Search results

Our aim was to elucidate how leaders’ behaviors may impact innovation and organizational learning in a fast-changing, human-centric and sustainability responsive AI-driven Industry 5.0 environment.

An unsystematic narrative review of relevant literature was conducted focusing on the influence of leadership behaviors on innovation and learning in Industry 5.0 environment.

We found that leadership behaviors that align with Industry 5.0 demands and values must emphasize collaboration, empathy, and continuous learning. The translation of leaders’ actions into desired outcomes requires a psychologically safe work environment, ensuing team cohesion, empowering team members, promoting a learning culture, engendering trust, and vision and goal alignment.

Being aware of leadership qualities required in Industry 5.0 environment, characterized by machine–human collaboration, sustainable innovations, and continuous learning, enables organizations to focus their recruitment efforts on leaders’ characteristics that align with this environment. It also helps them design suitable leaders’ training and development programs. This study requires further expansion and empirical testing to validate the proposed model.

There is a plethora of studies on leadership in various contexts; however, there is very little research on the type of leadership that maybe effective in the fast changing and AI-driven Industry 5.0 environment. The findings of this paper shed light on such a leadership.

This study aims to investigate the influential factors driving customer-oriented constructive deviance (COCD) within the context of the tourism and hospitality industry. Specifically, the authors explore the role of moral emotions as mediators and moral disengagement as a moderator.

In Study 1, the participant pool consisted of 259 frontline service employees hailing from a diverse selection of 54 four- and five-star hotels. Study 2 took an alternative approach, using a scenario-based experiment with 212 participants.

The results reported that organizational injustice toward customers is positively related to other-condemning emotions and leads to COCD. The results also reported that perceived customer citizenship behavior (CCB) positively relates to other-praising emotions, resulting in constructive deviance from customer-oriented. Moreover, these findings support moral emotions and moral disengagement interactions.

This paper shows that an organization’s injustice of external parties, such as customers, may provide important information that employees use to shape their moral emotions (e.g. other condemning emotions) and behavior toward the organization (e.g. COCD). Furthermore, this study confirms that perceived customer citizenship behavior contributes to COCD through other-praising emotions.