Yusuf Hassan

Purpose: The current study investigates how job seekers' perceptions of workplace authenticity and perceived economic mobility shape organization attractiveness for job seekers. Design/methodology/approach: A temporal three-wave survey was administered to 228 adults actively seeking employment. Drawing on Conservation of Resources (COR) theory and the Kaleidoscope Career Model (KCM), we propose that perceived economic mobility mediates the effect of perceived workplace authenticity on employer attractiveness and that psychological entitlement attenuates this mediation. Findings: By introducing perceived economic mobility to organisational behaviour research, this study integrates relational (authenticity) and transactional (mobility) attributes into a unified framework and identifies psychological entitlement as a critical moderator. Originality/value: Implications of the study suggest that cultivating authentic and meritocratic workplaces enhances employer appeal, especially for less-entitled candidates.

Purpose: This research examines the intricate dynamics of psychological contract violation (PCV) and its influence on knowledge-sharing behavior among US-based working professionals. The primary purpose is to examine how PCV influences knowledge sharing and whether this relationship is mediated by perceived job insecurity while also considering the moderating role of perceived organizational support (POS). Design/methodology/approach: A survey of 250 working professionals based in the United States was analyzed. Moderated mediation was tested using the IBM SPSS-Process macro. Findings: The study revealed a significant negative relationship between PCV and knowledge sharing. This suggests that when employees experience breaches in their psychological contracts, they are less likely to engage in knowledge-sharing activities. However, the research went beyond this simple relationship and identified a moderated mediation effect. Perceived job insecurity was found to mediate the negative relationship between PCV and knowledge sharing, and this mediation was influenced by the level of perceived organizational support. In other words, the strength of the mediation effect varied based on the level of organizational support perceived by employees. Practical implications: Understanding the role of PCV in inhibiting knowledge sharing sheds light on the importance of maintaining healthy psychological contracts within organizations. Additionally, recognizing the moderating effect of POS emphasizes the significance of fostering a supportive organizational culture to mitigate the adverse effects of PCV on knowledge sharing and employee well-being. Originality/value: This manuscript embarks on a compelling journey of investigation, where we delve into the existing literature, present empirical research and offer thoughtful insights into the profound implications of perceived psychological contract violation on knowledge-sharing behavior.

This research investigates the relationship between e-leadership and strategic innovations in the workplace. It proposes a moderated mediation model that examines inter-team coordination's mediating role and knowledge integration capability's moderating role in this relationship. A sample of 241 working professionals from the United States participated in the study. The findings of this research establish a positive and significant relationship between e-leadership and strategic innovation. e-leadership positively influences the development and implementation of innovative strategies within organizations. Additionally, the study identifies inter-team coordination as a mediator, highlighting the importance of effective team coordination in translating e-leadership into strategic innovation. Furthermore, the research reveals knowledge integration capability as a moderator, indicating that the ability to effectively integrate knowledge across teams and departments enhances the impact of e-leadership on promoting strategic innovation. The study provides valuable insights for practitioners and organizations. Recognizing the significance of e-leadership can help foster an innovative culture and improve strategic decision-making processes. Understanding the mediating and moderating role of Inter-team coordination and knowledge integration capability, emphasizes the importance of knowledge-sharing mechanisms within organizations, highlighting the need for effective knowledge management strategies.

The digital era has reshaped business, where IT innovation is pivotal for success. Digital leadership is a key driver, leading to digital agility. However, the research on digital agility is still at a nascent stage. The authors used the dynamic-capabilities to examine the impact of digital leadership on IT innovation in business organizations. A survey of 250 US based IT professionals was analyzed using process macro. The findings of this study enrich the digital-leadership literature, emphasizing the crucial role of digital leadership and inter-team coordination in promoting IT innovation in organizations. Practical implications of the study stress the need for organizations to develop digital leadership while fostering knowledge integration and inter-team coordination.

The picture of entrepreneurs is changing with technology and women increasingly utilizing digital agility to navigate their careers. While several studies examine digital and female entrepreneurship, few investigate their integration, especially the democratizing potential of digital platforms. This study explores whether digital agility helps women overcome gender barriers in entrepreneurship through a cyberfeminist lens. Results show that although digital platforms may aid digital fempreneurship, barriers remain. The study identifies a double paradox of emancipation and conquest. This research pushes the boundaries of cyberfeminism and paradox theory, providing empirical evidence of platform power in entrepreneurship. It is among the first to identify barriers within the digital fempreneurship realm.

Digitalization has transformed businesses, especially during the ongoing pandemic. Firms have gradually moved to digital ecosystems and e-marketplaces. Digital transformation (DT) has helped firms improve profit margins, better engage customers, improve productivity, and reduce any functional and operational lags. While some firms have strategically transformed themselves in the digital space, others have adopted technology in an unstructured way. As a result, these firms’ employees have been exposed to sets of new technologies. While some have adopted them based on their past experience, others have perceived them as challenges and have resisted change. This brings us to an important question of whether the DT is inclusive. In this article, the hedonic motivation system adoption model (HMSAM) and flow theory were used to investigate the inclusivity of DT and to propose a modified HMSAM model. As part of in their respective firms’ DT process, employees are exposed to a gamified environment. This article collected data from retail sector employees based in an emerging nation and tested hypotheses using structured equation modeling.

Purpose: The current market conditions are driving firms to plan, design and implement corporate social responsibility (CSR) policies that are true to the firms' real sense, i.e. authentic. Authenticity is an important aspect of micro-foundations of CSR in shaping the way social responsibility initiatives would impact the stakeholders including the customers, partners, current members of the organization and shareholders. This calls for a need to synthesize past research on CSR authenticity in order to propose directions for future research.Design/methodology/approach: The current study synthesizes relevant literature on CSR authenticity using systematic literature review (SLR) approach. In total, 34 research works were identified and examined to seek insights on CSR authenticity.Findings: Findings of the study identified various miro-, meso- and macro-level determinants of CSR authenticity and different set of outcomes having implications on business and society. The study also proposes a comprehensive definition of CSR authenticity which was somewhat missing in existing literature.Practical implications: The study provides strong theoretical and managerial implications. Particularly, the study provides directions for future research on the topic.Originality/value: In this paper, a review of literature on CSR authenticity is currently missing.

This article is an initial step toward theorizing the erosion of cocreated value in knowledge-intensive workplaces. In doing so, our research study examines how knowledge hiding behavior instigated and promoted by organizational leaders can adversely impact the microfoundations of the organization. The current study explores knowledge hiding in the Indian test preparation industry. To conduct our research inquiry, we applied a qualitative inductive approach. We interviewed 25 employees working in the test preparation industry, and the responses were analyzed using the Gioia method, a variant of grounded theory. The findings of our study reveal how leader-signaled knowledge hiding in this industry hinders value cocreation for stakeholders through outcomes, such as reduced organizational commitment, moral decoupling, team stratification, information asymmetry, and leader-induced trust deficit. The current study synthesizes findings of the explorative research complemented by a literature review to propose a conceptual framework.