Purpose This study investigates how CEOs’ temporal focus shapes firms’ R&D responses to inconsistent performance signals, where past performance feedback and future performance prospects convey conflicting signals. Design/methodology/approach Using an unbalanced panel of 1,969 Chinese A-share listed firms (8,801 firm-year observations), we employ fixed-effects models to assess how CEO temporal focus influences firms’ R&D search in response to inconsistent feedback. Findings When past performance is strong but future prospects are weak, past-focused CEOs tend to reduce R&D search, whereas future-focused CEOs are more likely to expand it. Robustness tests reveal a reversed pattern when past performance is weak but future prospects are strong. Originality/value This study demonstrates that CEOs’ temporal orientation determines how conflicting past and future performance signals are attended to and prioritized, providing new insights into attention-based mechanisms underlying heterogeneity in firms’ R&D search and strategic responses.

Purpose This study explores how sustainable leadership and financial technology (FinTech) adoption influence ethical artificial intelligence (AI) governance outcomes in Bangladesh’s FinTech sector. It further examines the mediating role of ethical AI skills development and the moderating influence of organizational capacity, offering an integrated view of responsible digital innovation in emerging economies. Design/methodology/approach A qualitative research design was employed, utilizing semi-structured interviews with six stakeholder groups, including FinTech leaders, compliance officers, regulators, platform users and advocates for financial inclusion. Thematic analysis was conducted using a structured six-phase approach, supported by qualitative data analysis software. A dual-stage literature review guided the conceptual framework and interpretation of findings. Findings The study finds that ethical AI governance is strengthened when sustainable leadership is supported by strategic FinTech adoption, embedded ethics training and institutional capacity. Ethical AI skills development plays a mediating role by operationalizing leadership vision, while organizational capacity moderates the effectiveness of leadership and technology strategies on governance outcomes. A moderated-mediation model is proposed to explain these interactions. Practical implications The findings offer actionable insights for FinTech firms and policymakers. Organizations should align AI deployment with ethical mandates, invest in workforce capacity-building and establish cross-functional governance mechanisms. Policymakers are encouraged to support national guidelines, certification schemes and capacity-building grants to promote inclusive and transparent digital finance ecosystems. Originality/value This study makes a novel contribution by integrating leadership, technology, training and institutional capacity into a unified model of ethical AI governance. It offers original insights into how internal and external enablers can jointly support responsible AI innovation in the context of a rapidly growing FinTech sector.

Purpose This study explores how organizational artificial intelligence (AI) adoption influences employee voice behavior through psychological mechanisms. Drawing on conservation of resources theory, we investigate job engagement as a mediator and leader-member exchange (LMX) quality as a moderator in this relationship. Design/methodology/approach We employed a 3-wave time-lagged design with 327 employees from South Korean organizations. Data were collected at six-week intervals: organizational AI adoption and LMX (T1), job engagement (T2) and voice behavior (T3). Moderated mediation analysis tested our hypothesized model. Findings Organizational AI adoption positively relates to voice behavior through enhanced job engagement. This indirect effect is strengthened by high-quality LMX relationships. Employees experiencing high LMX show stronger positive relationships between AI adoption and job engagement, subsequently exhibiting more voice behavior. The moderated mediation index confirms that LMX quality significantly influences how AI adoption affects voice behavior through engagement. Originality/value This study advances understanding of AI's human-side implications beyond productivity metrics. By revealing how technological and relational resources interact to influence discretionary behaviors, we contribute to literature on technology adoption, employee engagement and leadership. The findings demonstrate that AI adoption can enhance rather than diminish employee voice when supported by appropriate leadership relationships.

Purpose This study conducts a systematic literature review (SLR) to examine the impact of algorithmic management on workers’ well-being, addressing a research gap that has predominantly focussed on fragmented aspect of this relation. Design/methodology/approach An SLR, thematic analysis, and TCCM framework have been applied to analyse and synthesize insights from 29 studies retrieved from the Scopus database. Findings The study develops a conceptual framework to explore how algorithmic management impacts employee well-being in platform-based digital labour systems. The findings identify critical gaps in underexplored regions and industries, emphasizing the need for tailored interventions to ensure healthy digital workplaces. This research highlights interventions to mitigate adverse effects of algorithmic management and promote employee well-being in platform firms. Originality/value The study broadens the intellectual limits of algorithmic management research by integrating multidisciplinary theories to examine its impact on employee well-being and work-life balance thereby making way for seamless implementation of work-life fit. It proposes tailored interventions and policies to address challenges like fairness, privacy, technostress in the contemporary digital workplaces.

Purpose This paper aims to examine how leadership assessment is implemented in contemporary organizations and clarifies the role of values-related practices, with a specific focus on employees' perceived value alignment with their immediate leader at the dyadic level. Design/methodology/approach Drawing on a multi-edition study of 330 organizations across 4 survey waves conducted between 2020 and 2023, we combine quantitative and qualitative evidence to describe current models, tools and routines used to assess leadership and to identify observable trends. Findings The 360-degree model remains the most widely used approach and assessments are most often conducted annually. Surveys, structured meetings and their combination are prevalent. Values-based conversations are reported by 62%–75% of organizations. The share reporting high perceived leader–follower value alignment (above 70%) increased from 51% to 63% between the third and fourth editions. Descriptive analyses indicate that systematic, development-linked practices and inclusive promotion criteria tend to co-occur with higher perceived alignment. Practical implications Organizations can embed values-focused dialogs within development plans while mitigating rater bias and similarity-based favoritism through calibration, behaviorally anchored criteria, monitoring for diversity and justice and temporal separation between developmental conversations and formal ratings. These steps help align developmental value with fairness and decision usefulness. Originality/value The study integrates dyadic perceived value alignment as a complementary, measurable component of leadership assessment, distinguishing it from person–organization fit and leader–organization alignment, as well as from ethical or authentic leadership. Dyadic alignment captures followers' perceptions that their values broadly align with those of their immediate leader, which can amplify or weaken the impact of different leadership styles. The multi-edition, cross-organizational evidence contributes a concise map of how values-related elements are incorporated into assessment routines.

Purpose Drawing on action regulation theory, this study develops a theoretical model to explore the relationships among supervisors' technology-mediated interruption (TMI) behavior and their subsequent job control, work/nonwork exhaustion, and work/nonwork performance. This study aims to broaden the current understanding of TMIs by shifting the focus from the interrupted individuals to the interrupters themselves. Design/methodology/approach To test the proposed research model and hypotheses, we conducted two complementary studies in China: an experimental study (Study 1) to establish causal relationships and a multi-source field study (Study 2) to enhance external validity and generalizability. Findings Results of the two studies indicate that supervisors' TMI behavior is positively related to their job control. Furthermore, increased job control is negatively related to work/nonwork exhaustion and positively related to work/nonwork performance. Additionally, supervisors' sense of power moderates the relationship between supervisors' TMI behavior and job control. Originality/value By shifting the focus to the interrupters' perspective, this study enriches comprehension of TMI behaviors and their management.

Purpose Our study investigates the moderating role of self-leadership on the relationships between abusive supervision, work engagement and psychological withdrawal behaviors. It aims to understand whether higher levels of self-leadership can mitigate the negative impacts of abusive supervision on work engagement and psychological withdrawal behaviors. Design/methodology/approach Data were collected from 259 participants using Amazon MTurk. We employed a cross-sectional survey design and utilized SPSS PROCESS for moderated mediation analysis. Key variables measured with established scales included abusive supervision, work engagement, psychological withdrawal behaviors and self-leadership. Findings Our results indicate that abusive supervision is negatively related to work engagement and that work engagement is negatively related to psychological withdrawal behaviors. Self-leadership moderates the relationship between abusive supervision and both work engagement and psychological withdrawal behaviors, suggesting that self-leadership strategies can buffer the negative effects of abusive supervision. Practical implications Our study highlights the importance of self-leadership training as a practical intervention to mitigate the negative impacts of abusive supervision. Organizations should consider incorporating self-leadership strategies into their training programs to enhance employee resilience and engagement. Originality/value Our study is among the first to explore the moderating role of self-leadership in the context of abusive supervision. It provides new insights into how individual-level strategies can mitigate negative workplace behaviors and enhance employee well-being.

Purpose This study aims to explore the main reasons that overqualified employees do not seek feedback. Integrating the perspective of resource conservation, we simultaneously test the relative applicability of mutual recognition respect and an overwork climate to alleviate the above relationship. Design/methodology/approach The study draws on a purposive sampling of 415 supervisor–subordinate dyads in 14 manufacturing and service companies in eastern China. The study hypotheses are tested using SPSS Process Macro. Findings The key findings show that a hostile attributional style plays a completely mediating role. Mutual recognition respect and an overwork climate mitigate the relationship between perceived overqualification and a hostile attributional style rather than between a hostile attributional style and feedback-seeking behavior. Practical implications Based on the findings, we further discuss theoretical and managerial implications and we provide policy suggestions for organizations. The research ends by highlighting its key limitations and directions for future research. Originality/value We adopt the perspective of resource conservation to explain why overqualified employees do not seek feedback through behavioral motivations of resource surplus. As a different attempt, this innovative approach adds further value to the feedback literature by exploring the nodes where mutual recognition respect and overwork play roles.

Purpose By integrating the person-supervisor fit approach with social identity theory, this paper examines the effects of similarity vs dissimilarity of organizational identification in a member–leader dyad on the member’s team identification and performance. Design/methodology/approach Polynomial regression methodology is used to analyze cross-level time-lag data of 233 member–leader dyads in 44 quality control circle teams. Findings Member–leader similarity in organizational identification is associated with the member’s stronger team identification, which further influences member’s coworker-helping behavior. Originality/value We addressed the research gap between “identification convergence” vs “identification stratification” for employees’ multiple identifications in organizations.

Purpose This study explores how shared leadership (SL) facilitates employees’ promotive and prohibitive voice. Specifically, this study aims to find the relationship between SL and work unit identification (WUI) and professional identification (PI), as well as the relationship between WUI and PI and promotive and prohibitive voice. Design/methodology/approach This study conducted a multi-level survey research and collected data from 2,264 full-time employees from 283 teams. The data were analyzed using hierarchical linear modeling software. Findings The results revealed that SL is positively related to employees’ promotive and prohibitive voice behavior. WUI and PI mediate these relationships such that SL is positively related to WUI and PI, which are positively related to promotive and prohibitive voice behavior. Originality/value This paper contributes to leadership, organizational identification and voice behavior literature by highlighting how SL affects promotive and prohibitive voice behavior via the mediating effect of WUI and PI. It also offers managerial insights to practitioners in mainland China and Asia at large on how to enhance employees’ voice behavior and make use of employees’ collective wisdom.