Research on workplace bullying often considers those in managerial positions as perpetrators or resources in the process. There is a lack of studies focusing on them as targets, with most existing research centred on upward bullying. The aim of this study was to investigate all forms of bullying, comparing first-line managers with those higher up in the hierarchy and with workers, and examining how perceived social support and laissez-faire leadership affect exposure. Using a probability sample of the Swedish workforce, the results showed that managers are generally as exposed to bullying as workers. For first-line managers, exposure depended on the perception of laissez-faire leadership from their immediate superior. Social support was beneficial for all but did not have a differential effect. Organizational efforts to mitigate bullying must ensure that anti-bullying measures explicitly include all hierarchical levels, with extra focus on first-line managers.

The evaluation of services has become a common strategy in service management, and there is a wide variety of tools available. The objective was to evaluate user satisfaction at a sports center using the Net Promoter Score (NPS) and Importance-Performance Analysis (IPA) techniques, comparing the information provided by each. To this end, this study involved 1,433 users of a sports center, analyzing the responses to the NPS® tool and subsequently to the IPA tool developed ad hoc with 11 attributes. The NPS® tool revealed 29.58% detractors, 30.36% passives, and 40.06% promoters, highlighting a negative impact on the overall score. The IPA tool offered detailed insights into attributes varying across the three NPS groups, identifying four critical attributes requiring strategic attention, enabling segmented marketing strategies. This research demonstrates the complementary value of combining NPS and IPA tools for strategic service management, providing actionable insights to enhance customer satisfaction and competitive positioning.

With a growing body of research exploring how employees perceive and respond to human resource management (HRM) practices, the strategic HRM field faces the challenge of assessing how insights have evolved and which theoretical perspectives have shaped them. This study presents a bibliometric review of 292 empirical research on employee perceptions of HRM practices, focusing on (1) the major research interests explored, (2) the theoretical perspectives applied, and (3) their evolution over the last 25 years. The analysis reveals a reoccurring emphasis on performance-oriented variables, such as engagement, suggesting a tendency to rely on quantifiable outcomes while sidelining alternative constructs like employee well-being. It also highlights the dominance of a limited set of theoretical perspectives commonly applied, with alternative perspectives remaining underutilised. By mapping how topical areas and theories intersect, this study refines the classification of theoretical perspectives and contributes to a more critical understanding of the strategic HRM field. Potential implications are discussed to outline actionable recommendations for future research.

This study investigates the impact of communication delays and recruitment selection stages on candidates’ perceptions of fairness and recruitment selection outcomes and explores the moderating role of employability. Employing a mixed-method approach across two independent studies involving 264 and 259 mid-level position candidates, two variables – communication timeliness and recruitment stages – are manipulated, while employability is investigated as a moderating variable. Our results indicate that timely communication of rejection, especially during the initial selection stages, significantly enhances candidates’ satisfaction, fairness perceptions, intentions to reapply, and intentions to recommend the organisation to others. Employability moderates the relationship between perceived fairness and recruitment outcomes, strongly influencing the likelihood of peer referrals and reapplication intentions. These findings underscore the importance of strategic communication management in recruitment selection processes to enhance employer branding and the job candidate experience.

A new form of human–machine collaborative capabilities has been called to complement traditional capabilities to ensure higher but more responsible performance. We reviewed the extant literature on leadership in the artificial intelligence context to identify the leaders’ essential artificial intelligence-driven capabilities and synthesize the systematic review findings into an integrated conceptual framework to highlight how artificial intelligence-driven organizations could lead more responsibly. We conducted the systematic review and thematic analysis based on 37 papers identified from Emerald Insight, EBSCOhost Business Source Complete, and ScienceDirect databases. We found organizational leaders require technical, adaptive, and transformational capabilities to lead in an artificial intelligence-driven disruptive organizational environment. Our findings contribute to dynamic managerial capability and responsible leadership for performance theories by showing how these three uncovered capabilities enable organizational leaders to deploy dynamic managerial capabilities – sensing, seizing and reconfiguring more responsibly.

Bringing one’s authentic self to work is important to employees’ psychological well-being and performance. Although literature has examined how organizational factors influence authentic self-expression, it has largely overlooked the role of leaders. Drawing from leadership research, this study investigates the impact of perceived leader concern on authentic self-expression and its downstream effects on job attitudes. Findings provide empirical support for our predictions. Specifically, perceived leader concern is positively associated with authentic self-expression, which in turn relates positively to perceived self-concept-job fit. Regarding downstream outcomes, self-concept-job fit is positively related to organizational commitment and negatively to turnover intentions. Serial mediation analyses show that leader concern indirectly affects commitment and turnover intentions through authentic self-expression and self-concept-job fit. These findings highlight that leaders who show genuine concern foster open communication and authentic self-expression, enhancing alignment between identity and work, thereby strengthening commitment and reducing turnover. Implications for practice and future research are discussed.

Turnover intention constitutes a challenge for organizations. Meaningful work and employee engagement can reduce turnover intention, but their relationship is complex. This study aims to understand how meaningful work, work and organizational engagement, and turnover intention interact with each other. Using a structural equation model with data from 562 employees, meaningful work was examined as the independent variable, turnover intention as the dependent variable, and work and organizational engagement as serial mediators. Results show that work engagement partially mediates the relationship between meaningful work and organizational engagement, and organizational engagement partially mediates the link between work engagement and turnover intention. Additionally, a serial mediation effect of work and organizational engagement on the relationship between meaningful work and turnover intention was confirmed. Therefore, we encourage organizations to provide meaningfulness to their employees’ jobs and engage them within their job and organization not only to promote retention, but also to develop an engaged, healthy and sustainable workforce that supports both organizational sustainability and general societal well-being.

Despite prior research on political capabilities and their relationships with meaningful outcomes at work, it remains unclear why certain employees are incapable of successfully navigating workplace politics. To clarify this, our research develops and validates a measure of political self-efficacy at work (PSEW) across seven independent and varying samples. Evidence from faculty members and subject-matter experts in Study 1 provides initial support for the content validity of the new PSEW scale. Then, in Studies 2 and 3, we employ two separate samples to confirm the scale’s convergent and discriminant validity and factor structure. We repeat this process, in Study 4, on several new nomological neighbors (e.g., the Dark Triad traits, general political behavior, impression management, and political will). In Studies 5 and 6, using multi-wave and multi-source data, we assess the criterion-related and predictive validity of the PSEW scale, and in Study 7, we test our full theoretical model. Altogether, these findings verify the nomological network and validity of the new PSEW measure and provide theoretical and practical developments surrounding organizational politics.

The shift to telework and hybrid arrangements has prompted organizations to reevaluate leadership competencies specific to remote environments. Therefore, we developed the Leadership Competencies for Telework (LCT) scale, designed for telework settings and addressing new challenges such as telework-life balance and virtual distance. The validation process included two studies: (1) Two content validity panels with 27 experts, and (2) validation of the 67-item scale through a survey of 543 Spanish teleworkers. Confirmatory factor analysis supported a five-factor structure: Digital Communication, Digital Trust-Building, Remote Goal Management, Remote Relationships Development, and Telework-Life Balance Support. The scale demonstrated high reliability (α < 0.90 for all factors) and validity, correlating with key outcomes such as job satisfaction, professional isolation, telework-life conflict, and organizational citizenship behaviors. The LCT scale provides organizations with a validated tool for assessing and developing effective telework leadership. Future research could validate the scale through longitudinal studies, exploring its predictive power over time.

This study examines the impact of organizational gossip on workplace outcomes, including affective organizational commitment, loneliness, and turnover intention, with a focus on differences between the public and private sectors. Using a mixed-methods approach, the research combines qualitative and quantitative data from surveys conducted with Turkish citizen partners and in-depth interviews with employees in both sectors. The findings reveal that positive gossip enhances social bonds and commitment, while negative gossip leads to loneliness and increased turnover intention, especially in the private sector where job insecurity is higher. The study introduces an integrated framework linking gossip dynamics to organizational processes. Practical implications suggest that managers should address negative gossip while promoting positive gossip to strengthen workplace relationships. This study highlights the dual role of gossip in shaping employee experiences and retention strategies.

To explain why nurses intend to stay or leave their organizations after perceiving a psychological contract breach (PCB), we investigated whether perceived organizational support (POS) among nurses moderates the relationship between PCB and turnover intention (TI). We used a survey methodology targeting currently employed nurses. After controlling for nursing unit, POS accentuated the positive relationship between PCB and TI. The study contributes to literature by demonstrating (1) the impact of PCB on TI and (2) that POS explains why the strength of the positive relationship between PCB and TI varies among individuals. Results highlight the importance of fulfilling obligations and promises made by supervisors and managers to nurses. The findings suggest that when nurses with high POS perceive PCBs, the consequences may be more detrimental.

This study examined the motivational factors influencing African immigrants in New Zealand to become entrepreneurs and the factors that ensured their business success. Data were collected from 117 participants through survey questions employing the Qualtrics platform and its link was sent to participants in the Auckland region. Auckland was decided on for data collection, being the most populated city and the business nerve centre of New Zealand. The research was conducted using a descriptive and quantitative approach. From the analysis, the study found that passion for business entrepreneurship, flexibility, financial independence, generic independence, autonomy, and being one’s own boss are the most highly motivational factors for influencing African immigrants in New Zealand to opt for business ownership. The study also found that the six highest-rated reasons for African immigrants’ entrepreneurial business success in New Zealand were readiness to make sacrifices to succeed, always giving the best in everything that had to be done, the importance of action, a belief that everything is possible if the entrepreneur believes he/she can do it, the challenge of taking on new projects, and learning lessons from past failure. These findings are the most important factors helping African immigrant business owners in New Auckland Zealand to attain entrepreneurial and business success. This research maintains that the results shed light on why African migrants adopt business entrepreneurship and gear themselves up for success in New Zealand.

The sharing economy has expanded rapidly, reshaping consumption, labor, and service delivery across sectors. While much research highlights its benefits, critical perspectives on its limitations remain fragmented. This study addresses that gap through a systematic literature review, identifying and categorizing the main drawbacks of the sharing economy across five dimensions: social, legal, technological, economic, and environmental. By synthesizing these critiques into a cohesive framework, the study offers a more comprehensive understanding of the structural challenges associated with sharing economy platforms. It draws on interdisciplinary perspectives to highlight issues such as platform power asymmetries, regulatory gaps, and labor precarity – concerns that have intensified in the wake of the COVID-19 pandemic. The paper contributes to theory by integrating insights across academic domains and to practice by offering targeted recommendations for policymakers and managers. These include differentiated regulation and improved governance strategies to support fairer, more sustainable platform models.

While conventional technologies like Zoom have limitations in interpersonal communication and a risk-free training environment in delivering comprehensive corporate training, the Metaverse provides immersive, face-to-face, interactive, and simulated learning opportunities. However, the literature highlights significant Metaverse adoption barriers and emphasises the need for interdisciplinary research-driven competency integration solutions. Furthermore, the present study investigates essential competencies human resource development professionals need to develop to implement Metaverse-based training, as a literature research gap. Anchored in the Critical Success Factor theory, the study has utilised the Spherical Fuzzy-Bayesian Best Worst Method and Grey Influence Analysis to prioritise and analyse the influential relations of the identified competencies. The findings highlight the significance of technical and gamification competency categories and competencies related to privacy and security, content loss, scripting, playability, and ethical and social responsibility. These findings signify the competencies for implementing the Metaverse for training by the human resource development professionals.