Purpose Moonlighting has evolved into a structurally embedded feature of contemporary work, shaped by economic pressures and shifting career logics. However, extant research has largely focused on its antecedents and outcomes, offering limited insight into the lived challenges experienced by employees engaged in moonlighting. This study aims to systematically identify, model and analyse the multidimensional challenges associated with moonlighting. Design/methodology/approach This study adopts a multi-method research design. Firstly, qualitative inquiry is used to identify key challenges faced by moonlighting employees. These challenges are then structurally modelled using modified total interpretive structural modelling to explicate their interrelationships. Finally, MICMAC analysis is applied to assess the relative driving and dependence power of the identified challenges. Findings This study identifies a comprehensive set of affective, behavioural and cognitive challenges characterising the moonlighting experience. The findings further reveal a hierarchical structure in which cognitive challenges function as foundational drivers, exerting a cascading influence on affective and behavioural challenges. Research limitations/implications The findings have implications for current and prospective moonlighters by elucidating the short-term, mid-term and long-term impacts of these challenges. However, this study is constrained by the context-specific nature of its sample. Originality/value To the best of the authors’ knowledge, this study is the first to unveil the challenges faced by moonlighting employees, thereby contributing novel insights to the existing body of moonlighting literature and laying the groundwork for future research.

Purpose This study aims to introduce accountability acceptance, defined as the extent to which employees embrace versus resist being held accountable, and examines its individual-level antecedents. Unlike felt accountability, which reflects perceived external evaluation pressure, accountability acceptance captures an internalized, identity-consistent orientation toward responsibility itself. Design/methodology/approach The authors used structural equation modeling to test the research model across two independent and diverse samples of full-time US workers. The first sample used a paid professional surveying agency and the second used a snowball sampling technique from multiple universities. Findings Employees higher in trait anger and entitlement were less likely to accept accountability whereas those with an internal work locus of control were more likely to embrace it. These relationships were consistent across samples, supporting the robustness and generalizability of the findings. Originality/value This research advances accountability theory by reframing it from a top-down control mechanism to an employee-driven orientation grounded in identity processes. By conceptualizing accountability acceptance as a self-definitional stance toward responsibility, this study offers a novel identity-theoretic explanation for why employees differ in their responses to being held accountable.

Purpose This research addresses the integration of sport into corporate social responsibility (CSR) strategies by companies listed on the Qatar Stock Exchange (QSE). Theoretically underpinned by neo-institutional isomorphic pressures, the study aims to fill a gap in the literature on CSR practices in the Middle East by examining how Qatari firms use sport-related CSR initiatives to foster community engagement and meet sustainable development goals. Design/methodology/approach The research involved a comprehensive analysis of annual reports from QSE-listed companies (n = 47), ensuring reliability through an automated data retrieval and analysis framework. The study handled extensive data sets consisting of annual reports spanning 10–15 years and primarily used two components: prompts and retrieval augmented generation. Findings The results highlight an increased focus on and utilisation of sport within CSR strategies across various sectors. They further demonstrate significant sectoral differences in CSR strategies, with banks and financial services leading in activities linked to philanthropy, sponsorships and personnel engagement. Given Qatar’s strategic emphasis on sport, related CSR initiatives have seen parallel and substantial growth, strengthening their role in promoting societal well-being. Originality/value This study contributes to the understanding of CSR practices in the region, by offering theoretical and practical insights on developing effective “CSR through sport” programmes. The research further provides a methodological and data foundation for application into other/adjacent regional or sectoral contexts.

Purpose Contemporary organizations face a growing need for innovation while work is becoming increasingly digitalized. In such a context, employees’ innovative work behaviour (IWB) is crucial. However, little attention has been given to whether and how human resource management (HRM) practices can sustain IWB in remote work. Thus, this study aims to explore the relationship between performance management (PM) practices and employees’ IWB when job is performed remotely. Design/methodology/approach Drawing on signalling perspective of HRM, this study applies regression analysis on data collected through an online questionnaire administered to a sample of 647 Italian employees testing the moderating role of remote work in the relationship between PM and IWB. Findings The findings show that result- and new-competence-based appraisal promote IWB, regardless of the extent to which work is performed remotely. In contrast, remote work nullifies the role of employee involvement in the goal setting process, as well as the influence of compensation-oriented PM and developmental performance management. Continuous feedback emerges as the key PM practice sustaining IWB among remote employees. Research limitations/implications This study shows that remote work represents a key boundary condition in the relationship between PM and IWB. More specifically, the findings indicate that only certain PM practices − such as result- and competence-based appraisal and continuous feedback sustain IWB when work is extensively performed remotely. However, the reliance on a convenience sample of Italian employees limits the generalizability of the findings, indicating the need for cross-national and longitudinal studies to examine these relationships across different remote and hybrid work settings. Practical implications The findings suggest that organizations seeking to foster employees’ IWB should redesign PM systems by prioritizing results and competence development over task-based control. In remote work contexts, continuous feedback appears particularly critical. In addition, compensation-oriented PM practices do not inhibit IWB, whereas involvement of employees in goal setting becomes non-significant. Social implications This study suggests that some PM practices, particularly continuous feedback, can contribute to mitigate drawbacks of remote work, like for instance social isolation and work-related stress, thus supporting more sustainable and inclusive forms of work. Originality/value This study advances the literature on PM and IWB by identifying remote work as a key boundary condition. It also extends existing research on remote work by showing that practices known to support remote workers’ well-being − such as result-based appraisal, competence-based appraisal and continuous feedback − may likewise foster IWB, basically generating a signalling effect that encourages employees to be proactive and to generate new ideas and ways of working. In doing so, this study also provides guidelines to companies to redesign their PM systems.

Purpose This paper aims to bridge the gap between subjective lived experiences and objective social conditions in leadership research by offering a comprehensive understanding of leadership within its operational environment. It seeks to unravel the intricate lived experiences of leaders, acknowledging the dynamic interplay between their internal realities and external social structures. Design/methodology/approach Using a stringent preferred reporting items for systematic reviews and meta-analyses framework, a rigorous analysis of 48 peer-reviewed papers, using in vivo coding with MAXQDA Analytics Pro, 2020, to classify themes and develop a robust theoretical interpretation through the lens of Bourdieu’s theory of practice integrated with phenomenology. Findings The research empirically highlights the profound influence of leaders’ situatedness, delineating the interconnectedness of their internal predispositions (habitus) with external realities (doxa). Furthermore, four distinctive themes from leader narratives followed by an outline of future research directions are drafted for an enhanced comprehension of the leadership experience. Research limitations/implications The study is wholly qualitative and does not integrate quantitative findings, which could have yielded a more comprehensive synthesis of the subjective narratives. Practical implications The findings offer crucial insights for designing effective leadership development interventions that consider socio-cultural contexts and a leader’s predispositions to promote successful leadership experiences for individuals and organizations. Social implications This study underscores how organizations can curate targeted development interventions to foster leaders cognizant of embodied ethics and somatic experiences, adept at emotional regulation and proficient in navigating complex social dynamics while contributing to enhanced organizational cultures and broader societal well-being. Originality/value This paper offers a unique theoretical application by integrating phenomenological inquiry with Bourdieu’s theory of practice, providing a robust lens for understanding leadership as a complex, lived-in experience. This unique theoretical application contextualizes leadership within its operational environment, in the moment of action, a critical blind spot in research long restricted by individualistic and purely cognitive models.

Purpose This study explores striving to avoid inferiority in the workplace and its consequences for employee well-being. Striving to avoid inferiority comprises both insecure striving, where employees feel like they must succeed to be valued by others, and secure non-striving, where employees feel valued regardless of their performance. The purpose of this paper is to examine the impact of insecure striving and secure non-striving on employee well-being both at home and at work. Design/methodology/approach Online surveys were completed by 244 working adults in the USA. Analyses were performed using SPSS to test hypotheses of a moderated-mediation model. Findings Results indicate that insecure striving has a positive association with emotional exhaustion, while secure non-striving is negatively associated with emotional exhaustion. Emotional exhaustion, then, mediates the relationship between striving to avoid inferiority and work–family conflict. An additional job resource, self-regulation, was also found to moderate the indirect association between striving and work–family conflict such that the relationship was stronger when self-control was higher. Practical implications By identifying sources of motivation that are more likely to result in emotional exhaustion and work–family conflict, the results of this research should inform employee well-being interventions to address a root cause of employee burnout. Originality/value The results of this study enhance the understanding of employee well-being in the workplace by providing a deeper understanding of how striving to avoid inferiority serves as both a job demand and a job resource, substantially affecting employees’ emotional capacity, with consequences spilling over into home life. This study offers a unique contribution by offering targeted insights and understanding regarding the negative consequences of complex forms of employee motivation, such as striving to avoid inferiority.

Purpose This study aims to address the conceptual understanding of Management Laboratories (MLabs) in literature by proposing an integrative conceptual-theoretical framework. The framework unifies MLabs’ composition, core functions and underlying mechanisms, bridging their research, educational and practical applications. Design/methodology/approach Drawing on a systematic synthesis of multidisciplinary literature, the study identifies five core dimensions of MLabs – simulations, experimental methods, gamification, physical models and case studies –and four key functions: education, research, assessment and consulting. The framework conceptualizes MLabs as dynamic systems, explicitly linking dimensions to functions through mechanisms like experiential learning, feedback loops, and data-driven iteration, while acknowledging boundary conditions such as resource availability, stakeholder alignment and institutional constraints. Findings The framework reveals MLabs as adaptive systems where dimensions interact dynamically to serve diverse functions. For example, simulations enable experiential training, experimental methods ensure research validity, and gamification enhances engagement in educational contexts. Interconnected mechanisms, such as iterative prototyping and real-time feedback, amplify MLabs’ adaptability across settings. Boundary conditions, including technological infrastructure and organizational culture, critically influence their effectiveness. Originality/value This study offers the first unified framework integrating MLabs’ fragmented conceptualizations, advancing theoretical coherence. By mapping dimensions, functions, mechanisms and boundary conditions, it provides a blueprint for designing context-specific MLabs. The framework’s novelty lies in its dynamic systems perspective, which fosters interdisciplinary collaboration. Practically, it delivers actionable strategies for deploying MLabs in education (e.g. immersive learning), research (e.g. controlled experimentation), assessment (e.g. competency evaluation and behavioural diagnostics) and consulting (e.g. scenario planning). This work consolidates disparate research streams, invites empirical validation and enhances MLabs’ strategic value for academics and practitioners.

Purpose This study aims to address a critical gap in organisational attractiveness (OA) research by developing and validating Peru’s first culturally adapted measurement model (ENATO). Design/methodology/approach This study used a mixed-methodological approach that combined qualitative and quantitative analysis. Researchers conducted interviews and expert panels to identify components of organisational attractiveness and develop an item pool. The resulting scale underwent validation through multiple exploratory and confirmatory factor analyses. Findings The results show that OA comprises four dimensions: individual beliefs, organisational beliefs, intentions and actions. The final version of the scale consists of 28 items. Research limitations/implications Although this study is limited by non-probability sampling, the Modelo de medición integral del Atractivo Organizacional (ENATO) model offers a culturally informed, multidimensional framework that extends organisational attractiveness research by integrating beliefs, intentions and actions and highlighting the contextual variability of attitudinal components. Practical implications The final scale provides organisations with a culturally adapted diagnostic tool that helps identify factors shaping employer attractiveness, enabling more targeted recruitment, onboarding and retention strategies. Originality/value To the best of the authors’ knowledge, as the first OA model tailored to Latin America, this study challenges universal assumptions about employer branding and provides organisations with a practical tool to enhance recruitment and retention in emerging markets.

Purpose This study aims to explore how stakeholder engagement enhances the resilience of health and sanitation projects in Uganda. It examines how inclusive participation, transparency and communication, trust and collaboration and stakeholder commitment and support contribute to project resilience. Design/methodology/approach Data were collected through semi-structured interviews with 21 purposively selected participants from health and sanitation projects in the central region of Uganda. Data were analysed thematically using NVivo 14. Findings Results reveal that stakeholder engagement is a key driver of project resilience. Inclusive participation and transparency foster adaptability; shared decision-making and collaboration strengthen shock absorption capacity; while communication, trust and commitment create redundancy by pooling diverse resources and expertise. Together, these processes build a social infrastructure that enables projects to withstand, recover from and adapt to disruptions in resource-constrained environments. Practical implications The findings highlight the need for policymakers, development partners and project managers to institutionalise participatory mechanisms, transparent communication channels and cross-sector partnerships in project design and implementation. Embedding stakeholder engagement as a resilience-building strategy can improve continuity and sustainability of health and sanitation services across Uganda. Originality/value To the best of the authors’ knowledge, this is the first empirical study in Uganda to explicitly link stakeholder engagement with project resilience in the health and sanitation domain. By integrating stakeholder and resilience theories, it advances a novel framework that conceptualises engagement as both a relational and structural mechanism for enhancing adaptability, continuity and redundancy in development projects.

Purpose The debate on employee green behaviour (EGB), including task-related green behaviour and voluntary green behaviour, still has gaps. In addition, the process by which perception is transformed into behaviour is still poorly understood in this context. Supported by the value-attitude-behaviour (VAB) model, this study aims to investigate the relationship between environmental values, attitudes and EGB through the moderating role of perceived policy effectiveness (PPE). Design/methodology/approach A survey method was used to collect data from employees in 10 largest industrial parks in Northern Vietnam. The data collected from 1,034 employees were analysed by applying structural equation modelling with the help of Smart PLS. Findings The results show that egoistic values, altruistic values and biospheric values have effects on attitudes, task-related green behaviour and voluntary green behaviour of which the effects of egoistic values are negative. Employees with attitudes that support PEB at work will make more effort to implement both task-related green behaviour and voluntary green behaviour. The study also confirms the moderating role of PPE in the relationships between egoistic values, altruistic values, biospheric values, attitudes and task-related green behaviour, voluntary green behaviour. Originality/value Based on the authors’ research, it can be seen that this study is one of the first studies to test the VAB model to study EGB in enterprises. At the same time, this is also the only current study to study the moderating role of PPE at the enterprise perspective instead of at the macro level like many previous studies in the relationship between environmental values, attitudes and EGB.