Journal of Management DevelopmentTable of Contents for Journal of Management Development. List of articles from the current issue, including Just Accepted (EarlyCite)https://www.emerald.com/insight/publication/issn/0262-1711/vol/43/iss/2?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestJournal of Management DevelopmentEmerald Publishing LimitedJournal of Management DevelopmentJournal of Management Developmenthttps://www.emerald.com/insight/proxy/containerImg?link=/resource/publication/journal/f181725eb3c84625bc1c77fa4b39f47c/urn:emeraldgroup.com:asset:id:binary:jmd.cover.jpghttps://www.emerald.com/insight/publication/issn/0262-1711/vol/43/iss/2?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestGuest editorial: Happiness management – A holy grail to be discovered by companies in the age of artificial intelligencehttps://www.emerald.com/insight/content/doi/10.1108/JMD-04-2024-513/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestGuest editorial: Happiness management – A holy grail to be discovered by companies in the age of artificial intelligenceGuest editorial: Happiness management – A holy grail to be discovered by companies in the age of artificial intelligence
Rafael Ravina-Ripoll, Esthela Galvan-Vela, Araceli Galiano-Coronil, Eduardo Ahumada-Tello
Journal of Management Development, Vol. 43, No. 2, pp.145-149]]>
Guest editorial: Happiness management – A holy grail to be discovered by companies in the age of artificial intelligence10.1108/JMD-04-2024-513Journal of Management Development2024-03-26© 2024 Emerald Publishing LimitedRafael Ravina-RipollEsthela Galvan-VelaAraceli Galiano-CoronilEduardo Ahumada-TelloJournal of Management Development4322024-03-2610.1108/JMD-04-2024-513https://www.emerald.com/insight/content/doi/10.1108/JMD-04-2024-513/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Trends of research on women's entrepreneurship on the management of happiness and well-being in organisationshttps://www.emerald.com/insight/content/doi/10.1108/JMD-04-2023-0127/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe management of employee happiness and well-being has been gaining interest in academic research in recent years; however, few studies have focussed on the entrepreneur's perspective. The aim of this paper is to analyse the state of research on women-led businesses, well-being and happiness management. A bibliometric study has been carried out since 1996, the first year in which publications in this field were detected. In total, 128 papers are identified in the most reliable database, Web of Science Core Collection. A network mapping of authorship, citation and co-occurrence of keywords in scientific publications is shown. The results of this study confirm that societal changes resulting from crises increase research interest in improving organisational environments and happiness. After the economic crises of 2013, there was a boost, and after the pandemic, there is again a boost in research. More than half of the publications and citations on female entrepreneurship and happiness management are post-pandemic. The study offers some research directions and emphasises the role of gender. This article brings a new approach to the study of well-being in organisations, highlighting the relevance of the role female leadership plays in promoting happiness at work.Trends of research on women's entrepreneurship on the management of happiness and well-being in organisations
Carlos de las Heras-Pedrosa, Carmen Jambrino-Maldonado, Dolores Rando-Cueto, Patricia P. Iglesias-Sánchez
Journal of Management Development, Vol. 43, No. 2, pp.150-169

The management of employee happiness and well-being has been gaining interest in academic research in recent years; however, few studies have focussed on the entrepreneur's perspective. The aim of this paper is to analyse the state of research on women-led businesses, well-being and happiness management.

A bibliometric study has been carried out since 1996, the first year in which publications in this field were detected. In total, 128 papers are identified in the most reliable database, Web of Science Core Collection. A network mapping of authorship, citation and co-occurrence of keywords in scientific publications is shown.

The results of this study confirm that societal changes resulting from crises increase research interest in improving organisational environments and happiness. After the economic crises of 2013, there was a boost, and after the pandemic, there is again a boost in research. More than half of the publications and citations on female entrepreneurship and happiness management are post-pandemic. The study offers some research directions and emphasises the role of gender.

This article brings a new approach to the study of well-being in organisations, highlighting the relevance of the role female leadership plays in promoting happiness at work.

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Trends of research on women's entrepreneurship on the management of happiness and well-being in organisations10.1108/JMD-04-2023-0127Journal of Management Development2023-09-11© 2023 Carlos de las Heras-Pedrosa, Carmen Jambrino-Maldonado, Dolores Rando-Cueto and Patricia P. Iglesias-SánchezCarlos de las Heras-PedrosaCarmen Jambrino-MaldonadoDolores Rando-CuetoPatricia P. Iglesias-SánchezJournal of Management Development4322023-09-1110.1108/JMD-04-2023-0127https://www.emerald.com/insight/content/doi/10.1108/JMD-04-2023-0127/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Carlos de las Heras-Pedrosa, Carmen Jambrino-Maldonado, Dolores Rando-Cueto and Patricia P. Iglesias-Sánchezhttp://creativecommons.org/licences/by/4.0/legalcode
The dual impact of job variety on employee happiness and stress: the mediating role of employee engagement and burnouthttps://www.emerald.com/insight/content/doi/10.1108/JMD-03-2023-0084/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe objectives of this study are twofold: firstly, to examine the effect of job variety on employee engagement and job burnout, and the effect of employee engagement and job burnout on employee happiness and job stress, respectively. Secondly, it examines the mediating role of employee engagement between job variety and employee happiness, as well as the mediating role of job burnout between job variety and job stress. Data were collected from front-line nurses working in the health sector in Pakistan's major cities. A total of 169 samples were collected using online and face-to-face data collection approaches. The theoretical model was tested using the Partial Least Squares Structural Equation Modeling (PLS-SEM) in SmartPLS 4.0. The findings of this study highlight that job variety has a positive impact on employee engagement, which in turn leads to employee happiness among professional frontline nurses. Additionally, job variety as a demand increases employee burnout, which subsequently increases frontline nurses' job stress. The results also indicate that employee engagement mediates the relationship between job variety and employee happiness, while burnout mediates the relationship between job variety and job stress. To date, there has been little research investigating the dual impact of job variety, leaving a significant gap in the existing literature. This study aims to address this gap and provide implications for both academics and HR managers by challenging the misconception that job variety is always a positive job resource.The dual impact of job variety on employee happiness and stress: the mediating role of employee engagement and burnout
Shumaila Hafeez, Mumtaz Ali Memon, Muhammad Zeeshan Mirza, Muhammad Mustafa Raziq, Naukhez Sarwar, Hiram Ting
Journal of Management Development, Vol. 43, No. 2, pp.170-186

The objectives of this study are twofold: firstly, to examine the effect of job variety on employee engagement and job burnout, and the effect of employee engagement and job burnout on employee happiness and job stress, respectively. Secondly, it examines the mediating role of employee engagement between job variety and employee happiness, as well as the mediating role of job burnout between job variety and job stress.

Data were collected from front-line nurses working in the health sector in Pakistan's major cities. A total of 169 samples were collected using online and face-to-face data collection approaches. The theoretical model was tested using the Partial Least Squares Structural Equation Modeling (PLS-SEM) in SmartPLS 4.0.

The findings of this study highlight that job variety has a positive impact on employee engagement, which in turn leads to employee happiness among professional frontline nurses. Additionally, job variety as a demand increases employee burnout, which subsequently increases frontline nurses' job stress. The results also indicate that employee engagement mediates the relationship between job variety and employee happiness, while burnout mediates the relationship between job variety and job stress.

To date, there has been little research investigating the dual impact of job variety, leaving a significant gap in the existing literature. This study aims to address this gap and provide implications for both academics and HR managers by challenging the misconception that job variety is always a positive job resource.

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The dual impact of job variety on employee happiness and stress: the mediating role of employee engagement and burnout10.1108/JMD-03-2023-0084Journal of Management Development2023-10-06© 2023 Emerald Publishing LimitedShumaila HafeezMumtaz Ali MemonMuhammad Zeeshan MirzaMuhammad Mustafa RaziqNaukhez SarwarHiram TingJournal of Management Development4322023-10-0610.1108/JMD-03-2023-0084https://www.emerald.com/insight/content/doi/10.1108/JMD-03-2023-0084/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Job happiness: influence of work flexibility through work-life balance and gender moderationhttps://www.emerald.com/insight/content/doi/10.1108/JMD-04-2023-0118/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis research aims to determine the influence that work flexibility (WF) has on the happiness of workers through the work and personal life balance, work-life balance (WLB), as a mediating variable, as well as the moderating role of gender between WLB and job happiness (JH). A structural model that describes the interactions between these study variables is proposed. A quantitative approach was used. The data were collected by non-probabilistic sampling, surveying 200 mid-level employees in small and medium industrial enterprises (industrial SMEs). The proposed hypotheses were analyzed and tested using partial least squares structural equation modeling. The results confirmed the hypotheses presented. In the relation of WLB and JH, positive work-family and family-work interactions would result in a greater increase in JH in the women group compared to men, and special characteristics were found in the variables in the Mexican context. This study will provide information to those responsible for the human resources departments of companies to design and implement good practices in which importance can be given to labor agreements involving WF and the implementation of WLB policies differentiated by gender to generate happiness at work. The JH construct proposed by Fisher (2010) was applied, and its relationship with WF and WLB in a post-pandemic context was studied. The research applied to supervisors and area managers of industrial SMEs reflects the importance of considering the balance between their life and work to achieve JH, understanding it as job satisfaction and more commitment to work, in addition to considering the differences by gender.Job happiness: influence of work flexibility through work-life balance and gender moderation
Luz Esmeralda Hernández Martínez, Zeidy Edith Chunga-Liu
Journal of Management Development, Vol. 43, No. 2, pp.187-199

This research aims to determine the influence that work flexibility (WF) has on the happiness of workers through the work and personal life balance, work-life balance (WLB), as a mediating variable, as well as the moderating role of gender between WLB and job happiness (JH). A structural model that describes the interactions between these study variables is proposed.

A quantitative approach was used. The data were collected by non-probabilistic sampling, surveying 200 mid-level employees in small and medium industrial enterprises (industrial SMEs). The proposed hypotheses were analyzed and tested using partial least squares structural equation modeling.

The results confirmed the hypotheses presented. In the relation of WLB and JH, positive work-family and family-work interactions would result in a greater increase in JH in the women group compared to men, and special characteristics were found in the variables in the Mexican context.

This study will provide information to those responsible for the human resources departments of companies to design and implement good practices in which importance can be given to labor agreements involving WF and the implementation of WLB policies differentiated by gender to generate happiness at work.

The JH construct proposed by Fisher (2010) was applied, and its relationship with WF and WLB in a post-pandemic context was studied. The research applied to supervisors and area managers of industrial SMEs reflects the importance of considering the balance between their life and work to achieve JH, understanding it as job satisfaction and more commitment to work, in addition to considering the differences by gender.

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Job happiness: influence of work flexibility through work-life balance and gender moderation10.1108/JMD-04-2023-0118Journal of Management Development2023-12-25© 2023 Emerald Publishing LimitedLuz Esmeralda Hernández MartínezZeidy Edith Chunga-LiuJournal of Management Development4322023-12-2510.1108/JMD-04-2023-0118https://www.emerald.com/insight/content/doi/10.1108/JMD-04-2023-0118/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Unlocking the secret to happiness at work: the power of inclusive leadership, organizational justice and workplace inclusionhttps://www.emerald.com/insight/content/doi/10.1108/JMD-04-2023-0136/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this study is to investigate the impact of Inclusive Leadership (IL) and Organizational Justice (OJ) on employees’ Happiness at Work (HAW). Utilizing a mediation mechanism, the study additionally uncovers the mediating impact of Workplace Inclusion (WI). The research involved a cross-sectional study with a quantitative methodology, collecting data from 311 employees working in IT sector firms in India by administering standardized questionnaires. Statistical analyses, including Partial Least Square Structural Equation Modelling using SmartPLS4.0, were conducted to examine the relationship between constructs. The hypothesized mediation model was supported. WI mediated the relationship partially between OJ and HAW, whereas there is a full mediating effect of WI on the IL–HAW relationship. Overall, the study shows that by providing fair treatment, inclusive leaders promote inclusivity among employees, further enhancing HAW. The study’s implications suggest that leaders, with their inclusive behaviour and fair practices, can have a significant positive impact on employees’ workplace happiness when accompanied by a sense of inclusivity among employees. Organizations and leaders can utilize this study’s findings to promote inclusiveness and HAW, which can be a key to organizational growth and development in a post-pandemic era. This study contributes to the research literature by addressing the unexplored relationship between IL, OJ and HAW. The exclusive as well as inclusive focus on the mediating role of WI adds new insights and enriches the understanding of the intricate conceptualization of the variables under study.Unlocking the secret to happiness at work: the power of inclusive leadership, organizational justice and workplace inclusion
Indu Nath Jha, Durba Pal, Subhadip Sarkar
Journal of Management Development, Vol. 43, No. 2, pp.200-221

The purpose of this study is to investigate the impact of Inclusive Leadership (IL) and Organizational Justice (OJ) on employees’ Happiness at Work (HAW). Utilizing a mediation mechanism, the study additionally uncovers the mediating impact of Workplace Inclusion (WI).

The research involved a cross-sectional study with a quantitative methodology, collecting data from 311 employees working in IT sector firms in India by administering standardized questionnaires. Statistical analyses, including Partial Least Square Structural Equation Modelling using SmartPLS4.0, were conducted to examine the relationship between constructs.

The hypothesized mediation model was supported. WI mediated the relationship partially between OJ and HAW, whereas there is a full mediating effect of WI on the IL–HAW relationship. Overall, the study shows that by providing fair treatment, inclusive leaders promote inclusivity among employees, further enhancing HAW.

The study’s implications suggest that leaders, with their inclusive behaviour and fair practices, can have a significant positive impact on employees’ workplace happiness when accompanied by a sense of inclusivity among employees.

Organizations and leaders can utilize this study’s findings to promote inclusiveness and HAW, which can be a key to organizational growth and development in a post-pandemic era.

This study contributes to the research literature by addressing the unexplored relationship between IL, OJ and HAW. The exclusive as well as inclusive focus on the mediating role of WI adds new insights and enriches the understanding of the intricate conceptualization of the variables under study.

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Unlocking the secret to happiness at work: the power of inclusive leadership, organizational justice and workplace inclusion10.1108/JMD-04-2023-0136Journal of Management Development2023-08-03© 2023 Emerald Publishing LimitedIndu Nath JhaDurba PalSubhadip SarkarJournal of Management Development4322023-08-0310.1108/JMD-04-2023-0136https://www.emerald.com/insight/content/doi/10.1108/JMD-04-2023-0136/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Aligning company's business goals, social responsibility and employee happiness in the banking industryhttps://www.emerald.com/insight/content/doi/10.1108/JMD-01-2023-0028/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to investigate the role of corporate social responsibility (CSR) to increase the happiness of employees and in the same time contributing to the goals of organization. It is argued that a type of CSR, namely cause-related marketing (CrM) can drive employee happiness at work (HaW) through employee's cause involvement (CI). CrM is activity form of collaboration between companies and nonprofit organizations to sell products or services and donate some portion of the sales to support a cause. The study is needed to understand this CSR action and its effects, in particular on employees as company stakeholders. The study was conducted by survey questionnaire with sample of 216 respondents employed by a state-owned bank in Indonesia which active in CSR actions. Analysis conducted using PLS SEM method and SMART PLS software. The finding confirms that CrM does indeed have an effect on employee happiness, especially if employee's cause involvement in the CrM is evident. The result suggested that CrM initiatives should be promoted together with employee's cause involvement with the program because this will increase the general level of HaW in the organization. The study is unique because of its effort in aligning three aspects; employee happiness, social responsibility while still takes account for company's business goals. It also addresses a rarely explored yet crucial area in a highly stressed environment: the financial industry in a pandemic situation.Aligning company's business goals, social responsibility and employee happiness in the banking industry
Nuri Wulandari, Audyan Tri Gantara, Retno Wahyuni Wijayanti
Journal of Management Development, Vol. 43, No. 2, pp.222-235

This study aims to investigate the role of corporate social responsibility (CSR) to increase the happiness of employees and in the same time contributing to the goals of organization. It is argued that a type of CSR, namely cause-related marketing (CrM) can drive employee happiness at work (HaW) through employee's cause involvement (CI). CrM is activity form of collaboration between companies and nonprofit organizations to sell products or services and donate some portion of the sales to support a cause. The study is needed to understand this CSR action and its effects, in particular on employees as company stakeholders.

The study was conducted by survey questionnaire with sample of 216 respondents employed by a state-owned bank in Indonesia which active in CSR actions. Analysis conducted using PLS SEM method and SMART PLS software.

The finding confirms that CrM does indeed have an effect on employee happiness, especially if employee's cause involvement in the CrM is evident. The result suggested that CrM initiatives should be promoted together with employee's cause involvement with the program because this will increase the general level of HaW in the organization.

The study is unique because of its effort in aligning three aspects; employee happiness, social responsibility while still takes account for company's business goals. It also addresses a rarely explored yet crucial area in a highly stressed environment: the financial industry in a pandemic situation.

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Aligning company's business goals, social responsibility and employee happiness in the banking industry10.1108/JMD-01-2023-0028Journal of Management Development2023-10-09© 2023 Emerald Publishing LimitedNuri WulandariAudyan Tri GantaraRetno Wahyuni WijayantiJournal of Management Development4322023-10-0910.1108/JMD-01-2023-0028https://www.emerald.com/insight/content/doi/10.1108/JMD-01-2023-0028/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Emotional wage, happiness at work and organisational justice as triggers for happiness managementhttps://www.emerald.com/insight/content/doi/10.1108/JMD-02-2023-0046/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study analyses the concept of happiness management based on the empirical validation of the interactions between emotional wage, organisational justice and happiness at work. It complements a holistic view of the management models used in recent corporate governance. This perspective explores the dimension’s emotional wage mediating role and influences on organisational justice and happiness at work. The effect of organisational justice on happiness at work is also analysed. A quantitative, cross-sectional, descriptive and correlational study is proposed. A sample of 502 workers in the education sector in Costa Rica was selected. A structural equation model (PLS-SEM) was developed to test the proposed theoretical model. The SPSS-AMOS 23 and SmartPLS 4 computer programs are used for this purpose. The results show that emotional wage has a positive impact on happiness at work and that it mediates positively between organisational justice and happiness at work. Developing organisational policies to include these variables as necessary resources for corporate governance is recommended. The first limitation of this study is due to the type of sampling, which was purposive. The kind of population and the time of execution of this study were determining factors when deciding on the mode of application of the instrument. However, an attempt to reduce the bias associated with this element could be made by expanding the sample to as many respondents as possible. The second limitation was that the data were collected within a specific time frame. Longitudinal studies address Thcould. The third limitation stems from the scarcity of literature on happiness management. In this regard, this type of research currently needs to be explored in emerging economies. It makes it difficult to determine whether the empirical results obtained in this paper can be generalised to other territories in the global village. Moreover, the last limitation is that the authors of this research have only explored the moderating role of emotional pay in the relationship between the dimensions of organisational justice and happiness at work. It would be interesting to consider other mediating variables to have a clearer picture of the organisational justice–happiness at work construct from the happiness management approach. As already indicated throughout this research, emotional wage, organisational justice and happiness at work are constructs that positively drive employee satisfaction, motivation and well-being. Human talent management strategies undertaken by organisations should encourage the adaptation of actions that stimulate employees' quality of life, corporate social responsibility and ethical management practices to be more competitive in today’s markets. It requires implementing the dynamic management models that provide internal customers with a high sense of belonging, job satisfaction and commitment to their professional performance. In other words, this will require robust leadership styles and corporate cultures that stimulate employee creativity, loyalty and innovation. For this reason, management of organisations must implement human resources policies to attract and retain creative talent through happy leadership. It requires, among other things that the philosophy of happiness management becomes a critical strategic resource for companies to promote nonfinancial benefits for employees, including emotional wage (Ruiz-Rodríguez et al., 2023). In the current business environment, there has been a transformation in leadership styles, motivation and the development of a sense of belonging in organisations' human capital. Based on this trend, the study of happiness management becomes a social strategy to improve the conditions, in which the organisations compete to attract highly demanded human capital. It is why this research contributes elements that have an impact on citizenship by proposing the management models based on happiness at work and quality of life. This study adds to the happiness management literature by including emotional wage, organisational justice and happiness at work in human resources and strategic management. It also contributes to the academic debate on the need to formulate organisational cultures that empower workers in their professional performance based on happiness and positive emotions.Emotional wage, happiness at work and organisational justice as triggers for happiness management
Rafael Ravina-Ripoll, Gustavo Adolfo Díaz-García, Eduardo Ahumada-Tello, Esthela Galván-Vela
Journal of Management Development, Vol. 43, No. 2, pp.236-252

This study analyses the concept of happiness management based on the empirical validation of the interactions between emotional wage, organisational justice and happiness at work. It complements a holistic view of the management models used in recent corporate governance. This perspective explores the dimension’s emotional wage mediating role and influences on organisational justice and happiness at work. The effect of organisational justice on happiness at work is also analysed.

A quantitative, cross-sectional, descriptive and correlational study is proposed. A sample of 502 workers in the education sector in Costa Rica was selected. A structural equation model (PLS-SEM) was developed to test the proposed theoretical model. The SPSS-AMOS 23 and SmartPLS 4 computer programs are used for this purpose.

The results show that emotional wage has a positive impact on happiness at work and that it mediates positively between organisational justice and happiness at work. Developing organisational policies to include these variables as necessary resources for corporate governance is recommended.

The first limitation of this study is due to the type of sampling, which was purposive. The kind of population and the time of execution of this study were determining factors when deciding on the mode of application of the instrument. However, an attempt to reduce the bias associated with this element could be made by expanding the sample to as many respondents as possible. The second limitation was that the data were collected within a specific time frame. Longitudinal studies address Thcould. The third limitation stems from the scarcity of literature on happiness management. In this regard, this type of research currently needs to be explored in emerging economies. It makes it difficult to determine whether the empirical results obtained in this paper can be generalised to other territories in the global village. Moreover, the last limitation is that the authors of this research have only explored the moderating role of emotional pay in the relationship between the dimensions of organisational justice and happiness at work. It would be interesting to consider other mediating variables to have a clearer picture of the organisational justice–happiness at work construct from the happiness management approach.

As already indicated throughout this research, emotional wage, organisational justice and happiness at work are constructs that positively drive employee satisfaction, motivation and well-being. Human talent management strategies undertaken by organisations should encourage the adaptation of actions that stimulate employees' quality of life, corporate social responsibility and ethical management practices to be more competitive in today’s markets. It requires implementing the dynamic management models that provide internal customers with a high sense of belonging, job satisfaction and commitment to their professional performance. In other words, this will require robust leadership styles and corporate cultures that stimulate employee creativity, loyalty and innovation. For this reason, management of organisations must implement human resources policies to attract and retain creative talent through happy leadership. It requires, among other things that the philosophy of happiness management becomes a critical strategic resource for companies to promote nonfinancial benefits for employees, including emotional wage (Ruiz-Rodríguez et al., 2023).

In the current business environment, there has been a transformation in leadership styles, motivation and the development of a sense of belonging in organisations' human capital. Based on this trend, the study of happiness management becomes a social strategy to improve the conditions, in which the organisations compete to attract highly demanded human capital. It is why this research contributes elements that have an impact on citizenship by proposing the management models based on happiness at work and quality of life.

This study adds to the happiness management literature by including emotional wage, organisational justice and happiness at work in human resources and strategic management. It also contributes to the academic debate on the need to formulate organisational cultures that empower workers in their professional performance based on happiness and positive emotions.

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Emotional wage, happiness at work and organisational justice as triggers for happiness management10.1108/JMD-02-2023-0046Journal of Management Development2024-02-16© 2024 Rafael Ravina-Ripoll, Gustavo Adolfo Díaz-García, Eduardo Ahumada-Tello and Esthela Galván-VelaRafael Ravina-RipollGustavo Adolfo Díaz-GarcíaEduardo Ahumada-TelloEsthela Galván-VelaJournal of Management Development4322024-02-1610.1108/JMD-02-2023-0046https://www.emerald.com/insight/content/doi/10.1108/JMD-02-2023-0046/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Rafael Ravina-Ripoll, Gustavo Adolfo Díaz-García, Eduardo Ahumada-Tello and Esthela Galván-Velahttp://creativecommons.org/licences/by/4.0/legalcode
Unveiling creativity among the textile sector: an inquiry into the effect of leader vision and the crab syndromehttps://www.emerald.com/insight/content/doi/10.1108/JMD-05-2023-0141/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe aim of this research, which is based on social identity theory (SIT), is to investigate the effect of leader vision (LV) and crab syndrome (CS) on creativity. The impact of LV and CS, as well as psychological ownership (PO), on creativity is examined. It is also to determine the mediating role of PO and the moderating role of instrumental climate (IC) in these relationships. The research was carried out with the quantitative research method by adopting the screening design. Deductive logic approach was used to develop hypotheses and theoretical framework. The textile sector, where the emphasis on creativity is at the forefront, was chosen as an example. Data without common method variance (CMV) error were analyzed by structural equation modeling (SEM). The results of the research show that LV is positively related to creativity, while CS is negatively related to creativity. Additionally, a positive correlation has been identified between PO and creativity. It has been revealed that PO has a mediation role in the relationship between the LV and creativity, and the relationship between the CS and creativity. It has been also determined that IC has a moderator role between the LV and PO. This study introduces a novel perspective on creativity through the integration of the LV and CS concepts. Furthermore, it contributes significantly to the existing creativity literature by examining the impact of PO on creativity and the mediating role of PO.Unveiling creativity among the textile sector: an inquiry into the effect of leader vision and the crab syndrome
Osman Seray Özkan, Burcu Üzüm, Yasemin Gülbahar
Journal of Management Development, Vol. ahead-of-print, No. ahead-of-print, pp.-

The aim of this research, which is based on social identity theory (SIT), is to investigate the effect of leader vision (LV) and crab syndrome (CS) on creativity. The impact of LV and CS, as well as psychological ownership (PO), on creativity is examined. It is also to determine the mediating role of PO and the moderating role of instrumental climate (IC) in these relationships.

The research was carried out with the quantitative research method by adopting the screening design. Deductive logic approach was used to develop hypotheses and theoretical framework. The textile sector, where the emphasis on creativity is at the forefront, was chosen as an example. Data without common method variance (CMV) error were analyzed by structural equation modeling (SEM).

The results of the research show that LV is positively related to creativity, while CS is negatively related to creativity. Additionally, a positive correlation has been identified between PO and creativity. It has been revealed that PO has a mediation role in the relationship between the LV and creativity, and the relationship between the CS and creativity. It has been also determined that IC has a moderator role between the LV and PO.

This study introduces a novel perspective on creativity through the integration of the LV and CS concepts. Furthermore, it contributes significantly to the existing creativity literature by examining the impact of PO on creativity and the mediating role of PO.

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Unveiling creativity among the textile sector: an inquiry into the effect of leader vision and the crab syndrome10.1108/JMD-05-2023-0141Journal of Management Development2024-02-02© 2024 Emerald Publishing LimitedOsman Seray ÖzkanBurcu ÜzümYasemin GülbaharJournal of Management Developmentahead-of-printahead-of-print2024-02-0210.1108/JMD-05-2023-0141https://www.emerald.com/insight/content/doi/10.1108/JMD-05-2023-0141/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Exploring barriers and facilitators of different work modalities from employees' perceptions: insights from workers and recommendations for organizationshttps://www.emerald.com/insight/content/doi/10.1108/JMD-07-2023-0221/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis qualitative study aimed to explore the barriers and facilitators faced by workers during the COVID-19 pandemic restrictions in Ecuador. It focused on three work modalities: on-site, telework and mixed or hybrid. It also inquired into practical implications for management based on the workers’ experiences. Between October and December 2021, 41 semistructured interviews were conducted to delve into the experiences of Ecuadorian workers. Thematic content analysis was employed for data charting and analysis. Barriers and facilitators varied according to each working modality, although some were shared, contingent upon the specific contextual factors and job characteristics. The findings suggest that organizations should consider implementing flexible working hours and modalities, provide safe workspaces, ensure appropriate technology and connectivity, support employees and maintain their health and well-being. This research explores the experiences of teleworkers, on-site workers and hybrid workers during the COVID-19 pandemic in an under-researched labor market within a developing country. The study provides valuable insights that highlight the potential for management development initiatives specifically tailored to hybrid work environments.Exploring barriers and facilitators of different work modalities from employees' perceptions: insights from workers and recommendations for organizations
Paula Hidalgo Andrade, Clara Paz, Alejandro Unda-López, Gabriel Osejo-Taco, Andrea Vinueza-Cabezas
Journal of Management Development, Vol. ahead-of-print, No. ahead-of-print, pp.-

This qualitative study aimed to explore the barriers and facilitators faced by workers during the COVID-19 pandemic restrictions in Ecuador. It focused on three work modalities: on-site, telework and mixed or hybrid. It also inquired into practical implications for management based on the workers’ experiences.

Between October and December 2021, 41 semistructured interviews were conducted to delve into the experiences of Ecuadorian workers. Thematic content analysis was employed for data charting and analysis.

Barriers and facilitators varied according to each working modality, although some were shared, contingent upon the specific contextual factors and job characteristics. The findings suggest that organizations should consider implementing flexible working hours and modalities, provide safe workspaces, ensure appropriate technology and connectivity, support employees and maintain their health and well-being.

This research explores the experiences of teleworkers, on-site workers and hybrid workers during the COVID-19 pandemic in an under-researched labor market within a developing country. The study provides valuable insights that highlight the potential for management development initiatives specifically tailored to hybrid work environments.

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Exploring barriers and facilitators of different work modalities from employees' perceptions: insights from workers and recommendations for organizations10.1108/JMD-07-2023-0221Journal of Management Development2024-03-11© 2024 Emerald Publishing LimitedPaula Hidalgo AndradeClara PazAlejandro Unda-LópezGabriel Osejo-TacoAndrea Vinueza-CabezasJournal of Management Developmentahead-of-printahead-of-print2024-03-1110.1108/JMD-07-2023-0221https://www.emerald.com/insight/content/doi/10.1108/JMD-07-2023-0221/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Mediating role of green culture and green commitment in implementing employee ecological behaviourhttps://www.emerald.com/insight/content/doi/10.1108/JMD-08-2023-0258/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe present work investigated the effect of corporate social responsibility and top management support on employee ecological behaviour (EEB) with the mediating role of green culture and green commitment. Social identity theory (SIT) was used to describe the association between green culture, green commitment and EEB. Further, a conceptual model that summarises the interaction between perceived corporate social responsibility, top management support, green commitment, green culture and the adoption of ecological behaviour was developed. The paper opted for a quantitative design using convenience sampling by collecting the data through a structured questionnaire gathered from 308 academics working in five Malaysian higher education institutions. Corporate social responsibility and top management support positively influence green culture and commitment. Moreover, green commitment positively influenced EEB and fully mediated the relationship between corporate social responsibility and EEB and between top management support and EEB. The academic staff of universities was the target population of this research. Nevertheless, universities have a diverse population with complex activities that can affect the implementation of a sustainable workplace within the campus. Future research should also examine non-academic staff, including administrative, technical and operational staff, due to different employees' perceptions. As far as the authors know, this is the first study to assign the mediator role to green culture in a relationship between top management support and EEB amongst academic staff in the Malaysian context. Future research should consider other intervening variables that influence adopting ecological behaviour.Mediating role of green culture and green commitment in implementing employee ecological behaviour
Juhari Noor Faezah, M.Y. Yusliza, T. Ramayah, Adriano Alves Teixeira, Abdur Rachman Alkaf
Journal of Management Development, Vol. ahead-of-print, No. ahead-of-print, pp.-

The present work investigated the effect of corporate social responsibility and top management support on employee ecological behaviour (EEB) with the mediating role of green culture and green commitment. Social identity theory (SIT) was used to describe the association between green culture, green commitment and EEB. Further, a conceptual model that summarises the interaction between perceived corporate social responsibility, top management support, green commitment, green culture and the adoption of ecological behaviour was developed.

The paper opted for a quantitative design using convenience sampling by collecting the data through a structured questionnaire gathered from 308 academics working in five Malaysian higher education institutions.

Corporate social responsibility and top management support positively influence green culture and commitment. Moreover, green commitment positively influenced EEB and fully mediated the relationship between corporate social responsibility and EEB and between top management support and EEB.

The academic staff of universities was the target population of this research. Nevertheless, universities have a diverse population with complex activities that can affect the implementation of a sustainable workplace within the campus. Future research should also examine non-academic staff, including administrative, technical and operational staff, due to different employees' perceptions.

As far as the authors know, this is the first study to assign the mediator role to green culture in a relationship between top management support and EEB amongst academic staff in the Malaysian context. Future research should consider other intervening variables that influence adopting ecological behaviour.

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Mediating role of green culture and green commitment in implementing employee ecological behaviour10.1108/JMD-08-2023-0258Journal of Management Development2024-02-06© 2023 Emerald Publishing LimitedJuhari Noor FaezahM.Y. YuslizaT. RamayahAdriano Alves TeixeiraAbdur Rachman AlkafJournal of Management Developmentahead-of-printahead-of-print2024-02-0610.1108/JMD-08-2023-0258https://www.emerald.com/insight/content/doi/10.1108/JMD-08-2023-0258/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Thriving in private family firms as a non-family employee: an empirical studyhttps://www.emerald.com/insight/content/doi/10.1108/JMD-09-2023-0284/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestWorkplace thriving (WT), self-job crafting (SJC), and workplace belongingness (WB) have been shown to lead to positive outcomes for organizations and their employees. However, there seems to be a dearth of insights into the relationship between the three constructs, and non-existent in the context of non-family employees (NFEs) working in private family firms. Therefore, this study examines whether enabling NFEs to craft their own jobs leads them to reappraise their position in the organization, thus influencing both WB and WT. Leaning on the conservation of resources (COR) theory and with the support of the self-determination theory (SDT), a set of hypotheses is posited relating the dimensions of SJC (seeking resources, seeking challenges and job-demand reduction) to WT, through WB as a mediator. The hypotheses are tested through partial least squares structural equation modeling (PLS-SEM) by collecting survey data from 256 NFEs working in private family firms in Oman. The results indicate that all three dimensions of job crafting have a positive influence on WB. In the case of direct effect on WT, only the relationship between seeking challenges and WT was significant. However, the relationships between all 3 dimensions of SJC and WT became significant through WB as mediator. The implication of this study is that merely empowering non-family employees to craft their own jobs may not lead them to thrive in private family firms. However, if they appraise such empowerment as significant resource-gain that leads them to feel that they belong to the organization, then it is likely to enhance WT. This study presents evidence for private family firms that by emphasizing on creating a sense of belongingness among their non-family employees, they can create a workplace where such employees can thrive. Three novel contributions are presented through this research: (1) this appears to be the first study that integrates the COR theory with SDT to enrich the fragmented literature on NFEs in family firms by presenting an integrated framework that links SJC, WB and WT, (2) the study presents nuanced insights into the relationships between the dimensions of SJC and WT and (3) finally, this study provides evidence on the mediating role of WB between dimensions of SJC and WT, which seems to be overlooked in the past.Thriving in private family firms as a non-family employee: an empirical study
Said Al Riyami, Mohammad Rezaur Razzak, Maha Khamis Al Balushi
Journal of Management Development, Vol. ahead-of-print, No. ahead-of-print, pp.-

Workplace thriving (WT), self-job crafting (SJC), and workplace belongingness (WB) have been shown to lead to positive outcomes for organizations and their employees. However, there seems to be a dearth of insights into the relationship between the three constructs, and non-existent in the context of non-family employees (NFEs) working in private family firms. Therefore, this study examines whether enabling NFEs to craft their own jobs leads them to reappraise their position in the organization, thus influencing both WB and WT.

Leaning on the conservation of resources (COR) theory and with the support of the self-determination theory (SDT), a set of hypotheses is posited relating the dimensions of SJC (seeking resources, seeking challenges and job-demand reduction) to WT, through WB as a mediator. The hypotheses are tested through partial least squares structural equation modeling (PLS-SEM) by collecting survey data from 256 NFEs working in private family firms in Oman.

The results indicate that all three dimensions of job crafting have a positive influence on WB. In the case of direct effect on WT, only the relationship between seeking challenges and WT was significant. However, the relationships between all 3 dimensions of SJC and WT became significant through WB as mediator.

The implication of this study is that merely empowering non-family employees to craft their own jobs may not lead them to thrive in private family firms. However, if they appraise such empowerment as significant resource-gain that leads them to feel that they belong to the organization, then it is likely to enhance WT.

This study presents evidence for private family firms that by emphasizing on creating a sense of belongingness among their non-family employees, they can create a workplace where such employees can thrive.

Three novel contributions are presented through this research: (1) this appears to be the first study that integrates the COR theory with SDT to enrich the fragmented literature on NFEs in family firms by presenting an integrated framework that links SJC, WB and WT, (2) the study presents nuanced insights into the relationships between the dimensions of SJC and WT and (3) finally, this study provides evidence on the mediating role of WB between dimensions of SJC and WT, which seems to be overlooked in the past.

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Thriving in private family firms as a non-family employee: an empirical study10.1108/JMD-09-2023-0284Journal of Management Development2024-02-26© 2024 Emerald Publishing LimitedSaid Al RiyamiMohammad Rezaur RazzakMaha Khamis Al BalushiJournal of Management Developmentahead-of-printahead-of-print2024-02-2610.1108/JMD-09-2023-0284https://www.emerald.com/insight/content/doi/10.1108/JMD-09-2023-0284/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Authoritarian leadership and organizational deviance: the mediating role of emotional exhaustionhttps://www.emerald.com/insight/content/doi/10.1108/JMD-09-2023-0291/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study investigate the correlation between authoritarian leadership and organizational deviance. Furthermore, it seeks to explore the mediating role of emotional exhaustion in this relationship. The data were obtained from 398 frontline service employees and their immediate supervisors at 25 five-star hotels. Data were collected on different occasions. The results indicate that authoritarian leadership has a positive and significant relationship with organizational deviance. We also conclude that emotional exhaustion mediates the relationship between authoritarian leadership and organizational deviance. The present research suggests that managers can decrease emotional exhaustion and, consequently, organizational deviance, by avoiding an authoritarian leadership style. Additionally, the theoretical and managerial implications of the present study can be utilized to reduce organizational deviance. The present study adds to the existing literature on authoritarian leadership, emotional exhaustion and organizational deviance by offering a possible explanation for how emotional exhaustion mediates the relationship between authoritarian leadership and organizational deviance.Authoritarian leadership and organizational deviance: the mediating role of emotional exhaustion
Mervat Elsaied
Journal of Management Development, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study investigate the correlation between authoritarian leadership and organizational deviance. Furthermore, it seeks to explore the mediating role of emotional exhaustion in this relationship.

The data were obtained from 398 frontline service employees and their immediate supervisors at 25 five-star hotels. Data were collected on different occasions.

The results indicate that authoritarian leadership has a positive and significant relationship with organizational deviance. We also conclude that emotional exhaustion mediates the relationship between authoritarian leadership and organizational deviance.

The present research suggests that managers can decrease emotional exhaustion and, consequently, organizational deviance, by avoiding an authoritarian leadership style. Additionally, the theoretical and managerial implications of the present study can be utilized to reduce organizational deviance.

The present study adds to the existing literature on authoritarian leadership, emotional exhaustion and organizational deviance by offering a possible explanation for how emotional exhaustion mediates the relationship between authoritarian leadership and organizational deviance.

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Authoritarian leadership and organizational deviance: the mediating role of emotional exhaustion10.1108/JMD-09-2023-0291Journal of Management Development2024-02-02© 2024 Emerald Publishing LimitedMervat ElsaiedJournal of Management Developmentahead-of-printahead-of-print2024-02-0210.1108/JMD-09-2023-0291https://www.emerald.com/insight/content/doi/10.1108/JMD-09-2023-0291/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Leadership development across the lifespan through sport and physical activityhttps://www.emerald.com/insight/content/doi/10.1108/JMD-10-2022-0253/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this paper is to analyze if the sport trajectory could be an impact factor in leadership development. A qualitative research method has been adopted by conducting 17 in-depth, semi-structured interviews. The data were analyzed with the program Open Code (4.03). The findings of this study revealed that the interviewed managers perceived that their sport trajectory has had an important influence in the development of their leadership. This influence is determined by four factors: (1) sport profile, (2) sport referents, (3) competences, values and abilities and (4) experiences from different sport roles played during their lifespan. The research is based on interviews with a small sample of managers. In order to develop the research further, a more extensive sample is required. The paper is unique as it examines the impact of the sport trajectory as an impact factor in leadership development.Leadership development across the lifespan through sport and physical activity
Verònica Riera, Marta Moragas-Rovira, Xavier Pujadas
Journal of Management Development, Vol. ahead-of-print, No. ahead-of-print, pp.-

The purpose of this paper is to analyze if the sport trajectory could be an impact factor in leadership development.

A qualitative research method has been adopted by conducting 17 in-depth, semi-structured interviews. The data were analyzed with the program Open Code (4.03).

The findings of this study revealed that the interviewed managers perceived that their sport trajectory has had an important influence in the development of their leadership. This influence is determined by four factors: (1) sport profile, (2) sport referents, (3) competences, values and abilities and (4) experiences from different sport roles played during their lifespan.

The research is based on interviews with a small sample of managers. In order to develop the research further, a more extensive sample is required.

The paper is unique as it examines the impact of the sport trajectory as an impact factor in leadership development.

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Leadership development across the lifespan through sport and physical activity10.1108/JMD-10-2022-0253Journal of Management Development2024-03-15© 2024 Verònica Riera, Marta Moragas-Rovira and Xavier PujadasVerònica RieraMarta Moragas-RoviraXavier PujadasJournal of Management Developmentahead-of-printahead-of-print2024-03-1510.1108/JMD-10-2022-0253https://www.emerald.com/insight/content/doi/10.1108/JMD-10-2022-0253/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Verònica Riera, Marta Moragas-Rovira and Xavier Pujadashttp://creativecommons.org/licences/by/4.0/legalcode