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This study aims to examine the relationship between leadership behavior, organizational justice, person–organization fit and organizational citizenship behavior in the context of Vietnamese academic libraries. Using social exchange theory, this research indicates the impact of leadership behavior on organizational citizenship behavior. This study also examines the mediating role of organizational justice and person–organization fit in the relationship between leadership behavior and organizational citizenship behavior.

A total of 248 responses are obtained from academic library personnel in Vietnam, which are used to examine the research hypotheses.

The findings partially support the hypotheses because two leadership dimensions significantly influence organizational citizenship behavior, and organizational justice mediates the relationship between relationship-oriented leadership and organizational citizenship behavior. However, person–organization fit does not mediate the relationship between leadership behavior and organizational citizenship behavior.

Results indicate that two types of leadership behavior can significantly impact the organizational citizenship behavior of the librarians. Academic libraries should provide opportunities to librarians to engage in citizenship behavior by implementing organizational justice intervention.

This research contributes to the social exchange theory by integrating leadership behaviors, organizational justice, person–organization fit and organizational citizenship behaviors. Given that no prior studies have investigated the associations among four constructs, the obtained findings are a new exploration.

Drawing on the co-creation literature and self-determination theory, this study takes a broader organisational perspective linking employees’ motivational antecedents (corporate brand socialization, employee brand identification and impression management) and employee-based brand co-creation (EBBC), with three employee-level outcomes: sales performance, employee resilience and adaptive selling. We therefore bridge the complex nexus between employees and organisational performance.

Survey data of 313 employees across industries and different-sized business-to-business (B2B) companies in China were collected. We used AMOS 21 to carry out structural equation modelling (SEM) for testing the main hypotheses.

The results reveal that EBBC is driven by external, internal and self-related motivations and leads to an increase in the three employee performance-related outcomes. The results further indicate that employees’ social media usage exerts contrasting moderating effects for each of the three motivational antecedents: While it strengthens the effect of employee identification on EBBC, it weakens the effect of corporate brand socialization on EBBC and exerts no effect on the relationship between impression management and EBBC.

This study confirms the effectiveness of EBBC in improving performance outcomes for B2B employees, particularly sales performance, resilience and job satisfaction, all of which are crucial for employee success. On the basis of our findings, in terms of employee satisfaction and performance, and in addition to conventional strategies and incentives, B2B organisations should encourage employee co-creation activities as outlined above, since such activities tend to impact these outcomes positively.

This study features and substantiates the self-related goal initiatives in EBBC, such as developing a sense of self-promotion desires and uncovers a moderator of the relationships between motivational antecedents and EBBC. These findings highlight the managerial relevance of specific motivational and psychological pathways in building employee brand co-creation behaviours, employee outcomes and organisational performance via employee sales.

The economic, financial and social crisis has heightened researchers' interest in the importance of organizational sustainability and resources (e.g. work engagement and psychological capital) for performance. Despite some studies demonstrating the significance of resources, such as work engagement and psychological capital, for workers’ performance, there is limited knowledge regarding the role of organizational sustainability practices (OSP) in the relationship mentioned above. Therefore, this study drew upon the social identity theory to conceptualize and test the mediating role of work engagement in the relationship between OSP and performance (both task and adaptive). Based on the conservation of resources theory, it was hypothesized that a worker's resource – psychological capital – would moderate the indirect relationship between social responsibility practices and performance (both task and adaptive).

To test the proposed model, 304 adults participated in a two-wave study.

The results supported the hypotheses, revealing that OSP had a positive and significant relationship with task and adaptive performance, occurring through work engagement. Furthermore, the indirect relationship between OSP and performance task and adaptive through work engagement was moderated by psychological capital, such that the relationship became stronger for workers with lower levels of psychological capital.

The relevance of this research lies in its ability to identify the conditions and mechanisms in which corporate social responsibility initiatives are most effective, thereby enabling a more nuanced application of these practices across different sectors and organizational cultures. This study's theoretical and practical implications may assist organizations in devising strategies for implementing social responsibility practices to enhance their outcomes.