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Knowledge sharing is increasingly important in today’s information age and extant literature considers knowledge hoarding as an undesirable form of knowledge-withholding behavior. As knowledge hoarding is a generic, nonintentional behavior, specific attitudes and organizational processes are unlikely to curb it. Hence, the study postulates that reflection, awareness and group identification are necessary to combat innate tendencies toward knowledge hoarding. To test these hypotheses, this study aims to explore the role of mindfulness and relational systems in reducing employees’ knowledge hoarding by increasing their meaning-making through work.

The study results are based on a cross-sectional survey of 203 employees in India working for different organizations. Standardized scales were used for capturing data, and partial least squares structural equation modeling was used for analysis.

Mindfulness and team cohesion were positively related to an increase in meaning-making through work. Supervisor support improved perceptions of team cohesion. However, contrary to expectations, team cohesion and meaning-making through work were positively, rather than negatively, related to knowledge hoarding.

The cross-sectional nature of the study prevents strong inference of causal relationships. Future studies may use a longitudinal design to test the relationships.

It highlights the role of meditation sessions and supervisory support in improving employees’ perceptions of meaning-making through work. It exhorts managers to systematically assess the impact and societal perceptions regarding knowledge hoarding rather than automatically assume a negative attitude.

To the best of the authors’ knowledge, this is the first study to investigate the impact of mindfulness, team cohesiveness and meaning-making through work on employees’ knowledge hoarding behaviors. The study results suggest that knowledge hoarding may be perceived positively in certain cultures. It highlights the inconsistencies in the conceptualization and operationalization of knowledge hoarding and suggests the need for better construct delineation and empirical studies related to knowledge hoarding.

Public service motivation (PSM), among actual and prospective employees in the public sector, lead to positive work outcomes. However, there is limited integration of PSM with existing motivational theories, especially self-determination theory (SDT). The impact of destructive leadership styles on PSM is also understudied. The study aims to fill the gap.

The study used a cross-sectional survey of 693 public sector officials employed in Indian Railways to test the hypotheses. PLS-SEM was used for the analysis. The study found that fulfillment of basic psychological needs (BPN) at work leads to improved PSM while BPN partially mediates the positive/negative effect of constructive/destructive leadership styles like servant/autocratic leadership on employees' PSM.

Autocratic/servant leadership was negatively/positively and significantly related to PSM and to all three BPN needs. Servant leadership was found to be positively and significantly related to all three BPN needs, while the BPN needs partially mediated the relationship between servant leadership and PSM.

The study identifies servant leadership as a driver of PSM and suggests that managers employed in public sector establishments should be trained to be less autocratic and more attuned to subordinates' needs. The baneful impact of autocratic leadership on employee PSM is highlighted. The cross-sectional nature of study makes it susceptible to common-method bias. The sample was limited to a single country. Future longitudinal and experimental studies based on samples drawn from multiple countries can yield more robust results.

The study advances the integration of PSM with SDT by identifying PSM with introjected motivation. It is also the first study to link destructive leadership styles with a reduction in employees' PSM. It identifies a counterintuitive, negative relationship between competence need satisfaction and PSM in the Indian public sector.

The study aims to understand the phenomenon of workplace ostracism from multiple perspectives (target, perpetrator and observer). The understanding of the phenomenon is used to thematically analyse the antecedents of workplace ostracism and identify appropriate strategies for each antecedent.

The study findings are based on face-to-face semi-structured interviews with thirty-three senior and medium-level employees from various public and private sector organizations in India. The interview transcripts were systematically analyzed to identify antecedents of ostracism, which were inductively grouped together based on similarity.

The antecedents of workplace ostracism were grouped into four major heads: perceived non-alignment with organizational needs; emotional reaction; unconscious social processes and structural and demographic differences. Based on interview transcripts, strategies to reduce the effect of each of the broad antecedents of ostracism were identified.

Workplace ostracism has been linked with multiple negative outcomes including increased stress and turnover intention. The study provides managers with a framework that enables them to evaluate and understand incidences of ostracism among their subordinates. The study also equips managers with the knowledge of specific strategies for dealing with specific antecedents of ostracism.

The study answers the need to look at the phenomenon of ostracism through multiple perspectives. It identifies multiple potentially new antecedents and strategies to deal with workplace ostracism and groups them in a coherent manner. It is among the few studies on ostracism in India and extends the generalizability of the construct.

The growth of the global labor force and business analytics has significantly impacted human resource management (HRM). Human resource (HR) analytics is an emerging field that creates value for employees and organizations. By examining the existing studies on HR analytics, the paper systematically reviews the literature to identify active research areas and establish a roadmap for future studies in HR analytics.

A portfolio of 503 articles collected from the Scopus database was reviewed. The study has adopted a Latent Dirichlet allocation (LDA) topic modeling approach to identify significant themes in the literature.

The HR analytics research domain is classified into four categories: HR functions, statistical techniques, organizational outcomes and employee characteristics. The study has also developed a framework for organizations adopting HR analytics. Linking HR with blockchain technology, explainable artificial intelligence and Metaverse are the areas identified for future researchers.

The framework will assist practitioners in identifying statistical techniques for optimizing various HR functions. The paper discovers that by implementing HR analytics, HR managers and business partners can run reports, make dashboards and visualizations and make evidence-based decision-making.

The previous studies have not applied any machine learning techniques to identify the topics in the extant literature. The paper has applied machine learning tools, making the review more robust and providing an exhaustive understanding of the domain.

Workplace deviant behaviors (WDBs) have a significant negative impact on firms. Present study explores the role of employees’ perception of firms’ internal corporate social responsibility (internal CSR) in reducing their intention to engage in WDB. Social exchange theory (SET) and job demand-resource (JD-R) model form the conceptual underpinning of the study.

Hypotheses were developed based on a comprehensive literature review and tested on employees working in various public and private sector organizations in India. AMOS and SPSS PROCESS macro were used to test the conceptual model.

Employees’ perception of firms’ internal CSR reduced their intention to engage in WDB. Occupational strain was confirmed as a mediator in the above mentioned relationship. Further, the study also establishes internal CSR as an antecedent to increased perceptions of procedural justice.

Managers may leverage internal CSR communication as a tool to minimize WDB at the workplace. Moreover, it may also be used to reduce occupational strain and strengthen the perceptions of fairness among employees.

Very limited research is available on internal CSR and WDB. Through this study authors contribute to the nascent literature by affirming the negative relationship between internal CSR and WDB using the SET and JD-R model.

This study aims to quantitatively review previous empirical studies on leadership style and safety culture using meta-analysis and identify the most influential leadership style across organizations. Further, the moderating effect of riskiness in the organizational process on the relationship between leadership style and safety culture was also done.

The authors conducted a systematic literature review and applied meta-analysis based on 24 empirical studies to calculate the effect size for the relationships between leadership style and safety culture.

A substantial effect size between leadership style and safety culture (r = 0.50). It was interesting to note the significant relationship between leadership and safety culture, irrespective of high- and low-risk organizations. Moreover, empowering leadership style (r = 0.60) emerged as the most influential leadership style across all organizations and in high-risk organizations.

The meta-analysis established leadership as an essential antecedent of safety culture and suggests implications for future research and practice related to safety and leadership.

Public service motivation (PSM) is a universal construct, but indigenous traditions and culture of a country are known to influence its measurement. Currently, no research on PSM in India is available. To facilitate PSM research in India, this article compares the two most used measures of PSM (PSM-14 and PSM-16) to identify the most suitable scale for further exploration.

The study uses a cross-sectional survey research design. Data were collected from 387 employees working in the public sector. ADANCO, a PLS-SEM package, was used to analyze the data.

Contrary to expectations, it was found that the older PSM-14 exhibited better psychometric properties than the newer PSM-16. The PSM-14 also exhibited greater predictive validity than PSM-16.

The study demonstrates that PSM is a valid construct in India and can be measured adequately by existing instruments. However, certain sub-dimensions of the scale (such as compassion) may be reworded/changed to reflect Indian cultural ethos better.

The findings will be tremendously helpful to researchers interested in examining the correlates of PSM in the Indian context by making it easier to select the appropriate measurement instrument. The study also provides a careful examination of each of the sub-dimensions of the construct to enable the development of more robust PSM measures in the future.

The increasing globalization of business has led to increasing demand for executives who can function in cultural milieus different from their own. This demand has been exacerbated by the fact that globalization has not led to cultural homogenization and hence, for good or bad, executives are not able to universally apply the home country's conceptualizations of rights, responsibilities and duties and must operate within the constraints of host country's cultural environments. Hence, business scholars and global executives increasingly need to reflect on the conceptualization of rights, responsibilities and duties; understand the historical context which has led to different conceptualizations across geographies and appreciate and harness these differences for improving business effectiveness. This paper helps in this endeavor by explaining the differences and similarities that exists between the Indian and Western cultures regarding the concepts of roles, responsibilities and duties. This exposition will help multinational organizations improve their internal practices and employee training methods.

This study attempts to trace the differences and similarities in the conceptualization of rights, duties and responsibilities between the Western tradition and the Indic tradition by literature review. The Indic tradition refers to the broad cultural paradigm that shapes the thinking of the people of Indian subcontinent. The prominent sources of the Indic tradition include Hinduism and Buddhism. India was a British colony for two hundred years and is home to one of world's largest English-speaking population. There are more Muslims in the Indian subcontinent than in the Middle East (Grim and Karim, 2011). Hence, the Indic tradition has also been substantially influenced by the Western and Islamic traditions.

The paper argues that Westerners and Indians have different conceptualization of rights, duties and responsibilities and their relative importance. Broadly speaking, Indian ethos focuses on context-specific responsibilities while the Western attitude focuses on universal rights. These differing conceptualizations have been shaped by the cultural history of the two regions and are manifested in the decision-making styles, levels of individual autonomy and views on the ethicality of actions. There is a need to train expatriate Western and Indian managers on these issues to enable smooth functioning.

The cross-cultural literature has tended to lump together all non-Western civilizations under the category of East thereby ignoring significant differences between them. The Far-East countries of China, Korea, Taiwan and Japan have been highly influenced by the Confucian ethics. India-specific social systems like the caste system, division of human life span into stages with specific responsibilities, enduring worship of nature and Western influence through colonization have been absent in these countries or much less marked. The paper aims to bring forward the distinguishing features in Indian thought that contributes to its distinctive attitude toward rights, responsibilities and duties; contrast it with the Western views on rights and duties and identify the relevance of the discussion to the business context.

The cross-cultural training needs to emphasize both conflict resolution and behavioral aspects. For example, the conflict resolution process in Western countries can be more algorithmic with conflicts being rationally determined by consistent application as well-defined rules (as nature of duties is more universal in Western tradition). On the other hand, conflict resolution practices in India need to be contextual and may require appeals to higher ideals (as nature of duties is more contextual and idealistic in Eastern tradition).

The differences in attitudes regarding rights, responsibility and duties between the West and India suggest the need for cross-cultural training of managers and contextual conflict resolution techniques. The need is exacerbated by the increase in the number of multinational corporations (MNCs). Earlier, most MNCs were headquartered in the West and hence cross-cultural training was primarily geared to help Western expatriates fit into the host country culture (Nam et al., 2014). The growth of Asian MNCs has increased the need of cross-cultural training for Asian expatriates (Nam et al., 2014).

The training processes can be customized to supplement cultural strengths and promote behaviors that are culturally inhibited. Employees in India can be trained to emphasize the value of assertiveness in communication, the need to articulate one's personal success and appreciate the rigid nature of rules in Western contexts. Similarly, Westerners can be trained to emphasize the importance of context in business interactions, the need to forge personal relations for business success and the importance of paternalistic behavior in securing employees commitment.

The purpose of this paper is to empirically exhibit the moderating effect of learner interaction (LI) on motivation to learn (MTL), mobile learning (ML) and online learning climate (OLC), so as to bring in enhanced rigour to the virtual knowledge dissemination during the times of crisis.

A total of 784 valid responses were considered for the confirmatory factor analysis to test the proposed hypotheses.

The study found that MTL and ML contributed to improved OLC and high LI moderated the positive relationship between MTL, ML and OLC. LI also directly contributed to an improved OLC.

Measures need to be designed to crowbar motivation to ensure heightened interaction of learners, to gear up the ML reach soaring heights achieving a dynamic OLC. Acclimatization of the OLC will be the visionary solution to tackle learning disruption during today’s pandemic times and also many other challenges to come in near-far future.

The current study established the moderating role of LI in influencing OLC, and also motivating facilitator’s for designing upgraded content, and thereby fuelling the intention to learn.

Performance management systems (PMS) are integral to an organization's human resource management but research is ambivalent on their positive impact and the mechanism through which they influence employee behavior. This study fills this gap by positing work engagement as a mediator in the relationship between perceptions of PMS effectiveness, employee job satisfaction and turnover intentions.

The study uses a survey-based design. Data were collected from 322 employees in India attending a management development program at a premier business school. Partial least squares–based structure equation modeling package ADANCO was used for data analysis.

Positive perception of PMS effectiveness was found to enhance employee work engagement. This increased job satisfaction and reduced turnover intentions among employees. Thus, work engagement mediated the relationship between PMS perceptions and job satisfaction and turnover intentions.

The results suggest that organizations need to focus on three characteristics of PMS, namely its distinctiveness, consistency and consensus. These characteristics determine the effectiveness of PMS in engaging employees and influencing their job satisfaction and turnover intentions.

Prior studies on performance management have largely been limited to aspects of justice and focused disproportionately on the appraisal aspect of performance management. This study takes a systems view of performance management and addresses prior shortcomings by examining the role of clarity and horizontal fit between PMS practices in determining employee engagement. The study also provides much needed empirical support to theoretical studies which have argued that PMS is a driver of engagement in organizations (Gruman and Saks, 2011; Mone and London, 2014).