Purpose The aim of this study is to examine how team effectiveness and organizational citizenship behavior manifest among employees working under different forms of work organization—full remote work, hybrid work, and full on-site presence—based on managerial perceptions. Design/methodology/approach This study presents findings from a large-scale empirical survey conducted in 2025 in Hungary with 240 managers. The research examined how team effectiveness and organizational citizenship behavior develop among employees working under different forms of work organization. Findings The results confirmed that employees working entirely from home performed the poorest in both team effectiveness and organizational citizenship behavior, while hybrid work arrangements proved most favorable according to managerial evaluations. When designing or transforming forms of work organization, it is therefore particularly important to review and maintain the social, collaborative, and cultural mechanisms that support effective teamwork and employees' voluntary extra-role contributions. The results suggest that in organizations supporting remote work, HR policies should also focus on creating intentional opportunities for interaction in order to prevent performance decline. Practical implications When designing or transforming forms of work organization, it is therefore particularly important to review and maintain the social, collaborative, and cultural mechanisms that support effective teamwork and employees' voluntary extra-role contributions. The results suggest that in organizations supporting remote work, HR policies should also focus on creating intentional opportunities for interaction in order to prevent performance decline. Originality/value Addressing a major gap in the literature, it is the first to explore these two constructs (team effectiveness and organizational citizenship behavior) simultaneously using managerial assessments.

Purpose The present study aims to develop and validate a Women's Economic Participation Index (WEPI), constructed from the weighted aggregation of factors extracted through exploratory factor analysis. Using this index, the study empirically assesses its explanatory power with respect to external outcomes associated with female entrepreneurship, employing women's total early-stage entrepreneurial activity (TEA) as the dependent variable. Design/methodology/approach The WEPI was constructed using principal component analysis (PCA), applied to 16 variables grouped into four dimensions: wealth and income, labor market participation, leadership and wage disparities, and domestic violence. Data was obtained from the World Bank and the Fraser Institute. The index was computed for 99 countries in the Global South, and its statistical adequacy was confirmed through Bartlett's test and the Kaiser–Meyer–Olkin (KMO) measure. To empirically validate the WEPI as an indicator of women's economic participation, two cross-sectional regression models were estimated using female TEA – from the Global Entrepreneurship Monitor (GEM) – as the dependent variable. Model 1 employs the WEPI as the main explanatory variable, whereas Model 2 decomposes the index into its four constituent factors. This strategy allows for assessing both the explanatory power of the aggregate index and the specific contribution of each dimension to variations in early-stage female entrepreneurship, thereby functioning as a test of the indicator's external validity. Findings The results show that countries such as Georgia, Mauritius and Peru achieved the highest WEPI scores, reflecting strong institutional commitments to gender equality. In contrast, countries such as Sudan, Guinea-Bissau and Niger recorded the lowest scores due to structural and legal barriers, limited access to education, and high levels of gender-based violence. The regression models confirmed the external validity of the WEPI as a measure of women's economic participation. In the first model, the aggregate index displayed a positive association with early-stage female entrepreneurship, indicating that more inclusive environments foster women's engagement in new business creation. In the second model, which decomposes the WEPI into its four dimensions, income, leadership, and wage disparities were positively associated with TEA, whereas domestic violence exhibited a negative effect. Together, these findings indicate that both the composite index and its individual dimensions capture relevant institutional factors that help explain female entrepreneurial engagement across the countries analyzed. Originality/value The originality of this study lies in the development of the WEPI, an indicator designed to measure the multiple dimensions that shape women's economic participation in the Global South. The WEPI combines institutional, labor market, leadership, and safety-related factors into a single instrument, enabling the identification of specific barriers that constrain women's entrepreneurship and economic autonomy. Beyond deepening the diagnosis of gender-based economic inequalities in low-income contexts, the index provides a comparative analytical tool capable of guiding more targeted policy interventions, revealing which dimensions – and in which types of countries – progress may yield the greatest impact on women's economic empowerment.

Purpose The purpose of this study is to explore women entrepreneurs and human resource managers’ perceptions and experiences of digital hiring at SMEs in the context of Vietnam, and how digital hiring practices support their organizational resilience. Design/methodology/approach Qualitative research design was employed to interviews 32 in-depth interviews and two focus groups of nine Vietnamese women entrepreneurs and HR managers. Findings We identified themes of technology adoption among women entrepreneurs and HR practitioners at SMEs in Vietnam, including openness and adaptability to utilize digital recruitment channels, women leaders’ adaptive capability developing when they integrated digital hiring in their HR process, relational approach and systematic control leading to these SMEs’ organizational resilience. Research limitations/implications This research was conducted within one country setting and used a qualitative approach, together with SMEs, so the findings are not generalized. We call for further research with AI-integrated recruitment at SMEs and testable proposed propositions. Practical implications This research provides suggestions for HR practitioners, policymakers and entrepreneurial decision-making for building adaptive capabilities for organizational resilience. Originality/value Employing the Organizational Resilience framework and Dynamic Capability View, we identify organizational capabilities through digital hiring practices and implications for SMEs to strengthen organizational resilience, providing evidence from an emerging economy. This enriches the understanding of digital adoptions among women entrepreneurs and HR practitioners in Vietnam.

Purpose This study aims to examine how leadership roles and symbolic capital influence the adoption, perception and sustainability of family-friendly workplace policies. Drawing on Pierre Bourdieu’s sociological concepts – particularly symbolic capital, social space and habitus – combined with behavioral economic insights, the research investigates how organizational hierarchy shapes leaders’ strategic framing and employees’ interpretations of family-friendly initiatives. Design/methodology/approach The study employs a quantitative survey conducted in Hungary among 201 certified family-friendly organizations. The data were disaggregated by organizational roles (senior managers, middle managers and employees) and analyzed using descriptive statistics, cross-tabulations, ANOVA and chi-square tests. The theoretical framework integrates Bourdieu’s field theory and behavioral decision-making constraints. Findings Results reveal that senior leaders are significantly more likely to perceive family-friendly policies as strategic priorities and associate them with core organizational values. Their symbolic capital reinforces policy legitimacy and cultural alignment. However, middle managers report practical challenges related to implementation and resource constraints. A structural gap persists between top-level symbolic commitment and operational realities. The study also highlights how leadership credibility and internal coherence are central to policy sustainability. Originality/value This research offers a novel interdisciplinary contribution by bridging sociological and behavioral economic theories to explore symbolic and cognitive dimensions of leadership. It addresses a critical gap in the literature by focusing on the internal dynamics – hierarchical positioning, symbolic legitimacy and implementation constraints – that influence family-friendly workplace transformations.

Purpose This study examines how servant leadership (SL) fosters employee learning (EL) in public sector organizations through the mediating role of happiness at work (HAW: job engagement, job satisfaction and job affective commitment) and the moderating role of psychological capital (PC). Drawing on self-determination theory, we test how SL builds positive work attitudes that translate into higher individual learning and whether this pathway is stronger for employees with greater PC. Design/methodology/approach Survey data were collected from 269 managerial-level employees in a large Indian public-sector mining and energy organization. Validated scales captured SL, HAW components, EL and PC. Reliability and validity were established via exploratory and confirmatory factor analysis; common method bias and multicollinearity checks were satisfactory. Hypotheses were tested using Hayes PROCESS Model 5, controlling for demographic covariates. Findings SL has a positive effect on HAW (engagement, satisfaction and affective commitment) and EL. EL was enhanced by engagement and affective commitment, while the satisfaction–learning link was non-significant. SL exerted significant indirect effect on EL via engagement and affective commitment, indicating partial and complementary mediation alongside a positive direct effect between SL and EL. PC strengthened the SL-EL relationship; conditional effects were significant at low, average and high PC, strongest at high PC. Research limitations/implications This study does not account for high conflation among various leadership styles. Moreover, cross-sectional, single-organization, self-report data limit causal inference and generalizability. Future studies should employ longitudinal/multi-source designs, compare sectors and probe other well-being-oriented leadership styles. Practical implications Organizations–especially public-sector learning contexts–can enhance individual learning by cultivating servant leadership behaviours that elevate engagement and affective commitment, and investing in development of PC. Originality/value This study contributes to the literature on organizational learning by providing a basis for understanding the mediating mechanism through which servant leadership influences HAW and, ultimately, employee via the synergistic interaction with employee PC. The findings emphasize the role of servant leaders that cater to employees' personal and professional growth needs and thus ensuring employee well-being and learning at work. This is the first attempt to examine the mediation of HAW in the servant leadership-learning relationship, contingent on employees' PC.

Purpose The primary aim of this research is to examine the relationship between social network characteristics (SNC) and employee performance (EP) in the private sector of the United Arab Emirates (UAE). Additionally, it investigates the mediating role of subjective well-being (SWB) in this relationship. Design/methodology/approach A survey strategy was employed. Data were collected from 255 private sector employees using a simple random sampling method. The collected data were tested using the SPSS programme, e.g. regression analysis and Barron and Kenny’s test. Findings The results of hypothesis testing indicate that SNC are significantly associated with SWB and EP. Moreover, SWB significantly mediated the relationship between SNC and EP. Research limitations/implications The main limitation of this study is its focus on the private sector of the UAE. The quantitative nature of the research also poses some limitations. Practical implications Human resources practitioners should prioritise the facilitation of opportunities that enable employees to cultivate both formal and informal workplace networks, thereby enhancing collaboration, knowledge exchange and overall organisational cohesion. Social implications The study can be of strategic importance to organisations in the UAE, which is a melting pot of over 200 nationalities. Understanding how employees develop and utilise formal and informal workplace networks can provide valuable insights into network dynamics within the private sector. Originality/value The research is one of the few studies that explores EP and SWB in the private organisations of the UAE from the perspective of social capital. It examines employee SNC and work-related outcomes in the UAE context, where societal and cultural values regarding the strength of employee ties and the development of social networks differ significantly from those in the West.

Purpose This study identifies the critical factors influencing the adoption of artificial intelligence in recruitment processes and examines how such adoption reconfigures the sources of competitive advantage. Design/methodology/approach Drawing on the resource-based view and dynamic managerial capabilities perspectives, we conceptualise managerial capabilities as the applied manifestation of the microfoundations of dynamic managerial capabilities, in the context of artificial intelligence implementation. Data from 245 HR professionals involved in artificial intelligence driven recruitment were analysed using structural equation modelling. Findings HR competency and open innovation, operating through the microfoundations of dynamic managerial capabilities and manifested in managerial capabilities, significantly drive artificial intelligence adoption. Top management support strengthens these relationships by ensuring strategic alignment and resource mobilisation. Artificial intelligence adoption enhances competitive advantage by integrating human expertise with artificial intelligence–enabled capabilities. Research limitations/implications The study does not capture longitudinal dynamics and their generalisability across different cultural and industrial contexts. Practical implications Organisations should build internal capabilities, foster external innovation partnerships and secure leadership commitment to ensure responsible and strategically aligned artificial intelligence adoption. Social implications The adoption of AI in recruitment processes underscores the pivotal role of human-machine collaboration, enhancing HR practices and promoting a competitive edge in the labour market. This shift necessitates a re-evaluation of workforce dynamics and the ethical considerations surrounding AI integration in human resource management. Originality/value This study offers a novel perspective on how intangible resources and managerial capabilities interact to drive artificial intelligence adoption and reshape competitive advantage in recruitment contexts.

Purpose The aim of this study is to explore the mediating influence of job satisfaction on the relationship between the quality of work life and organizational commitment, thereby examining the extent to which job satisfaction influences the connection between employees' quality of worklife and their commitment to the organization. Design/methodology/approach In order to evaluate the participants' responses to quality of work life, job satisfaction and commitment questionnaire, structural equation modeling was conducted to verify the proposed theoretical framework, with a sample of 427 academicians. Findings The outcomes of the research validate the significant role of quality of work life in forecasting organizational commitment. Through structural equation modeling, it was illustrated that job satisfaction acts as a noteworthy partial mediator between quality of work–life and organizational commitment. The findings highlight a substantial influence of quality of work life (QWL) on job satisfaction (JS), job satisfaction on organizational commitment (OC) and quality of work life on organizational commitment of academic staff in Indian universities. A one standard deviation increase in QWL is associated with a 0.35 standard deviation increase in organizational commitment and a 0.84 standard deviation increase in job satisfaction among university faculty. This indicates a moderate positive effect on commitment and a strong positive effect on satisfaction. Research limitations/implications The scope of this research was limited to specific universities in India and was designed as a cross-sectional study, which may pose challenges regarding generalizability and predictive accuracy. Practical implications This research offers a practical perspective suggesting that by enhancing the quality of work life for faculty members, a positive impact can be observed on their work-related attitudes, particularly satisfaction and commitment. Decision-makers and administrators should explore strategies to enhance satisfaction levels and improve the commitment of their staff. Originality/value This paper enriches the current body of knowledge by elucidating the mediating function of job satisfaction between quality of work life and organizational commitment. This particular area remains relatively unexplored, especially within the context of India.

Purpose Psychological safety is foundational for engagement in the workforce, but for employees to reach their potential, they must be willing and able to collaborate. The study examined the relationship between psychological safety and engagement as mediated by collaboration. Design/methodology/approach A longitudinal survey-based design was used. The sample included 2023 employees from a transportation agency. Findings Psychological safety at Time 1 was positively related to collaboration at Time 2 (r = 0.38, p < 0.01) and employee engagement at Time 3 (r = 0.18, p < 0.01). Likewise, a bootstrap confidence interval for the indirect effect among these factors did not straddle zero (0.028–0.055). Furthermore, tenure was seen to moderate the indirect effect; the bootstrap confidence interval for the index of moderated mediation did not straddle zero (<0.001 to 0.002). Research limitations/implications These findings indicate that the process by which psychological safety drives engagement includes collaboration and time. This has important implications for how collaborative processes within organizations (e.g. meetings) are structured and suggests that managers should seek to promote collaboration. Practical implications Given the findings, managers may want to consider what they can do to ensure their employees feel psychologically safe. Engaging in more open and inclusive communication during meetings may be an appropriate first step. Originality/value Although the relationship between psychological safety and employee engagement is well known, the major original contribution of the study is the importance of collaboration in that relationship.

Purpose In this research, we present the results of a systematic literature review (SLR) on workplace well-being in relation to performance, whether individual or organizational. Design/methodology/approach To achieve our research objective, we followed a rigorous bibliometric approach using several scientific databases. A total of 250 articles were identified for the period from 2000 to 2024, but only 67 were deemed to meet our inclusion criteria. For data processing, we used: Nvivo, VOSviewer and Excel. Findings This SLR confirms a significant correlation between well-being and performance across all contexts. Furthermore, interest in the topic has increased since the COVID-19 pandemic. The conceptual dimensions of WB and performance have not yet reached a consensus among researchers, which opens a perspective for identifying a universal model of these concepts. From a practical standpoint, we demonstrated that workplace well-being promotes both individual and organizational performance. We also identified several human resource (HR)-related actions that can simultaneously enhance well-being and performance. Research limitations/implications This study has three limitations. First, our research strategy was constrained by the inclusion and exclusion criteria we selected. Second, this review is narrative, and no meta-analysis was conducted. Third, SLR doesn’t eliminate the limitations inherent in individual studies. We will further elaborate on these limitations in the conclusion section. Practical implications From a practical standpoint, we demonstrated that workplace well-being promotes both individual and organizational performance. We also identified several HR-related actions that can simultaneously enhance well-being and performance. Originality/value This paper brought together various aspects of well-being at work and performance and presented various findings from previous studies on the link between them. As a result, we sought to highlight the various variables and factors that could affect well-being and its relationship with performance.