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Today’s competitive business world presents unanticipated challenges to enterprises worldwide. So, the well-being of the employees may be a sustained competitive edge for corporations in improving employee performance. Positive psychology served as the foundation for this study, investigating the interplay between employee well-being and task performance by incorporating organizational-specific factors like organizational virtuousness (OV) and individual-specific factors such as Psychological Capital (PsyCap).

In total, 639 dyadic responses were gathered from the banking sector, encompassing employees in both private and public banks in India, along with their immediate supervisors. The hypotheses were subsequently examined by applying Structural Equation Modeling (SEM).

OV and PsyCap are considerably associated with the well-being of employees and task performance, according to the findings. Employee well-being mediates the relationships between the perceptions of Organizational Virtuousness (OV) and task performance, as well as between PsyCap and task performance.

The intense competition and series of scandals in Indian banks urge the introduction of some behavioral precautionary measures. Banks need to understand and intervene in positive organizational behavior and help the employees build strong PsyCap to enhance their well-being and task performance to gain a competitive edge.

The present study integrated Positive Organizational Behavior (POB) and Positive Organizational Scholarship (POS) to enhance work performance.

In today’s turbulent business environment, firms continually turn to technology as a panacea for supply chain resilience and performance problems. This article seeks to understand if information and communication technology (ICT) platforms, specifically cloud-based platforms, differ in their ability to enable supply chain resilience and operational performance.

Empirical survey data was gathered, and a partial least squares structural equation model was performed on responses from 174 logistics and supply chain operations managers. A multigroup analysis compared the structural model measures of cloud-based and non-cloud-based platforms.

This research provides evidence that supply chain resilience and performance are agnostic of the ICT platform type and deeply rooted in the relational antecedents of cooperation and coordination. Tangentially, this study confirms concepts of coordination and cooperation supported by ICT are antecedents to the robustness and agility of supply chains. Moreover, empirical evidence also reveals that supply chain robustness mediates the relationships between supply chain agility, coordination and cooperation.

While firms continually seek technological solutions to bolster the resilience of their supply chains, we show that they should focus on developing the social elements of supply chain partnerships.

This study’s examination of the influence of ICT on supply chain resilience and performance contributes to the growing body of empirical analysis in the literature. Through its theoretical lens, this article deepens the understanding of analyzing supply chain resilience and performance measures between firms utilizing different ICT platforms.

In this chapter, I will outline the labels of giftedness and underachievement and present the theoretical debates surrounding these labels. A historicist examination of these labels follows, highlighting how the gifted underachievement (GUA) label emerges through the negation of “giftedness.” Subsequently, I explore the concept of GUA and its negative connotations, stemming from the positive valuation inherent in the term “giftedness” and its implications for what is considered “normal.” This chapter also reviews perspectives on shifting the focus away from the individual within the current paradigm of labeling giftedness and explores insights from systemic thinking and symbolic interactionism (SI). The conclusion underscores the necessity of a symbolic interactionist perspective to address the gaps in research on the labeling of giftedness and underachievement. Finally, I propose a generic definition that can be used in GUA research in the light of SI.

The purpose of this study is to investigate the effect of supervisor bottom-line mentality on subordinates’ frustration and subsequent attitudes (turnover intention, affective commitment and job satisfaction) and the moderating role of coworker support.

The proposed model was tested using a sample of 194 full-time working executive MBA students in the United States of America through a two-time point-paired survey.

The moderated-mediation using PLS-SEM indicated that supervisor bottom-line mentality is positively associated with subordinate frustration, which in turn increases turnover intention and reduces affective commitment and job satisfaction. Taking a competing hypotheses approach for the moderating role of coworker support, findings indicated that coworker support exacerbated (i.e. worsened) the positive relationship between supervisor bottom-line mentality and subordinate frustration.

Managers should pay close attention to the potential negative consequences of supervisor bottom-line mentality, especially in a culture where coworker support is nurtured and valued. That is, coworker support can worsen employee frustration caused by supervisor bottom-line mentality.

This study is among the first to examine how employee frustration mediates the dysfunctional relationship between supervisor bottom-line mentality and the employee attitudes of turnover, affective commitment and job satisfaction. In addition, this study illuminates a potential darkside of coworker support as it can intensify the relationship between supervisor bottom-line mentality and employee frustration, thus enriching the literature in both bottom-line mentality and social support.