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We introduce the notion of dilemmatic commitments to psychological contract theory and research – where breach lowers affective commitment while raising continuance commitment – and present its contrasting implications for explaining outcomes.

We draw on longitudinal survey data, along with objective data on actual employee turnover from organizational records.

We find opposing mediating pathways between psychological contract breach and employee turnover, via dilemmatic commitments where the effect of breach on employee turnover is positive via affective commitment and negative via continuance commitment.

The dual opposing commitment pathways following breach may explain why previous research finds small associations between breach and employee turnover. While dilemmatic commitment suggests that continuance commitment can offset the affective commitment pathway in limiting actual employee turnover, it represents a “mixed blessing” as both pathways reduced employee engagement in organizational citizenship behaviours.

The purpose of this study is to explore the consequences of brand grief resulting from the loss of strong consumer-brand relationships (CBR) and devise a typology of grieving consumers. The paper specifically attempts to understand the effect of brand grief stemming from the termination of CBR due to brand death and brand transgression in the context of product and human brand.

Considering the exploratory nature of this study, qualitative research methodology employing in-depth interviews from consumers of global products and human brands is employed. To derive further insights, the artifacts shared by the consumers were also analyzed.

The research identifies several notable consequences of brand grief, encompassing switching, avoidance, hoarding and diminution of trust. Furthermore, a typology is developed to better understand the diverse reactions to brand grief. This model categorizes grieving consumers into four distinct groups – switchers, evaders, amassers and skeptics – across the three stages of grief: onset, experience and acceptance. These findings are consistent across both product and human brands.

Grounded in theories of possessions, loss and recovery and symbolic interactionism across the salient stages from onset to the experiences and eventual acceptance of brand grief, this research delves into the under-examined consequences of brand grief within the marketing literature. Further, the proposed typologies illuminate the scantly understood behaviors of grieving consumers as they navigate the grieving process following CBR loss due to brand death and transgression.

The unfolding story of Boeing enables increased understanding of what transpired, of how what happened. That understanding enables fuller, more nuanced, specific, and useful recommendations for organizational leaders everywhere.

Compiling key events in Boeing’s migration from symbol of acclaimed quality products to a troubled maker of a repeatedly (and fatally so) flawed product ground interpretation and extraction of lessons for organizational leaders.

Restoring Boeing’s legacy of trust and industry leadership would demand more than words. It will demand rethinking strategic direction and implementation, such as restructuring its work systems, particularly the decision-making processes, and aligning them with long-term goals of quality, safety, and innovation. Boeing needs a coordinated effort to rebuild its culture, an effort necessarily comparable to the effort it employed to disassemble it.

This paper assists readers in understanding what underlies the Boeing story, indeed the Boeing tragedy. The facts testify to the decay and rot at Boeing. The facts alone, even when combined with first pass “sense making” under headings such as “culture” and “short term focus”, do not adequately explain what produced the facts. This paper attempts to provide that explanation in the service of furthering learning and improving future actions by organizational leaders, especially concerning their development and implementation of strategy.

Boeing offers a cautionary tale-fatality, destruction of value, and erosion of employee well-being. Organizing this tale, as the article does, through both application of theory and extraction of lessons, moves the tale beyond frightening to understanding of underlying leadership and of how to avoid replicating Boeing's tragedy.

This paper assists readers in understanding what underlies the Boeing story, indeed the Boeing tragedy. The facts testify to the decay and rot at Boeing. The facts alone, even when combined with first pass “sense making” under headings such as “culture” and “short term focus”, do not sufficiently explain what produced the facts. This paper attempts to provide that explanation in the service of furthering learning and improving future actions by organizational leaders, especially concerning their development and implementation of strategy.

This study aims to utilize Relational Job Design (RJD) theory and Conservation of Resources (COR) theory to explore the impact of RJD, particularly its key components – job impact (JI) and job contact (JC) – on employees’ quiet quitting (QQ) behavior. It also investigates the role of work alienation (WA) as a mediator and examines whether inclusive leadership (IL) has a moderating effect on these proposed relationships.

This paper used paired dyadic surveys to gather data from 166 full-time employees and their immediate supervisors used in service organisations across the United Arab Emirates (UAE). The study’s moderated mediation model was tested using hierarchical regression and the PROCESS Macro in statistical package for the social sciences (SPSS) v.26.

The results empirically support our hypotheses: RJD (JI and JC) significantly reduces employees’ feelings of WA, thereby decreasing the likelihood of engaging in QQ behaviours. As expected, the study also revealed that IL acts as a moderator by amplifying the detrimental effects of RJD (JI and JC) on feelings of alienation from one’s work, which in turn decreases the likelihood of engaging in QQ behaviour.

This study fills a gap in understanding how relational work design and IL jointly influence unfavourable workplace attitudes and behaviours. It offers a foundation for future studies on QQ in diverse cultural and organisational contexts.

This study provides practical insights for organisations aiming to tackle employee quitting behaviours. Human resource (HR) professionals and leaders should focus on enhancing both JC and JI, while actively fostering IL. These actions are critical for significantly boosting employee engagement, fostering a more motivated and connected workforce and reduce QQ behaviours in the workplace.

Although the data in this study were collected from an organisation with multiple branches across the country, the findings may still have limited generalisability to other organisations or industries. While this paper acknowledges this as a limitation, it also presents an opportunity for future research to explore QQ across diverse cultural and organisational contexts. Larger and more varied samples in future studies could provide deeper insights into the prevalence and drivers of QQ in different workplace environments.

This study explores the under-researched phenomenon of QQ, revealing how RJD can mitigate these behaviours. It uncovers new psychological mechanisms, offering actionable insights for management strategies to enhance employee commitment and reduce negative behaviours.