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Extant research supports the importance of dynamic managerial capabilities in capturing managers’ individual roles in organisations’ adjustments to change. This paper develops a multidimensional scale for measuring dynamic managerial capabilities consisting of sensing, seizing and reconfiguration capacities that mediate between managers’ affective states and their firms’ performance.

The scale is validated in a survey-based study among 204 managers in companies in the United States of America (USA). We applied a multiple regression model (a triple mediation) using each of DMCs’ three dimensions to test the effects of managers’ affective states on their firms’ performance.

The multidimensional construct of DMCs adds about 15 % of variance explained to a firm’s performance, as perceived by its managers. So managers’ affective states do have an impact on DMCs and, later, on their firms’ performance.

We show the impact of negative and positive affect on DMCs. We also show that DMCs’ three dimensions should be treated in a formative manner that advances discussion on DMCs and their role in a firm’s performance.

Understanding managers’ affective states helps incorporate “hot cognition” into firms’ strategising processes. Although both positive and negative emotions can be helpful, depending on the situation, positive affect is generally more valuable than negative affect as it relates to a firm’s performance.

Our work proposes measuring DMCs based on Teece’s (2007) disaggregation of DMCs into sensing, seizing and reconfiguration capacities. We approach each of these dimensions separately and show that managers’ affective states influence each dimension differently.

Despite being a seminal explanation of the workforce emotional experiences, capable of mapping the path from the antecedents to consequences, affective events theory (AET) only offers a “macrostructure” of a working environment. To date, little is known about the universal features of the work environment that may guide the understanding of imperative work aspects triggering employees’ emotions at work. Hence, the study proposes and validates that Stafford Beer’s viable system model (VSM) can provide a holistic view of the organizational work environment, enabling a comprehensive understanding of work events or factors triggering workforce emotions.

First, the VSM structural layout is used to fill in the “macrostructure” of the “working environment” in AET to diagnose the functional and relational aspects of the work and the related work events occurring within. Using a deductive approach, 31 work events were adopted to determine the impact of VSM-based work environment events on the employees’ emotional experiences and subsequent work attitudes (job satisfaction) and behaviors (citizenship behavior). To field test the proposed nexus of VSM and AET, the survey was conducted on two hundred and fifteen employees from 39 different organizations. PLS-SEM tested the explanatory power of the suggested VSM’s systemic approach for understanding the affective work environment in totality.

The findings confirmed that the VSM metalanguage provides a holistic view of the organizational functioning and social connectivity disposing of affective work events, helpful in assessing their aggregate influence on employees’ emotions and work-related outcomes.

The findings identify how employees' emotions can be triggered by everyday work operations and social relations at work, which can affect their extra-role behaviors and necessary work-related attitudes.

The study utilized Beer’s VSM framework based on the systemic principle of “holistic view” for ascertaining the affective work environment and its related features holistically, which filled in well the macrostructure of “work environment features” with micro-structures of organizational inter-related aspects which are yet to be known in AET – a seminal explanation for managing workforce emotions.

This paper aims to examine the relationship between workplace incivility and the intention to self-initiate expatriation and whether this relationship is mediated by affective organizational commitment. It also explores the moderating role of career commitment in this proposed model.

The data were collected using a questionnaire among 145 young physicians from Tunisian hospitals. Hypotheses are tested using the PROCESS macro (models 4 and 7) in SPSS.

Workplace incivility is negatively related to affective organizational commitment, which in turn is related to the intention to self-initiate expatriation. Furthermore, career commitment moderates the indirect effect of workplace incivility on expatriate intention through affective organizational commitment. Specifically, when career commitment is high, the indirect effect on the intention to self-initiate expatriation is stronger.

This is one of the first studies to examine the indirect influence of workplace incivility on the intention to self-initiate expatriation. Moreover, it furthers our understanding of a contingent factor that influences this indirect effect.

The goal of this study was to understand the relationships between mentoring roles, career calling, and the transmission of tacit knowledge in the setting of executive development centers. The purpose of this research was to determine if there is a link between mentoring roles and the transmission of tacit knowledge and, if so, to what extent mentoring structure and culture moderate this link.

The study used a quantitative strategy based on partial least squares structural equation modeling (PLS-SEM) to examine information gathered from 287 workers at four executive development centers. Mentoring roles, vocational calling, and the transmission of tacit knowledge were quantified using scales derived from existing research.

Results showed a beneficial association between mentoring roles and vocational interest. Tacit knowledge was more likely to be shared when it was directly related to one’s chosen profession. A person’s vocation mediated the connection between mentoring roles and the transmission of tacit knowledge. Furthermore, the form of mentoring moderated the relationship of mentoring roles and the transfer of tacit knowledge.

This study is novel because it investigates the interplay between mentoring roles, vocational vocation, and the transmission of tacit knowledge in a non-traditional business setting. This research emphasizes the mediating impact of vocation and the moderating effect of mentorship structure in influencing knowledge-sharing practices in Pakistan’s public sector.