 123 employees from China completed a longitudinal survey over 4 weeks assessing their appraisals of an ongoing work stressor, coping strategies, and stress level. Path-analysis, hierarchical regression and means comparison determined the degree of fit of two theoretical perspectives (stress-buffer and main effects) to Chinese employee's SSS behaviour, and its frequency of use against other coping strategies. Results showed that SSS was not elicited by primary and secondary appraisals, but instead may be better explained by employees' collectivistic aspirations. Implications of the results were addressed in relation to stress management strategies and human resource support initiatives. Future research directions were also discussed.