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The purpose of this study was to investigate whether indicating victims of sexual attacks actively resisted their attacker or froze during their assault affected perceptions of victim blame, perpetrator blame and seriousness of the crime. We also tested whether victim and perpetrator gender or participants’ rape myth endorsement moderated the outcomes.

This study was a cross-sectional, vignette survey study with a 2 × 2 between-participants experimental design. Participants read a mock police report describing an alleged rape with a female or male victim who either resisted or froze, while perpetrator gender was adjusted heteronormatively.

Freezing and male victims were blamed more than resisting and female victims. Perpetrators were blamed more when the victim resisted, but male and female perpetrators were blamed equally. Seriousness of the crime was higher for male perpetrators and when the victim resisted. Female, but not male, rape myth acceptance moderated the relationship between victim behaviour and outcome variables.

This study highlights the influence of expectations about victim behaviour on perceptions of rape victims and the pervasive influence of rape myths when evaluating female rape victims. The data is drawn from the German border region of the Netherlands, which is an especially valuable population given the evolving legal definitions of rape in both countries.

This paper seeks to identify a rounded understanding of two fuzzy terms in wide but muddled use in guiding corporate leadership: accountability and responsibility. Both have deep resonance discussions of strategy and corporate affairs, but their often-confused meanings both inform actions and impede understanding. Each has normative implications for the practice of corporate governance, and yet each, like an empty vessel,[1] leaves practitioners with an unhappy sense of knowing they have a use but not knowing what to do with them.

This essay examines the varied uses of these terms in academic literature and practitioner discussions, exploring their conflicting meanings through lenses of philosophy, literary writing, and management studies to show how each, in their flux, overlap and diverge.

The article analyses themes obscured by these muddy waters and clarifies them by speculating on how their ambiguity demands reflexive, thoughtful action and interaction between the parties in absence of clear hierarchy of command or greater authority. How meaningful that interaction is questionable, when the words are so full of meanings without an iterative process of understanding.

Given the prevalence of the ambiguities is usage, clarifying terms is not a realistic option. Instead, this essay proposes that insofar as these concepts reflect abilities, they represent our ability to embrace their ambiguity in a philosophically pragmatic way, and in so doing be able to act accountably and responsibly.

This study aims to examine the relation between error management culture and restaurant employee promotive and prohibitive voices. Drawing on socially desirable responding theory, the authors also propose a dual-mediation mechanism underlying the impact of error management culture on employee voice: psychological empowerment, as the agentic motive, and psychological safety, as the communal motive.

The authors recruited 223 participants working in 37 restaurants in China for the two-wave surveys with a one-week interval. The authors use a multilevel modeling paradigm to test the study hypotheses.

This research examines a multilevel model suggesting that error management culture can boost employee promotive voice and prohibitive voice via the mechanisms of psychological safety and empowerment. In addition, the results suggest that psychological empowerment (vs psychological safety) has a strong mediation effect between error management culture and promotive voice, but the authors find no difference in mediating effects between error management culture and prohibitive voice.

Restaurants can encourage employee voice by developing and maintaining an error management culture. Organizations can also consider motivating employees from both agentic and communal perspectives. Moreover, managers should focus more on empowering employees in areas characterized by Confucianism or collectivism.

The current research adds to the voice literature by identifying an organizational cultural antecedent of employee voice–error management culture. Agentic and communal motives are two motivational paths of employee voice. It also extends the social desirability theory by highlighting the role of the agentic motive in the Chinese restaurant context.

The purpose of this study is to identify and assess the role of predictors to women’s economic empowerment (WEE). Moreover, the mediating role of digital banking usage (DBU) between financial literacy (FL) and WEE is empirically tested. The study also examines the moderation effect of educational level (EL) and employment sector (ES) on WEE.

Using a mixed-method approach, a comprehensive questionnaire was used to collect data of 482 women working in the formal ESs of Delhi-NCR. Partial least square structural equation modeling using SmartPLS-4 was used to test the explanatory and predictive power of the proposed model. This was followed by semi-structured interviews to collect qualitative data from 14 respondents.

The results present the following important findings: first, DBU, FL, women’s agency (WA) and workplace human resource policies (HR) significantly impact WEE, whereas government support (GS) and FL significantly impact DBU; second, DBU significantly mediates the relationship between FL and WEE; and third, ES significantly moderates the relationship between DBU and WEE.

This research also shares significant findings for practitioners and organizations by holistically identifying factors affecting WEE. These findings apply to both the human resource department of the employment sectors and the management of the banking sector.

The present study adds value to the scarce literature on the impact of DBU on WEE and highlights the mediating role of DBU along with the moderation effect of EL and ES. The study model incorporates novel constructs that impact WEE and offers new insights to various stakeholders in enhancing WEE. In addition, qualitative method was used to complement the quantitative findings.

The present study seeks to examine the impact of ethical leadership on employees’ voice behavior and internal whistleblowing in organizations. Specifically, the study investigates the mediating role of moral emotions in the link between ethical leadership and employees’ reporting behaviors such as voice behavior and internal whistleblowing.

This research utilized a sample of 200 employees from various private companies in Pakistan, gathering data via questionnaires to validate the hypotheses. We employed Structural Equation Modeling (SEM) to evaluate the model and conducted a mediation analysis using 5,000 bootstrap samples.

This research found that ethical leadership positively impacts employees' moral emotions, encouraging them to voice concerns and report misdeeds. Additionally, the study affirms a direct and positive connection between ethical leadership and employees' reporting behaviors, including voice behavior and internal whistleblowing.

The findings of the study emphasized the development of ethical leadership in organizations by highlighting the critical role of ethical leadership in enhancing moral emotions, voice behavior, and whistleblowing in organizations. It highlights the necessity of promoting moral behavior to enhance organizational effectiveness and the need for ethical leaders to foster an open environment in organizations that encourages whistle bellowing and reporting of unethical practices in organizations.

The current paper extends knowledge of ethical leadership based on the social cognitive theory of morality by considering that moral emotions serve as a strong motivational cognition between ethical leadership and reporting behaviors. Particularly, by examining the mediating role of moral emotion, this study provides a deeper understanding of the underlying mechanism through which ethical leadership influences reporting behaviors of employees at workplace.