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Workplace well-being has emerged as an important aspect in the field of health care. Therefore, this paper aims to investigate the role of managerial coaching on nurses’ well-being through psychological ownership and organizational identity.

The authors approached 284 nurses working in both public and private hospitals (between December 2019 and February 2020) on convenience basis, and data were collected through an online questionnaire-based survey.

The data were analyzed using AMOS version 24 and structural equation modeling confirmed psychological ownership and organizational identity as explanatory variables between managerial coaching and well-being.

The study used self-reported data using convenience sampling which may raise a question on causality. The findings suggest the management to consider the importance of managerial coaching in shaping positive workplace behaviors of employees.

Drawings on social exchange theory, this study extends past studies to examine the mediating roles of psychological ownership and organizational identification between managerial coaching and workplace well-being among nurses. The study has theoretical and practical implications.

This study aims to examine the influence of regulatory framework (RF), market dynamism (MDY), competitive intensity (CIN) and environmental public concern (EPC) on responsible innovation (RI) in the manufacturing SMEs of a developing country. Furthermore, the study examines the influence of RI on sustainable competitive advantage (SCA). Moreover, big data adoption (BDA) is used as a moderator between RI and SCA.

The study’s hypotheses are evaluated using the structural equation modeling methodology. The study collected data from a sample of 487 owners/managers of manufacturing SMEs using simple random sampling technique.

The results explain that RF, MDY, CIN and EPC significantly determine RI. Moreover, RI significantly determines SCA. Besides, BDA significantly moderates between RI and SCA.

For manufacturing SMEs to obtain SCA, RI is essential, and BDA is crucial to meet changing consumer demands for environmentally friendly products. With more environment-friendly initiatives, the natural environment will become more sustainable. Moreover, this research offers a comprehensive perspective to the public regarding the extent to which manufacturing enterprises are adopting RI and BDA.

The majority of earlier research on RI and BDA has been carried out in the context of large businesses. Institutional theory was used to look into the drivers of RI. Furthermore, BDA is used as moderating variable between RI and SCA.

This study aims to examine the influence of organizational flexibility (OF) and shared vision (SV) on sustainable competitive advantage (SCA) with the mediation role of responsible innovation (RI) in the manufacturing industry of a developing country. Furthermore, big data analytics capability (BDAC) serves as a moderator between RI and SCA.

The study's hypotheses are investigated using the structural equation modeling (SEM) method. Through simple random sampling, information was gathered from 247 owners/managers of manufacturing SMEs.

The results elucidate that OF and SV significantly determine RI and SCA. Moreover, RI significantly mediates between SV, OF and SCA. Besides, RI significantly determines SCA. BDAC significantly leads to SCA. Finally, BDAC significantly moderates between RI and SCA.

RI is crucial for manufacturing small and medium-sized enterprises (SMEs) to gain SCA and BDAC is important to address the changing demands of consumers for environment-friendly products. This study gives the public an overview of the different degrees to which SMEs are embracing RI and BDAC; with more environment-friendly initiatives, the natural environment will become more sustainable. Environmental sustainability will benefit each individual living in society.

This study adds value to the existing literature by focusing on predictors that affect SCA. Using dynamic capability theory, this initial study examines the influence of SV and OF on SCA and RI as mediators. Furthermore, BDAC is used as a moderating variable between RI and SCA. Managers, students and researchers can benefit from this study.

This study examines how project leaders’ knowledge hiding influences project performance via project employee creativity, employing the conservation of resources theory. Further, we investigate how mastery motivational climate (MMC) moderates the project employee creativity and project performance relationship.

Employing purposive sampling design, two-wave data (N = 245) was collected with a gap of three weeks from employees working in R&D departments in private software development project-based organizations located in Lahore, Pakistan.

Results suggest that leaders’ knowledge hiding does impede project employee creativity and negatively influence project performance. In addition, MMC was found to accentuate the relationship between project employee creativity and project performance.

This study offers notable insights into the knowledge hiding literature from a top-down perspective within the project management domain relating to IT projects. This study’s findings pose implications for practitioners and project-based organizations who are interested in counteracting the adverse effects of knowledge hiding on project performance.

This study proposes a novel approach to job design by considering resource scarcity caused by a leader’s knowledge hiding as a job demand, along with the achievement goal perspective driven by a mastery or goal orientation. To understand these two perspectives, we rely on the conservation of resources (COR) theory to describe how a leader’s knowledge hiding affects project performance through project employee creativity, moderated by mastery motivational climate.