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Drawing on job demands-resources theory, this paper aims to investigate the impact of workplace spirituality on mindfulness and the subsequent effects of mindfulness on open innovation mindset and job embeddedness. Additionally, it examines the mediating role of mindfulness between workplace spirituality and key outcomes, including open innovation mindset and job embeddedness. Lastly, the study investigates the moderating role of self-efficacy in the relationship between workplace spirituality and mindfulness.

The research utilized multiple sampling techniques to collect data from employees across numerous sectors. A total of 197 viable responses were collected. Partial least squares structural equation modeling (PLS-SEM) was used to test the proposed hypotheses.

The results indicate that workplace spirituality has a positive impact on mindfulness, which in turn increases employees’ job embeddedness and an open innovation mindset. Additionally, it was found that mindfulness mediates the relationship between workplace spirituality and both job embeddedness and open innovation mindset. Surprisingly and unexpectedly, the results indicate a negative moderating impact of self-efficacy between workplace spirituality and mindfulness.

Cultivating a sense of purpose and meaningful work, alongside mindfulness programs and recruitment practices focused on cultural fit, can enhance both employee retention and innovation.

Little to no research exists that clarifies how workplace spirituality impacts employees’ job embeddedness and an open innovation mindset. Notably, the mediating role of mindfulness remains unexplored. This study is among the first to explore the mediating role of mindfulness between workplace spirituality and outcomes such as job embeddedness and an open innovation mindset. Additionally, the moderating role of self-efficacy between workplace spirituality and mindfulness is almost absent in the existing literature. Lastly, the unexpected findings on the role of self-efficacy in this study open fresh avenues for future research.

Drawing on the leader–member exchange (LMX) theory, we examine the role of empowering leadership in employee organizational commitment and the organizational citizenship behavior. Furthermore, we examine if these relationships are explained by factors such as follower trust in the leader and leader authenticity.

We draw on survey data from 153 individuals serving the hospitality industry sector. The data are analyzed using structural equation modeling.

Results show that trust in a leader positively mediates the relationship between empowering leadership and organizational citizenship behavior as well as organizational commitment. We also find a direct association between empowering leadership and the two organizational outcomes. However, we do not find evidence of the moderating role of leader authenticity in empowering leadership and trust in leader–leader relationship.

This paper brings to light the significance of empowering leadership, especially for hospitality workers who often operate in stressful and deeply hierarchical organizational environments. Our study findings provide a pathway for how supervisors should follow an empowering form of leadership annculcate trust in employees for better organizational outcomes. The findings indicate significant theoretical and practical implications and offer recommendations for future research.

Strategic human capital analytics (SHCA) has proven to be promising for improved organizational performance; however, research remains unclear about its influence on new venture performance. Building on the dynamic capabilities view (DCV), this study investigates the relationship between SHCA and new venture performance via generative capabilities with the moderating role of dual nationality founding members.

A quantitative research study has been carried out. Data was collected via a survey form from 313 founding members of new tech ventures and analyzed using Hayes process macro model.

Research results show that the generative capability mediates the linkages between SHCA and new venture performance. Whereas, the dual nationality of a founding member strengthens the linkages between SHCA and generative capability due to their diverse perspective, larger networks, cognitive flexibility, and resilience, which are important for generative capabilities and SHCA.

The originality of these results lies in the exploration of the linkages between dual nationality and generative capability, as well as the special elements, such as diverse perspectives, larger networks, cognitive flexibility, and resilience, which are highlighted as possible advantages of dual nationality in the context of SHCA and new venture performance.

Growth optimism, which describes the expected future growth of a firm, is an important but underexplored construct in strategy. This paper aims to assess the planning antecedents of such growth optimism by using a large Australian sample of small enterprises.

The authors use a secondary data set, gathered among Australian small to medium enterprises (SMEs), by the Australian Bureau of Statistics (ABS). The analysis adopts a regression approach including a mediated and a non-mediated path to explore the direct and indirect effects of strategic planning and budgetary planning and management on expected future revenues.

This paper assesses the implications of concurrent strategic planning and financial management dynamic capabilities on anticipated future revenue growth, an important predisposition dynamic capability. The authors note that this configuration of actions and predisposition aligns closely with the necessary requirements for growth. The findings suggest that firms that use strategic planning and robust budget planning and monitoring processes exhibit higher optimism about future sales growth and firms that effectively configure these planning activities with market development tend to exhibit higher growth and more growth optimism.

In terms of theoretical contributions, the paper strongly supports the formality view in the formal/informal debates associated with effectuation strategies. The authors suggest that appropriate strategic and budgetary planning and control systems act as a counterbalance to organisational confusion and managerial capriciousness, leading to improved confidence among managers and their employees regarding future resource commitments and plans.

The findings of the paper are potentially important for both managers and policy makers. For managers seeking to grow their future sales, planning is shown to be an important antecedent activity. The presence of financial and strategic planning may predispose firms to make important investment decisions that drive future growth. Also, a better understanding of the firm’s current and future strategic and financial position may be evidence of effective firm management, a situation that, in turn, drives growth.

In terms of social and policy implications, the data gathered for the survey by the ABS forms a valuable collection of information in relation to business practices. Australian firms are required by law to regularly report budget plans and outcomes. The research suggests that this data can inform policy initiatives, particularly in relation to programmes that may assist small and young firms to undertake prospective strategic and budgetary planning.

To the best of the authors’ knowledge, this is the first paper to investigate the particular configuration of strategic and financial planning and anticipated sales growth in the SME context.

Building on social cognitive theory and self-determination theory, this study aims to discern the innovative work behaviors of organizational employees as the process by which they generate, develop and implement new and valuable ideas, practices, products or procedures shaped by entrepreneurial leadership by reinforcing intrinsic motivation and creative self-efficacy under the boundary condition of a firm’s innovative climate.

This study used partial least squares-based structural equation modeling on a sample of 203 employees of small and medium-sized enterprises operating in Saudi Arabia.

This study found that entrepreneurial leadership improves employees’ innovative work behavior by successively enhancing their intrinsic motivation and creative self-efficacy. Furthermore, the analysis confirmed that a firm’s innovative climate significantly moderates the strength of the indirect mediation effect between entrepreneurial leadership and employees’ innovative work behavior through sequential mediation.

The findings of this study yield substantial theoretical and practical implications resulting from a fine-grained understanding of the instrumentality of entrepreneurial leadership in fostering employees’ innovative work behavior. Effectively orchestrating these psychological mechanisms could enable entrepreneurial leaders to alleviate their behaviors.

This is an original study that outlines the importance of aligning entrepreneurial leadership and an innovative climate to shape intrinsic motivation and creative self-efficacy in employees’ innovative work behavior. It demonstrates how entrepreneurial leadership enhances innovative work behavior through the sequential mediation of intrinsic motivation and creative self-efficacy under the boundary condition of an innovative climate.