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One of the novel concepts in the management literature is intimate co-creation. Considering it as the outcome of workplace persuasion, this study examines its effect via team-member exchange and ethical climate for the assessment of multigroup analysis. Finding a relationship among variables is not the core objective of the study. The core objective was to assess multigroup analysis for examining measurement scales' uniformity or perceptual differences across the male and female groups using measurement invariance.

This was a quantitative study for a survey of faculty members from the top 10 Pakistani universities. It employed state-of-the-art statistical techniques, including the application of the foundational social exchange theory and the utilization of multigroup analysis in structural equation modeling (SEM) with the Analysis of Moment Structure (AMOS). The research methodology was designed to investigate the relationships between workplace persuasion, ethical climate, team member exchange and intimate co-creation. A specific emphasis was placed on assessing whether gender influences these relationships consistently across male and female groups, as determined by measurement invariance tests.

This study underscores the significant impact of ethical persuasion in the workplace on enhancing intimate co-creation among individuals, offering invaluable insights for organizational leaders. Importantly, it emphasizes that gender dynamics do not influence this relationship, underscoring the imperative of addressing gender-related workplace issues to optimize intimate co-creation. This holds particular relevance for service-based organizations, such as universities in this case.

This study makes a significant contribution by exploring the concept of intimate co-creation within the realm of organizational science, while also highlighting the crucial importance of considering workplace gender dynamics. It offers fresh insights into how these dynamics influence group creativity, guiding human resource practices toward fostering innovation within gender-inclusive workplaces. These insights gain added relevance in the evolving post-COVID-19 era and in the context of AI integration. Notably, a distinctive contribution of this study to social exchange theory lies in its innovative application of multigroup analysis to variables related to gender.

This study examined the casual workplace in the context of diffusion of innovation. The innovation of the casual workplace, the wearing of casual clothing to the office, has had positive effects on most aspects of the corporate culture. Rogers' model of innovation‐decision process (1995) provided the conceptual framework for this study. Questionnaires were sent to human resource executives of US Fortune 500 companies, with 189 executives responding to the mailed survey. Respondents were categorised into one of Rogers’ (1995) adopter categories. Chi‐square goodness‐of‐fit test, chi‐square analysis and analysis of variance (ANOVA) were used to test H1, H2 and H3 respectively. The percentages of the companies that are categorised in each of four adopter categories in this study differed from the percentages in each of five adopter categories in Rogers' (1995) model. Human resource executives’ cognisance of the casual workplace differed on two knowledge components and two casual workplace persuasion components, relative advantage and compatibility. Because the number of Fortune 500 companies adopting casual workplace attire appears to be increasing, the need for this attire continues. Therefore, textile marketers, dry‐cleaners and retailers are challenged to provide products and services to meet consumers' casual workplace apparel needs.

For businesses today, employee performance is most important. Therefore, this paper aims to the greater purpose of ‘ideal workplace’; focusing on determining the effect of workplace spirituality on employee performance because organizations tend to neglect employees’ spiritual and/or mental wellness but well-maintain the output. This paper also shines light on the mediating role of organizational citizenship behavior and the moderating nature of employee’s emotional intelligence.

The study was conducted with a cross-sectional descriptive and analytical approach. Data were collected in two rounds. In total, 761 responses (416 offline and 345 online) were analyzed for all four hypotheses using statistical data package for social sciences and analysis of moments structure; imploring correlation, regression and mediation and moderation analysis.

The study found that workplace spirituality is indeed positively linked with employees’ performance. Organizational citizenship behavior is positively associated with workplace spirituality and employee performance. Mediation analysis indicated that organizational citizenship behavior significantly enhances the relationship of workplace spirituality and employee performance. Moderation analysis suggested that employee’s emotional intelligence significantly boosts employee performance.

This research offers deep and critical insights for curating future research and managerial practices, strengthening the concept of workplace spirituality as a promising area in the fields of human resource management and organizational psychology. The study uses a unique approach and provides exclusive findings regarding Indian service and manufacturing professionals.

The purpose of this study is to examine the relationship between workplace spirituality (WS) and teachers’ professional well-being (TPW), and additionally to scrutinize the mediating role of the construct of positive psychological capital (PPC) between the two constructs.

Data were gathered from 345 teaching professionals employed in Indian higher educational institutions. The associations were verified through covariance-based structural equation modeling, mediation analysis performed and further verified through Preacher and Haye’s (2008) method.

Results indicated an epochal positive relationship between WS and TPW. Further, PPC partially mediated the relationship between the two constructs.

The inner source of spirituality among teachers can be tapped to cope with occupational stress levels, thereby augmenting the sense of professional well-being. Psychologically clear and receptive minds are indispensable in the process of teaching.

There is a paucity of research linking the relationship between WS, TPW and PPC, specifically in the higher education sector.

This paper aims to introduce two draft concepts, spiritual self-managed teams and holacracy, as solutions for reducing the friction within neo-enterprises and the issues of hierarchical leadership dynamics and mindset present within orthodox organizations’ structures and communications and they help businesses to grow further, achieve their goals, and become self-sustainable.

To counter the popular maxim, “management and leadership are what cause many problems for organizations and its people,” the authors argue for six novel propositions constructed around the two draft concepts following a critical review and meta-analysis of notable business/leadership cases, presented in a narrative-based descriptive style.

This article presents a list of novel propositions for entrepreneurs, managers and researchers who may investigate further and possibly test it in organizations. The findings merit opening new frontiers for perceiving leadership, group dynamics and decision-making in organizations using spiritual ideas.

Adopting the paper’s content can benefit organizations’ management, efficiency and sustainability. Implementation of the two novel concepts – spiritual self-managed teams and holacracy – and their combination can significantly reduce friction within organizations’ structures and communications.

To propose a newer perspective for an often-tabooed knowledge hiding by highlighting the socio-psychological experiences in knowledge sharing.

An in-depth interviewing process was adopted to study the influencers of knowledge flow, taking 42 educators of the online teaching platforms.

Unrelatedness, supervision, and engagement propelled knowledge sharing-conducive ambiance, contrary to the conclusions of the earlier studies.

Emerged themes established a connection between knowledge sharing, and the feel-good factor, promoting future researchers to extend it to higher psychological order approaches like Guanxi, Mianzi, and Ikigai.

The aim of this paper is to review two accounts of the history of workplace learning and training in the USA that emphasize issues of power and control in the determination of what training occurs, and place these issues at the center of their analyses.

The two texts are reviewed and a constructivist paradigm is considered to address issues raised in the texts.

It is suggested that a constructivist view by managers and workers can foster a positive approach to determining what training workers receive, allowing for worker training that meets the needs of managers as well as workers.

While these two works were the only ones identified through a literature search that focuses on the history of who determined worker training in the USA, and they prove insightful on this topic, this paper is limited in that these works are now respectively approximately one and three decades old.

Implementation of a constructivist view of determining training for workers can meet the needs of managers as well as workers, avoiding a zero‐sum game view.

By reviewing these two texts, and considering a constructivist paradigm in addressing issues raised by the authors, a vision of a constructivist approach to determining training is presented, with advantages to workers and managers.

The purpose of this paper is to explore the inter-linkages of mindfulness, remote engagement and employee morale as a solution to new normal, during the turbulent times of the pandemic.

Remote engagement is the biggest challenge that is faced by many organisations with their employees working remotely. This paper examines the relevance of mindfulness amidst all distractions that obstruct the employees to stay focussed in their work assignments while performing remotely. Therefore, a thorough literature survey has been made to analyse the conceptual relationship among mindfulness, remote engagement and employee morale. Based on the conceptual analysis, a set of possible frameworks linking the three constructs has been stated for future research.

This conceptual paper has come up with few possible frameworks to model the assertions by investigating and corroborating it with quantitative or qualitative studies by the future researchers.

This paper has tried to advocate the linkage of the three constructs, which is the need of the hour for setting the organisation to the new normal way of work.

The current paper suggests that the organisations can deal with the toughest challenge of engaging people remotely by practising mindfulness technique, and thereby, it would result in high morale leading to improved performance. This approach paves the way for leading a “new normal” even post-pandemic.

Due to the prevalence of the unforeseen situation of pandemic, organisations have no other way but to resort to remote work. Through the practice of mindfulness, the engagement of employees can be adhered to an extent, which results in enhanced employee morale, which can help the organisation to achieve its business objectives amidst this turbulent time and gradually resorts to function in the new normal.

The purpose of this paper is to investigate the impact of blended working (BW) on individual payoffs like psychological ownership (PO), affective organizational commitment (AOC) and digital stress (DS). Additionally, the study also examines the moderating role of organizational optimism (OO) on the relationships stated to determine the boundary condition of the relationship between BW and the individual payoffs.

A longitudinal field survey based on executives employed in the Indian service industries (comprised of state-owned banks, three healthcare and four MNCs) was conducted. Levels of BW, AOC, PO, DS and OO were measured through a validated scale, and the relationships' significance was explored.

The result indicated that BW positively influences AOC and DS, while OO influences PO positively and DS negatively. OO also moderates the influence of BW on PO and DS.

This research extends its contribution to the extant literature by (1) exploring the unique context of research in work conditions (BW) across India, (2) examining macro level factor (OO) in the linkage between BW and psychosocial factors, (3) investigating the moderating effect of OO and (4) considering a relatively large sample for empirical analysis in several waves to study BW and its individual pay-offs.

The purpose of this study is to bring out the success of the Godrej Group, focusing on their leadership styles and discussing how authentic and ethical leadership leads to value-based leadership (VBL), which has its eminence in the post-COVID-19 world.

The case study has been designed based on secondary published sources and few informal interactions with the leaders associated with the Godrej Group.

It was found that VBL is derived from authentic and ethical leadership and Adi Godrej, Chairman of Godrej Group, managed to sail through all these years successfully by adopting the authentic, ethical and VBL style, thereby transforming the family business into a global business and a valuable brand.

The case study is based on secondary published sources and informal interactions with the Godrejites. The different elements and eminence of authentic, ethical and VBL styles are explored. These values will play a significant role in the post-COVID-19 world. Value-based leader inculcates a clear, honest, empathetic and simple approach to employer–employee communication as the COVID-19 situation evolves. This case will therefore be of value to anyone using or considering a value-based approach to developing a successful leadership culture. These include Masters of Business Administration students, entrepreneurs, professional practitioners, etc.