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This study investigates online corporate opinion leadership on professional social media from two different perspectives: first, how corporate opinion leadership indicated by corporate followers is related to company revenue and second, what are the drivers and mediators of corporate opinion leadership?

The authors randomly selected more than 300 companies with active profiles on LinkedIn from the S&P 500 list and then collected data on corporate followers as an indicator of corporate opinion leadership and revenue during a year. Moreover, the authors collected daily information on content generated by companies, users, and employees such as job posts, users' reactions to posts, and employee profiles during a 44-day period, which allowed the authors to apply panel estimation techniques to estimate the determinants of corporate opinion leadership.

The estimation results reveal that corporate opinion leadership and business revenue are positively and significantly correlated. Furthermore, after controlling for firm fixed effects and endogeneity, the authors show that corporate, user and employee-generated content (mediated by groups and skills) have a significant impact on corporate opinion leadership.

Individual online opinion leaders are currently paying considerable attention to practitioners. However, professional networking platforms have also created an opportunity to establish corporate opinion leaders who may play an important role in business. The study provides useful and practical insights on the activities that companies can undertake to develop corporate opinion leadership.

This study seeks to expand previous research on opinion leadership with a focus on the corporate dimension, which is increasingly visible on professional networking platforms. Contrary to former research that collected data on perceived opinion leadership, the authors obtained data directly from LinkedIn. Moreover, the authors contribute to signaling and social identity theories by exploring how professional networking platforms constitute an environment for signaling and developing multiple professional identities.

The main purpose of this paper is to test the relationship between leadership competencies and effectiveness, with constraints as a mediating variable, and to introduce the main assumptions of the Bounded Leadership Model (BLM).

The total sample included 242 leaders in a top managerial position. Data were collected directly from leaders via self-reports. In total, five hypotheses were formed which related to the relationship between leadership competencies and effectiveness and the role of constraints. Hypotheses were tested by analysing several regression models and mediation effects. Moreover, internal consistency and construct validity were assessed by calculating Cronbach’s alpha and assessing the intercorrelations between study variables.

The study results demonstrate that leader’s competencies are positively related to leadership effectiveness. The authors also found an indirect effect of leadership competencies on effectiveness via constraints. Overall, it can be concluded that the scales included in the BLM have satisfactory reliability and validity indicators.

The paper examined the relationship between leadership competencies and effectiveness with constraints as a mediator. Moreover, it introduces the BLM which takes a broader view on leadership and includes variables that seem to play an important role in leaders’ adjustment and success. These findings can be applied in different training processes and also in assessment and development centres to serve as a facilitator in the process of enhancing leadership competencies and effectiveness and in overcoming leadership constraints.

The study overcomes previous research limitations because it offers a selection of leadership competencies that play an important role in leadership effectiveness, as well as may serve as a potential facilitator in the process of overcoming individual constraints. This knowledge can be used for future research and practical purposes.

The primary purpose of this paper is to examine how generative Artificial Intelligence (AI) such as ChatGPT may serve as a new context for management theories and concepts.

The paper presents the analyses of selected management theories on decision-making, knowledge management, customer service, human resource management and administrative tasks and explains what may change after generative AI adoption.

The paper indicates that some management theories and concepts need to be studied in the generative AI environment that may influence managerial work at the strategic, functional and administrative levels.

This paper is an opinion piece article and does not refer to empirical data. It formulates some conclusions to further empirical research studies.

The paper analyzes selected management theories in a new technological setting. The paper also provides information about the functions of generative AI that are useful in understanding and overcoming how new technology may change organizations and management.

The purpose of this paper is to investigate how the use of social media can facilitate employee creativity. Departing from theories on social capital and knowledge management, this study examines the relationship among individual characteristics, the use of social technologies and employee creativity. The main hypothesis of the study is that online social networking mediates the relationship between personal innovativeness and creativity.

Data were obtained through an online survey of 80 engineers and 12 managers working in a large IT company listed by the Fortune 500 (n1=80, n2=12). The empirical strategy relies on fixed-effects structural equation modeling and confirmatory factor analysis with a quasi-experimental design to study the structural relationship among creativity, online social connectivity (OSC) and personal innovativeness.

The study provides three major findings. First, the results show that personal innovativeness regarding new technologies is positively associated with creativity. Second, 18 percent of the association between personal innovativeness and creativity is explained by the latent mediator OSC (a construct of online networking and knowledge management). More specifically, the partial mediation is driven by online networking, specifically establishing new connections. Finally, contrary to the expectations, there is no significant evidence that the relationship between creativity and personal innovativeness is mediated by online social knowledge management.

Understanding the ways in which online connections and online knowledge management as well as personal innovativeness are related to employee creativity helps in building innovative organizations. This study may facilitate recruitment and selection strategies and encourage organizations to implement platforms with user-friendly functionalities of connecting with other employees and searching data.

The main question of this study is whether all features related to social technologies make people more creative. Evidence is still scarce, but there are hints that creativity is not only an innate personal feature but also a social phenomenon. This study explains the benefits of OSC for enhancing employee creativity.

The purpose of this paper is to investigate the ways in which social media content via social contagion may affect the job behaviors of employed individuals. Specifically, by integrating the unfolding model of voluntary turnover and social comparison theory, this paper explores whether receiving an update about a peer’s career advancement on professional social networking sites (SNSs) increases an individual’s propensity to engage in job search.

In this analysis, the authors matched individuals’ survey data (n=125) with information received from a recruiting agency on employees’ subsequent job search behavior (i.e., sending a resume to the agency).

The results indicate that the relationship between career advancement updates on SNSs and job search behavior was stronger for employees with higher perceived employability and, contrary to our hypothesis, for those more embedded within the organization.

More employable and more embedded individuals perceive social cues from social media, and these cues positively relate to their job search behaviors. To address this trend, organizations could develop a social media strategy and implement retention measures to prevent the job search (and thus potential turnover) of employable and embedded individuals.

This research contributes to the job search literature by examining the role of professional SNSs in driving job search behavior among employed individuals.

The authors investigated how personality traits are associated with workplace technostress (perception of stressors related to the use of information and communication technologies (ICTs).

The authors collected 95 self-rated and 336 observer-rated questionnaires using the personality audit and a shortened version of the technostress scale. To analyze relationships between personality dimensions and technostress, the authors applied partial least squares structural equation modeling (PLS-SEM).

This study shows that in line with previous studies, self-esteem is negatively related to levels of technostress. Contrary to our expectations, conscientiousness is positively related to technostress. Finally, the gap between a person's self-ratings and observer ratings in all personality dimensions is positively associated with technostress.

The authors showed that the experience of technostress varies significantly amongst individuals. By taking personality differences into account when allocating responsibilities and creating guidelines for ICT use at work, technostress could be addressed. Instead of setting organization-wide norms for availability and use, the authors suggest it would be more effective to acknowledge individual needs and preferences.

This study contributes to current technostress research by further examining antecedents and by focusing on the role of personality. In addition, the authors examined how differences in “self” and “observer” ratings of personality characteristics may point to variations in the way individuals experience technostress. The authors outlined concrete best practice guidelines for ICTs in organizations that take interindividual differences into account.

The purpose of this paper is to examine the role of online social networks in experiencing a change in working environment of today's leaders.

The study's participants were managers, directors and CEOs working in different organizations (including Fortune 500 companies) in the USA, the UK, Germany, France, Russian Federation, Australia and China. The data were collected through structured surveys delivered through LinkedIn to the managers, directors and CEOs. A total of 115 matched questionnaires were returned. Statistical analysis, using STATA software, was conducted to assess the research results.

The results indicate that the importance of online social networking environment is growing. Furthermore the study shows that online social networks are more useful for participative and consultative leadership style on social networking platforms than for directive leadership style. A higher number of activities on social networks by leaders is positively associated with the higher number of platforms used by leaders for business purposes. It is also correlated with a lower percentage of people from the same organization in the leader's contacts. Finally, the findings also show that the usefulness of online social networks as a tool supporting leadership, depends on the number of activities, number of platforms and size of the company. Surprisingly, age is not a predictor of the usefulness of online social networks.

Leaders that seek ways in which to foster their leadership, need to recognize the importance of online social networking environment and the possibilities of using online relations in various aspects of authentic and situational leadership.

This research provides knowledge regarding the usage of online social networks by many different leaders all over the world and suggests that a new generation of leaders will have to adjust to new working environment.

The purpose of this paper is twofold: to examine the role of online networks in employee engagement and to analyze the factors influencing leaders’ involvement in online social networking.

The study’s participants included team leaders, managers and directors working in Fortune 500 companies in the USA. Data were collected through structured surveys delivered through LinkedIn, professional online networking platform to randomly selected users with leadership roles. Totally, 194 matched questionnaires were returned.

The results indicate that employee engagement is positively associated with the time leaders spend on internal online networking platforms, the code of online networking conduct, and the presence of an open-organizational culture. Furthermore, the study shows that organizations can influence leaders’ use of online social networking platforms through an open culture and training. Finally, the findings also indicate that leaders, who communicate with a higher percentages of employees through internal and external platforms, also spend more time on online social networking platforms than those who do not. Surprisingly, a hierarchical structure and the code of conduct are not an indicator of the number of hours that leaders spend on online networking platforms.

The study has three main limitations. First, it was conducted among leaders working in companies from the Fortune 500 list, because the majority of these companies have already implemented internal networking platforms, which are not yet popular in small and medium enterprises (SME). In the future, companies from the SME sector are also worth studying. Second, the study was undertaken among leaders from the USA, because most of the online networking platforms were developed there and then adopted in other countries. Online networking trends in other countries are also very interesting topics for study in future research projects. Third, the quality of the time leaders spend on online platforms should also be examined in future studies.

The next generation of leaders should pay increasing attention to online social networking platforms so as to be more effective in fostering employees’ social and emotional well-being. Organizations that seek ways to facilitate involvement among their leaders in internal online networking, need to organize training and support leaders and employees in the use of online networking platforms.

The use of online social networking platforms change the way people communicate with others and how companies can use online social networking for the social well-being of their employees.

This research provides a new look at employee engagement in the current working environment as well as organizational features fostering leaders’ involvement in online networking.

Based on the interactionist perspective proposed by Woodman et al. (1993), this paper conceives organizational creativity as a complex concept whose investigation requires the understanding of the process, the product, the person, and the situation. Accordingly, the purpose of this paper is to enrich the understanding of how organizational creativity can be fostered by offering a framework which combines (inter-)individual-level learning (collecting knowledge from others), information sharing (through information and communication technology (ICT) infrastructures), and contextual factors (perceived top management support).

The empirical analysis draws on a sample of 362 employees from five subsidiaries of multinational corporations. The analysis is based on multivariate regression models considering organizational creativity as dependent variable.

The paper shows that individuals’ orientation toward learning from others significantly enhances organizational creativity. However, heavy ICT use negatively moderates the relationship between knowledge collecting and organizational creativity, while top management support does not show a significant moderating effect on the association between knowledge collecting and organizational creativity.

Although based on a geographically bounded perimeter, the analysis allows some generalizations.

Based on these results, the paper contributes to the literature on organizational creativity by confirming the importance of providing a holistic view of the phenomenon, consistent with its inherent complexity. In so doing, it suggests organizations and their managers should simultaneously pay attention to individual and contextual factors when planning how to foster their firms’ creativity, as both of them are found to play a critical role in firms’ success and competitiveness.