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Researchers have worked diligently to find the factors that foster organizational trust, but the causal relationships between the enablers of organizational trust have remained unexplored. Therefore, the purpose of this study is to map and analyze the causal link structures of organizational trust enablers.

Data were gathered from employees working in Indian manufacturing organizations. The decision-making trial and evaluation laboratory (DEMATEL) approach was used to test the cause-and-effect linkages among organizational trust enablers.

The empirical evidence shows that 6 out of 14 enablers are causal, namely, organizational justice, person–organization fit, corporate citizenship, positive leadership behavior, relational quality and job satisfaction.

The findings of the study offer a deeper understanding of identified enablers of organizational trust and their linkages with other outcome enablers. Furthermore, the findings provided in the current study will assist top authorities, practitioners and HR managers in focusing on the select causal organizational trust enablers. In addition, the ranking established in this study will help organizations in directing their efforts and resources toward the few select enablers that help to facilitate other consequent enablers of organizational trust. In other words, the results of the study would help in gaining the advantages of efficiency in fostering trust at work.

By providing the empirically valid causal framework of organizational trust enablers, the present study makes a novel contribution to the field. Also, the findings of this study would help organizational policymakers, HR managers and organizational behavior practitioners in developing a better understanding of inculcating trust at work. Furthermore, the use of these enablers will help to foster a trustworthy environment at work.

In the pursuit of unravelling the dynamics of leadership and innovation in the workplace, the present study endeavours to construct and empirically validate a comprehensive serially mediated moderation process model that links humble leadership (HBL) and employee innovative work behaviour (E-IWB). Also, this model offers a nuanced understanding of the sequential interplay of perceived psychological safety (PPS) and employee knowledge-sharing behaviour (E-KSB). Furthermore, the study delves into the moderating influence of occupational self-efficacy (OSE), seeking to uncover the conditions under which the positive effects of E-KSB on E-IWB are accentuated within the context of expressed humility.

Time-lagged data were collected from 225 subordinate–supervisor dyads in small and medium-sized enterprises (SMEs) of the Indian apparel manufacturing sector utilising survey methods. IBM SPSS, AMOS and PROCESS Macro were used to analyse the data.

The findings indicate that HBL positively influences E-IWB with the serial mediating role of PPS and E-KSB. Also, OSE moderates the link between E-KSB and E-IWB so that the positive indirect effect of HBL on E-IWB through PPS and E-KSB in the serial process is more pronounced at higher levels of OSE.

This study contributes insights by proposing and empirically testing a serially mediated moderation process model that elucidates the intricate relationships between HBL, PPS, E-KSB and E-IWB. The exploration of OSE as a moderator enriches the understanding of the conditions under which the positive and indirect effects unfold. The research thus provides a nuanced framework for leadership and innovation dynamics, offering a valuable guide for organisations seeking to foster a culture of humility for enhanced employee innovation in SME contexts.

The purpose of this study is to examine and validate the psychometric properties of the Green Innovative Work Behaviour (G-IWB) measure, aiming to enhance its conceptualisation and reliable assessment in the context of increasing environmental awareness.

Data for this research were collected using a survey method across three distinct samples and analysed to evaluate the multidimensionality, validity and reliability of the G-IWB scale.

The thorough assessment of the G-IWB scale provided critical insights into its psychometric robustness. Results confirmed the reliability and validity of the G-IWB scale, featuring a correlated five-factor model and higher-order structure, encapsulating 23 items that comprehensively reflect the dimensions of G-IWB.

The findings of this study offer substantial practical value for hospitality organisations, providing a reliable tool for measuring, assessing and fostering G-IWB. This research contributes to the expanding literature on green innovation by focusing on individual behaviours and enriching theoretical models with data-driven insights for advancing sustainable practices within the hospitality sector.

This research makes a significant contribution by introducing a multidimensional psychometric tool for evaluating G-IWB. It addresses the scholarly tendency to focus on unidimensional G-IWB measurements, thereby advancing a nuanced understanding that broadens the scope of G-IWB.

Schools provide high priorities to offer innovative curricular and cocurricular programs, and leaders make necessary efforts to promote enablers and overcome disablers for sustaining their innovativeness. With the background of quality management and stakeholder theories, the present study examines the interplay of hindrances to quality between empowering leadership, stakeholder involvement and organizational innovativeness.

Responses of 157 American school principals collected through the Teaching and Learning International Survey 2018 by the Organization for Economic Cooperation and Development were used and analyzed to test the proposed hypotheses.

Results show that empowering leadership behaviors of school principals support promoting organizational innovativeness, and involvement of stakeholders with the school activities also promotes organizational innovativeness. Interestingly, when American schools faced a high level of hindrance to providing quality education to their students, principals’ high level of empowering leadership behaviors promoted organizational innovativeness.

This is the first time in the literature that the interplay between empowering leadership, stakeholder involvement and hindrance of quality education has been examined to promote organizational innovativeness.