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Based on the self-evaluation maintenance model and social comparison theory, the purpose of this study is to test a novel model to explore the influence of competitive psychological climate on knowledge withholding of employees with the mediating role of envy. This study also investigated when the effect of climate on envy is more pronounced by assessing the role of a narcissistic personality.

The authors collected time-lagged data from 376 employees working in UAE national banks to test the model.

The findings of this study showed that a competitive psychological climate indirectly affects knowledge withholding behaviour because such a climate enhances the emotional response of employee envy. In a competitive climate, upward social comparisons are likely to be heightened, resulting in employee envy and knowledge withholding because knowledge is used as leverage to gain self-control and self-worth in the organisation. This effect of such a climate on employee envy was found to be stronger when employees have a narcissistic personality.

The findings offer practical insights to managers and practitioners on the importance of managing the competitive climate cautiously to address the likelihood of knowledge withholding behaviour among employees at work.

Drawing on the conservation of resources theory, this research examines the relationship between managers’ servant leadership and frontline employees’ customer-oriented boundary-spanning behaviors by considering career meaningfulness as an underlying mechanism. Furthermore, this study investigates a moderated mediation model by proposing work centrality as a boundary condition in the relationship between career meaningfulness and customer-oriented boundary-spanning behaviors.

Two-source (manager-frontline employee dyad) data were collected through a survey questionnaire from hospitality organizations at three different points in time. Hayes’ PROCESS macro was used to analyze the data.

Findings show that managers’ servant leadership fosters frontline employees’ customer-oriented boundary-spanning behaviors directly and through career meaningfulness. Frontline employees’ work centrality moderates the relationship between career meaningfulness and customer-oriented boundary-spanning behaviors (second stage) and the indirect effect of servant leadership (through career meaningfulness) on customer-oriented boundary-spanning behaviors (moderated mediation).

The findings imply that managers should exhibit servant leadership behaviors to enhance frontline employees’ sense of career meaningfulness and customer-oriented boundary-spanning behaviors. Additionally, hospitality organizations and managers are encouraged to prioritize work centrality when hiring frontline employees and implement training programs to cultivate work centrality.

This study’s originality lies in exploring career meaningfulness as the underlying mechanism linking servant leadership to customer-oriented boundary-spanning behaviors while also examining work centrality as a second-stage moderator in this relationship.

The purpose of this paper is to examine and compare the differential impacts of job satisfaction (JS), trust (T), and perceived organizational performance (POP) on turnover intention (TI) in public and private sector organizations.

Draws on a sample of 311 employees from the service sector (129 public and 182 private) in the United Arab Emirates’ (UAE). The main concepts utilized in the study are borrowed from previous research and further tested for validity and reliability. Four main hypotheses are explored.

In support of previous research, statistical analysis (t-test) revealed that public sector employees tend to be more satisfied, more trusting, and have less intention to leave their organization. Regression analysis revealed that public sector employees’ TI are most significantly affected by their perceptions of the performance of their organization, with JS, work experience (WE) and education (Ed) also having significant effects. In contrast, private sector employees’ TI was most significantly affected by JS and feelings of trust (T).

Although very useful, the present study is limited in scope and therefore suffers from some limitations. The sample only includes employees from UAE organizations operating in education, some government institutions and the financial sector. Future research might consider including employees the health sector and other public organizations such as the immigration/police departments which play important strategic roles in the UAE economy. Also, future research might consider extending the scope of the study to include institutions in similar neighboring countries in the region, such as Qatar and Kuwait.

The findings of this study points to the relative importance of trust, JS and perceived organizational performance in affecting TI in public and private sectors. These can be considered as indicators to assist managers in these sectors to better manage/minimize TIs. In particular, the findings indicate that managers in general (and UAE public sector managers in particular) need to monitor and better manage not only their employees’ JS but also perceptions of the overall performance of the organization.

While research on the influence of JS on TI in both of these sectors has been abundant over the years, studies examining the impact of trust and perceptions of organizational performance remain few and are largely lacking. Also, studies on turnover in the UAE (and particularly those comparing public and private sectors) remain largely lacking. This study and its findings fill this gap and provide some insights on the differential impact of trust, JS and perceived organizational performance on employee TIs in public-private sectors, particularly in the UAE context.

Ostracism is a common challenge in the workplace, but little is known about the behaviours of those who trigger it. The authors examined how leader favouritism can drive coworkers to ostracise one another, given that leadership is a key factor in shaping employee attitudes and behaviour. Invoking social comparison theory, the authors assessed a model of how perceived favouritism affects ostracism through jealousy, moderated by organisation-based self-esteem (OBSE).

The authors surveyed 294 non-managerial employees from several service organisations in the United Arab Emirates (UAE) and analysed the data with partial least squares structural equation modelling (PLS-SEM) using SmartPLS 3 software.

Unexpectedly, leader favouritism did not directly affect ostracism but only indirectly through the mediation of jealousy. OBSE was found to moderate this relationship, suggesting that higher levels of OBSE can weaken the impact of leader favouritism on employee jealousy.

These findings explain the intricate dynamics and underlying reasons as to how leader favouritism can instigate employee-to-employee ostracism.

This study aims to explore the factors that influence job satisfaction among women in Jordan and contribute to the growing interest in women’s workplace happiness in the context of the Middle East.

The authors used an explanatory sequential mixed-method approach. During the first phase, 250 female respondents were surveyed from the private sector in Jordan. The authors analyzed the impact of various employment-related attributes and other variables, including educational level, position, work experience, daily work hours, income level, relationships with colleagues and supervisors and internal career opportunities on job satisfaction. During the second stage, the authors interviewed 23 supervisor female respondents and conducted a thematic analysis to explore in more depth the determinants of job satisfaction of females working in the private sector in Jordan.

The quantitative findings of this study indicate that job satisfaction is positively influenced by education level and income, while notably, it was negatively impacted by work experience and daily work hours. Relationships with colleagues and supervisors, as well as internal career opportunities, positively affect job satisfaction. The qualitative findings of the study indicate that positive corporate culture, developing subordinates, financial independence, self-worthiness, work-life balance, internal career opportunities and factors that spillover from the personal life domain contributed highly to job satisfaction.

The findings of this study can help employers in gaining a deeper understanding of the needs and behaviors of female workers in the Middle East, potentially resulting in decreased job turnover and heightened productivity.

This study offers valuable insights into the cultural dynamics at play and sheds light on the psychology of the Arab female workforce. Given the limited research on job satisfaction among women in the Middle East and the Arab world, this study holds significant importance for practitioners.

The purpose of this study is to investigate the factors that influence the development of human capital by examining the interplay between different organizational mechanisms, including leadership, organizational culture and human resources management (HRM) practices. This study aims to enhance our understanding of how knowledge exchange influences human capital, with a specific focus on the unique context of Dubai, an area and context that have been underexplored in this research domain.

This study used a survey-based approach, involving 611 participants working across different sectors based in Dubai. This study used partial least squares structural equation modeling as the statistical analysis method.

The results of the study indicate that leadership behaviors have a predictive influence on organizational culture. In turn, organizational culture significantly affects knowledge exchange. Additionally, the study reveals that commitment-based HRM practices play a significant moderating role in the relationship between organizational culture and knowledge exchange.

This study contributes to the existing literature by providing valuable insights into the interplay between leadership, organizational culture and commitment-based HRM practices. By exploring these factors and their influence on knowledge exchange and human capital, the study enhances both the theoretical understanding and practical application in this field.

The existing literature presents mixed findings on how intra-multinational enterprise (MNE) competition affects cross-border interpersonal knowledge sharing; some studies indicate that it hinders, while others suggest that it facilitates, such exchanges. The purpose of this study is to address this issue by proposing and testing the U-shaped curvilinear effects of intra-MNE competition on cross-border interpersonal knowledge sharing.

The authors conducted a survey bias test, confirmatory factor analysis and regression analysis on data gathered from a two-stage questionnaire survey of 333 R&D employees in India, representing 40 R&D subsidiaries across MNEs headquartered in 11 countries. To mitigate potential common method bias, the authors implemented ex-ante and ex-post measures.

The results of this study show a U-shaped effect of perceived intra-MNE competition on interpersonal knowledge sharing behaviours. The authors found that low to moderate levels of intra-MNE competition hinder cross-border interpersonal knowledge sharing within the MNE, while moderate to high levels facilitate it.

The novelty of this study lies in challenging the current linear relationship and highlighting that the impact of the perceived intensity of intra-MNE competition on knowledge-sharing behaviours varies at different competition levels.

Drawing on social exchange and social comparison theories, the current work aims to examine the direct and indirect effect of sustainable leadership (SL) on employees’ change-oriented organizational citizenship behavior (OCB) through workplace envy (WE).

The authors collected data from multiple sources (311 employees and respective supervisors) of small and medium-sized enterprises (SMEs) in Saudi Arabia. Partial least square-structural equation modeling (PLS-SEM) analysis was conducted to verify the proposed hypotheses.

The current empirical results confirmed that SL positively influences change-oriented OCB – both directly and indirectly (through WE). The negative impact of WE on change-oriented OCB is also concluded in this study.

To the best of authors’ knowledge, this is among pioneer studies which introduced inhibitor as a mediator in the “SL-employee behavioral outcomes” relationship. Limitations and implications have been elaborated at the end of the study.

This study aims to investigate the connections between the adoption of technology, user experience (UX), financial transparency and accountability, specifically focusing on the moderating influence of cultural sensitivity in the Jordanian context.

This study gathered data from 272 participants who are working in the operational Islamic banks in Jordan. Partial least squares structural equation modeling (PLS-SEM) is used for the hypotheses testing.

The results indicate that cultural sensitivity plays a significant role in shaping the UX, consequently influencing perceptions of financial transparency and accountability in e-Islamic finance within the metaverse. This study underscores the intricate interplay between technological advancements, adherence to Sharia principles and diverse cultural expectations, forming the crux of the research.

This research brings a novel perspective by examining the complex connections among technology adoption, UX, financial transparency and accountability, specifically within the distinctive context of Jordan. This research study innovates by checking out how social sensitivity moderates these partnerships, specifically in the context of e-Islamic finance in the metaverse. It adds value to the academic area by shedding light on the intricate interaction between technological development, adherence to Sharia concepts and differing cultural expectations. Ultimately, this adds to a much deeper understanding of the multifaceted nature of this domain.

The power sector organizations are transforming swiftly with technological advancements and competition in the market. The present study aims to validate the determinants of employee resilience in hydropower organizations.

A quantitative, cross-sectional research approach was used to conduct the study. The information was collected through a structured questionnaire from 853 employees working in 30 hydropower plants in North India. The PLS-SEM technique used to validate the extracted factors' structure.

The study validated determinants of employee resilience: self-management, flexibility and proactiveness, interactive, vision, relationships and problem-solving skills.

The implications of employee resilience as a strategic tool to diffuse rapid work and environmental changes is validated in select hydropower plants.

The research is original and conducted in the hydropower sector to explore the concept of employee resilience.