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Small- and medium-sized enterprises (SMEs) are crucial for socio-economic growth due to their significant role in creating new workforce, gross domestic product increase, innovation and entrepreneurship. This paper aims to examine financial management performance in SMEs with regard to industry, firm age and education level of owner/managers differences.

The data used in the study are collected from 188 SMEs through structured questionnaires, and three hypotheses regarding the associations are tested by using structural equation modeling.

Findings of one-way ANOVA tests indicate that performance in financial management practices has a strong and positive correlation with education level of small business owner/managers, whereas no significant difference is found regarding SMEs operating in different industries. For the impact of company age, independent samples t-test is conducted, and a meaningful difference between small- and medium-sized companies which are five years or older and younger is found.

This study shows that a significant difference for age of an SME is present between over and under five-year-old SMEs, with respect to financial management performance, which is an important finding for both small business and financial management literatures. The tests regarding the particular hypotheses about education level of SME owner/managers indicate that education level of SME owner/managers significantly impacts financial management performance.

The present study provides important practical implications. First, the importance of education level of owner/managers on SME financial performance is highlighted. Second, strong empirical support is found for the impact of company age on SME performance, which might be discussed as the importance of accumulation of knowledge of the owner/managers and the changes required with the growth patterns of the company, with increasing company age. Third, the study shows that industry differences do not exhibit a significant performance variation factor in financial management of SMEs, with respect to other demographic factors. Overall, these contributions help us better understand the financial management performance indicators in small and medium sized businesses.

This study focuses on company age, education level and industry differences with respect to financial management performance in SMEs in emerging economies, therefore provides additional empirical evidence to a research area where very few empirical studies exist.

The purpose of this study is to investigate the factors which might affect the intention to use interactive whiteboards (IWBs) by university students, using Technology Acceptance Model by the structural equation modeling approach. The following hypothesis guided the current study: H1. There is a positive relationship between IWB self-efficacy and perceived learning (PL). H2. There is a positive relationship between IWB self-efficacy and perceived ease of use (PEOU). H3. There is a positive relationship between IWB self-efficacy and perceived usefulness (PU). H4. There is a positive relationship between PL and PEOU. H5. There is a positive relationship between PL and PU. H6. There is a positive relationship between PEOU and attitude. H7. There is a positive relationship between PU and attitude.

A survey method was used to collect the data. Purposive sampling was used, and 416 high-school students participated in the current study. Descriptive statistics and structural equation model conducted to test the proposed model were used in data analysis.

All hypotheses formulated within the scope of the research model were statistically confirmed. H1, which assumed that interactive whiteboard self-efficacy (IWBSE) have had a positive impact on PL, was found to be statistically significant. The impact of IWBSE on PL was 0.61 which means that if IWBSE increases one unit, the impact on PL will be an average of 0.61 points. The relationship between IWBSE, which is expressed in H2 and H3, and, respectively, PEOU and PU latent variables, was statistically significant. IWBSE mostly affected PEOU (= 0.51, t = 7.92), and then PU (= 0.16, t = 2.43). The relationship between PL – which is expressed in H4 and H5– and, respectively, PEOU and PU latent variables, was statistically significant. IWBSE mostly affected PU (= 0.63, t = 7.94), and then PEOU (= 0.27, t = 3.95).

It is aimed to transform the entire classes into computerized classes (Smart Class) around Turkey with FATIH project which includes usage of interactive boards. Because it is a very big project funded by the government, it is important to evaluate its adaptation among teachers and students. Therefore, the current study aims to investigate the factors which might affect the attitude to use IWBs by high-school students.

Coworking spaces represent a new, rapidly emerging phenomenon. Available empirical literature is sparse and mostly focused on structural elements, whereas the organizational and behavioral dynamics are still largely understudied. This study aims to explore the idea that coworking users’ proactivity (more specifically, job crafting behaviors) plays a key role in positively influencing creative performance, and that such a relationship is better understood by examining both the mediating role of work meaningfulness and the moderating role of knowledge sharing.

This study is based on survey data from a relevant sample of users in Italian coworking spaces. A mediated-moderated analysis is used.

The “approach” job crafting behaviors have a significant influence on creative performance, via work meaningfulness, whereas this is not true for “avoidance” job crafting behaviors. Knowledge sharing plays a significant moderating role in the former relationship.

The theoretical, practical and social implications discussed help to further the discourse surrounding the relationships between job crafting, creative performance and coworking spaces. This unique work setting enables a variety of value appropriation pathways to be promoted and supported. As such, coworking spaces are also “laboratories” where the future of work organization can be better understood.

This study contributes to the existing coworking spaces literature as it is one of the very few that sheds light on users’ behaviors, and to the best of the authors’ knowledge, the first one to consider job crafting as a relevant variable. It also contributes to the current job crafting literature by helping to clarify why available studies have yielded mixed results in examining the relationship between job crafting and creative performance.

In the service industry, there is an involvement of the human factor which comprises continuous interpersonal interactions. Sometimes, these interactions create incongruence between displayed and felt emotions which distract the employees from their authentic self and impair their well-being. This paper aims to made an attempt to review different studies to identify an association between authenticity at the workplace and employee well-being with reference to emotional work.

The different studies have been reviewed mentioning the association between authenticity at the workplace and employee well-being with reference to emotional work published during the period of 1983–2020. The database which is used to identify and extract the research papers includes APA PycNET, Business Perspectives, Elsevier, Emerald Insight, Inderscience Publishers, SAGE, Taylor and Francis, etc. The keywords used for shortlisting the studies include employee well-being, emotional work, emotional dissonance, job satisfaction, surface acting, authenticity, burnout, authentic living, self-alienation.

The study has determined that emotional work influences the authenticity of an employee which further impacts the well-being of employees.

The present review would aid the researchers in explaining the relevance of authenticity at the workplace for enhancing the employee well-being specifically in emotional work settings.

Promoting well-being at the workplace requires an action-oriented approach from the national level also. Hence, the present study may help in drawing inferences for framing well-being policies for employees at the national level.

The paper is amongst the few reviews which have analysed the substantial role of authenticity in the context of emotional work to improve employee well-being.

The objective of the present study is to measure the well-being of employees who are engaged in frontline roles and actively engrossed in frequent regulation and management of emotions while performing interpersonal interactions. The study has conceptualised the comprehensive model to measure employee well-being with three work-related dimensions, namely work engagement, burnout and job satisfaction in emotional work settings.

The study has been conducted on employees of the civil aviation industry in North India working on various frontline profiles. Data have been collected from 600 employees through a pretested questionnaire, and structural equation modelling (SEM) has been performed to test the hypothesis.

The findings of the study have revealed that all three dimensions, namely work engagement, burnout and job satisfaction are statistically significant measures of employee well-being in emotional work settings. Also, the study has determined that employees are highly satisfied and engaged at work despite having a feeling of burnout.

The study has enriched the literature by presenting and analysing a comprehensive model of employee well-being in emotional work settings of the civil aviation industry.

The study will aid the various service industries in the framing of the intervention and training programs, which would help in promoting the well-being of employees who are specifically engaged in emotional work.

The study is very substantial in offering various parameters over which national well-being policies for individuals can be framed.

Priorly, very few studies have attempted to recognise the role of the aforementioned variables in emotional work settings in a comprehensive manner. Further, the study has emphasised the unrecognised role of job satisfaction and work engagement where burnout is prevailing due to the presence of high emotional job demands.

The proliferation of Smart Technologies, Artificial Intelligence, Robotics, and Algorithms (STARA) in the tourism and hospitality (T&H) industry has been shown to trigger negative employee behaviour associated with awareness of these technologies. This study expands the existing literature on technology and organisational behaviour from the perspective of hospitality employees based on a dual appraisal of STARA awareness.

The sample included 324 Turkish hotel employees, and the analysis was conducted through partial least squares structural equation modelling (PLS-SEM).

Results revealed the negative impact of STARA awareness on job outcomes among hotel employees. STARA awareness negatively affected the psychological relationship between individuals and organisations. Despite these findings, when perceived as a companion that could support employees' career development, STARA technologies increased employees’ work engagement.

Organisational support plays a critical role in decreasing employees’ fear of technological unemployment. Hotel managers can increase employees' commitment to the organisation by helping them feel valued and supported. However, the support they give to employees will not always work. While more optimistic employees are warmer toward the organisation, depressed employees may not recognise the value the organisation gives them. Hence, managers should strive to offer personalised assistance that addresses the distinct requirements and worries of individual employees.

The research provides a two-sided assessment, extending the one-sided negative perceptions of employees towards STARA technologies. The research is grounded in the Transactional Stress Theory and provides significant implications for the Job Demands-Resources Theory, Person-Organisation Fit Theory, and Self-Determination Theory.

Based on social exchange theory, this study aims to determine the relationship between inclusive leadership in their managers and organizational justice perceived by healthcare workers and work engagement and organizational citizenship behavior.

A cross-sectional and correlational study was performed by healthcare workers (n = 330) working in a city hospital for at least six months in Türkiye. Descriptive statistics, correlation and regression analysis were used in data analysis. The hypotheses were tested using Hayes’ PROCESS macro (v4.1).

It was determined that inclusive leadership had a positive significant effect on organizational justice, work engagement and organizational citizenship behavior; and organizational justice had a positive significant effect on work engagement and organizational citizenship behavior. In addition, it was found that work engagement also had a significant effect on organizational citizenship behavior. It was found that organizational justice had a partial mediating role between inclusive leadership and work engagement, while its mediating role between inclusive leadership and organizational citizenship behavior was not statistically significant. In addition, work engagement was found to have a partial mediating role in the effect of inclusive leadership on organizational citizenship behavior.

The limitations of this study can be summarized as follows: First, the data were collected from the employees in a hospital based on the self-reports of the participants. The fact that the study used a cross-sectional design limited the establishment of a causal relationship between variables. Since the study was planned during the COVID-19 period, the participants were reached through convenience sampling. Isolation measures due to the pandemic led to a lower response rate than expected. To reveal more generalizable results, it may be recommended to collect the data at different periods in future studies and to include different types of healthcare institutions.

Inclusive leadership of the healthcare managers will lead to positive employee outcomes by preventing the disadvantages brought by internal conflict in the work environment.

This study indicates that managers’ inclusive leadership style will improve perceived organizational justice and work engagement and will lead employees to exhibit the desired extra-role behavior, such as organizational citizenship behavior.