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The purpose of this paper is to develop a standardized, psychometrically sound instrument for the emerging construct of change recipient proactivity (CRP), using a deductive approach.

Using a systematic item-development framework as a guide (i.e. item generation, questionnaire administration, item reduction and scale evaluation) and based on a sample of 414 white-collar employees, this paper discusses the development and validation of an instrument that can be used to measure change recipient’s proactive behavioral responses to planned change efforts.

Results suggest that our proposed CRP scale is internally consistent (reliable) and valid in that it is conceptually distinct from, yet empirically correlated with neighboring constructs such as affective commitment to change, readiness for change and proactive personality.

The findings illustrate that change recipients can demonstrate proactive behaviors in response to change efforts. However, this study’s contribution is only a first step, requiring further theoretical and methodological refinement of the scale in different contexts.

The deductive nature of our study resulted in a comprehensive and domain-specific scale assessing recipients’ proactive responses to organizational change efforts. This opens doors to empirical studies on examining the conditions under which change recipients “may” step outside the boundaries of passivity to respond positively and proactivity to organizational change efforts.

The purpose of this paper is to understand conflicts that emerge between managers of buying and supplying firms when a personal relationship (friendship, etc.) is present between them in the supply chain context.

This research uses a case study methodology and relies on data obtained from 30 qualitative interviews with managers of buying and supplying firms, having a personal relationship within inter-firm relationships to promote the interest of the firm.

Results from this study reveal conflicts between managers of buying and supplying firms due to the presence of a personal relationship between them. Specifically, results suggest that managers face ego conflict, supplier’s selection conflict and conflict on accepting late deliveries when they rely on personal relationships, which are themselves embedded within inter-firm relationship.

This study has some limitations. First, this study examines behavioural patterns in Australian cultural context. Second, results of this study are not generalizable to a broader population.

Firms can use the findings to understand conflicts, which arise between managers of buying and supplying firms, as a result of a personal relationship between them in the supply chain.

This is, perhaps, the first study contributing to the supply chain relationship literature by unveiling conflicts between managers of buying and supplying firms, when a personal relationship is present between them.

This paper builds on and extends the theory of planned behavior (TPB) by examining empirically the underlying mechanism through which red tape is associated with employee change-supportive intention (CSI). It investigates red tape as an antecedent of CSI and examines the mediation role of change-related attitude, subjective norm and perceived behavioral control (PBC) in the relationship between red tape and CSI.

To test the study's hypotheses, cross-sectional data were collected from 183 employees working at a public organization in the Kurdistan Region of Iraq that was going through a major change. Regression analyses and the PROCESS macro for SPSS were used.

Consistent with our expectations, the results indicate that red tape negatively predicts CSI. Red tape also predicts change-related attitude, subjective norm and PBC, which consequently predict CSI. The results also reveal that the relationship between red tape and CSI is mediated by change-related attitude and subjective norm.

The study is limited in using cross-sectional data at a point in time and in investigating intention only, rather than actual behavior.

While prior work shows that red tape is a relevant factor that may affect employee responses to change in public sector, the psychological processes on which this relationship is based are still not fully explained. Therefore, this is the first study that aims to shed some light on this relationship.

The purpose of this paper is to explore the antecedents of top-down knowledge hiding in buying and supplying firms.

This study uses a multiple case study methodology by considering four UAE-based firms and further employing 20 semi-structured interviews with managers of buying and supplying firms having a local and foreign nationality.

Based on the qualitative interviews, senior managers were found to be intentionally hiding knowledge from their managers based on five individual, three interpersonal and two firm-level reasons.

This study has some limitations. First, the results of this study are not generalizable to a broader population. Second, this study explores behavioural patterns with respect to United Arab Emirates culture only.

Firms can use the findings of this study to understand what really motivates senior managers to intentionally hide knowledge from their subordinates. Also, this study provides some constructive guidelines to firms/senior management, which can discourage the culture of knowledge hiding in firms.

This study contributes to knowledge management literature by revealing multi-level and multi-faceted antecedents of top-down knowledge hiding in buying and supplying firms in the supply chain context.

The purpose of this paper is to explore how firms can mitigate knowledge hiding behavior among their managers.

This study employs a multiple case study methodology by studying nine UAE based firms. Furthermore, 26 semi-structured interviews with senior managers are undertaken.

Based on the qualitative interviews and comprehensive data analysis, results unveil six strategies that firms can opt for in order to mitigate knowledge hiding behavior among managers (reducing chain of command, developing informal interaction among managers, introducing and implementing incentive policy, initiating easy performance appraisal, encouraging higher interdependency among managers and introducing open space work stations).

This study has some limitations. First, the results of this study are not generalizable to a broader population. Second, this study explores behavioral patterns with respect to United Arab Emirates culture only. Second, the results presented in this study should be tested.

Firms can use the findings from this study to understand strategies that can help them to mitigate the knowledge hiding behavior of managers.

This study contributes to knowledge hiding literature by revealing strategies, which discourages knowledge hiding behavior in firms.

The purpose of this paper is to explore how knowledge hiding affects buyer-supplier relationship performance in the supply chain.

This study uses a multiple case study methodology. Overall, 26 semi-structured interviews (13 dyadic interviews) with managers of buying and supplying firms (who have been a victim of knowledge hiding) were undertaken.

Based on comprehensive data analysis, results reveal seven factors that adversely affect buyer-supplier relationship performance (lack of trust, lack of cooperation and lack of commitment). In addition, results reveal that such factors reduced the firm’s business performance in terms of low-quality products, increased lead time and higher costs.

This study has some limitations. First, the results of this study are not generalizable to a broader population. Second, this study explores behavioral patterns with respect to United Arab Emirates culture only.

Firms can use the findings from this study to understand how knowledge hiding in a buyer-supplier relationship adversely affects a buyer-supplier relationship performance.

A considerable weakness in buyer-supplier relationship literature is a need for a study examining how knowledge hiding harms buyer-supplier relationship performance in the supply chain. This paper addresses this gap.

This paper aims to explore the role of personal relationships (friendships) in mitigating knowledge hiding behaviour between managers.

This study uses a phenomenological methodology by studying seven UAE-based firms. Furthermore, 30 semi-structured (15 dyadic) interviews with senior managers are undertaken. The senior managers were chosen from multiple industries including plastic, frozen food, logistics, etc.

Based on 30 semi-structured interviews and comprehensive data analysis, results reveal that the development of personal relationships between managers results in higher interpersonal trust, mutual loyalty, higher cooperation, strong mutual goals and cultivation of reciprocity. The result further states that these factors diminish knowledge hiding behaviour between them.

This study has some limitations. First, this study explores behavioural patterns concerning the United Arab Emirates culture only. Second, the results presented in this study should be quantitatively tested to demonstrate their generalizability.

Firms can use this study’s findings to understand how and why personal relationships between managers within firms diminish knowledge hiding behaviour.

There is a dire need for research exploring how knowledge hiding can be mitigated in firms. This paper addresses this gap by exploring the role of personal relationships in the knowledge hiding literature.

This study aims to investigate the factors influencing the adoption of online pharmacies in Qatar using the unified theory of acceptance and use of technology-2 (UTAUT-2) framework. Specifically, this study examines the impact of performance expectancy, effort expectancy, social influence, hedonic motivation, habit, technology trust, perceived risk and users’ level of awareness of behavioral intention, which in turn affects the adoption of online pharmacies. Furthermore, this study explores the moderating role of word-of-mouth (WOM) recommendations on the relationship between behavioral intention and online pharmacy adaptation.

This study adopted a descriptive, quantitative approach to investigate the UTAUT-2 model in the context of consumers’ adoption of e-pharmacy in Qatar. Through convenience sampling, 455 responses were collected from regular customers accessing online pharmacy services. The data were analyzed using Smart-PLS 3.2 software to examine the hypothesized relationships.

The results showed that WOM recommendations significantly enhanced the relationship between behavioral intention and adopting online pharmacies in Qatar. This study identified the factors that may hinder or enable the adoption of online pharmacies, including performance expectancy, effort expectancy, social influence, hedonic motivation, habit, technology trust, perceived risk and users’ level of awareness.

This study contributes to the existing literature on technology acceptance by extending the UTAUT-2 model and recognizing three additional variables (perceived risk, technology trust and technology awareness). These need to be investigated against UTAUT-2 variables to detect the significance of their impact on adapting the e-health concept in Qatar. The potential for cultural change to accelerate the adoption of online pharmacies is highlighted. Future research should explore the role of moral and cultural factors in technology adoption.

The results underscore the economic and social significance of e-pharmacy adoption, particularly within the context of a developing country. Considering the positive intentions expressed by individuals toward e-pharmacy, it becomes crucial for managers and decision-makers to make strategic choices to address any challenges that may arise. Policymakers are encouraged to enhance their services and implement various development initiatives to expand e-pharmacy accessibility and availability.

This study builds upon previous research on e-commerce in the pharmaceutical industry and provides a comprehensive understanding of customers in developing countries. Extending the UTAUT-2 model and identifying additional variables contributes to the knowledge of e-health concepts in Qatar. The findings have practical implications for developing strategies to promote online pharmacy adoption in Qatar and other countries.

This paper aims to probe the prevailing belief that engaging in innovative work behavior (IWB) will invariably lead to favorable outcomes. To do so, the paper integrates followership theory and cognitive dissonance theory to investigate the connection between employees’ IWB and despotic leadership, and the mediating role of interpersonal conflict with the supervisor in this connection. Moreover, the moderating impact of the supervisor’s dispositional resistance to change trait on the direct and indirect relationship between IWB and despotic leadership is explored.

The data were collected through a multi-wave survey of 350 employees and 81 supervisors working in 81 public schools.

The findings show that IWB has a positive and significant relationship with despotic leadership, and this relationship is mediated by interpersonal conflict with the supervisor.

To the best of the authors’ knowledge, this is the first study that examines the link between IWB and despotic leadership via interpersonal/dyadic conflict and explores the moderating effect of leadership dispositional resistance to change trait in this indirect relationship.