Purpose – With the growing demand for ethical standards in the prevailing business environment, ethical leadership has been under increasingly more focus. Based on the social exchange theory and social learning theory, this study scrutinized the impact of ethical leadership on the presentation of ethical conduct by employees through the ethical climate. Notably, this study scrutinized the moderating function of the person organization fit (P-O fit) in relation to ethical climate and the ethical conduct of employees. -/- Design/methodology/approach – To (...) evaluate the research hypotheses, two-wave data were collected from 295 individuals who are currently employed in various Iraqi organizations (i.e. manufacturing, medical, and insurance industries). -/- Findings – In line with the hypotheses, the outcomes from a sample of 295 workers working in different Iraqi entities exhibited a positive relationship between the ethical behavior of leaders and the ethical conduct of employees in the ethical climate. Moreover, it was observed that the P-O fit of employees moderated the relationship between ethical climate and the ethical conduct of employees such that the relationship was more robust for those with a high P-O fit in comparison to those with a low P-O fit. -/- Research limitations/implications – The primary limitation of this study is in the data, which was obtained from a single source. Although the study conducted two surveys and utilized a mediation and moderation variables model that was less likely to be influenced by common method bias (CMB) (Podsakoff et al., 2012), one cannot completely rule out CMB. Apart from the potential effects of the CMB, the consistency of the empirical findings could have also been compromised since self-reported data were utilized in measuring ethical behavior, which can be a very complex and sensitive issue. For this reason, the social desirability response bias cannot be ruled out completely. When possible, future studies must gather data from multiple sources. Furthermore, supervisors must evaluate the ethical behavior of employees. Another limitation was that the findings of this study were based on a sample in a Middle Eastern cultural context such as in Iraq. Perhaps, the particular cultural features of this context, which encompassed, among other things, strong adherence to religious values (Moaddel, 2010), could have influenced the findings of this study. It is true that the effects of differences (P–O fit) are highly likely to replicate across cultural contexts (Triandis et al., 1988). However, it can be seen that further studies are needed to evaluate the context-sensitivity of these findings (Whetten, 2009) by analyzing other cultures, where the importance of religiosity is on the decline (i.e. in Western countries, Ribberink et al., 2018) or where the cultural features are very much different from those that apply to Iraq. Lastly, other external factors were not taken into account by this study as it tried to explain ethical behavior. Ethics is a highly complex subject and is influenced by numerous variables at the organizational, individual, and external environment levels. Thus, caution must be observed when making inferences from the present study which, to a certain degree, offered a simplified version of ethical behavior by concentrating on a few variables such as the Arab culture’s traditional ideology, which dominates even science (Abu Khalil, 1992). In addition, there are political conflicts in the Middle Eastern cultural context such as what is happening in Iraq (Harff, 2018). Thus, it is important to include such aspects in future researches. -/- Practical implications – In terms of management, the findings send a clear signal to those in the upper echelon that, without ignoring the issue of ethics in organizations, employees are a critical aspect to be taken into account to encourage ethical behavior at the workplace. This study has important practical implications. First, this study determined that ethical leadership (here, of the supervisors) positively influences the behavior of subordinates (refers to the supervisors here); this, in turn, further improves the ethical behavior of employees. It is vital that managers or supervisors are motivated to practice ethical leadership because they directly influence the employees. It has been suggested that top managers, especially chief executive officers, have the ability to shape the ethical climate, which also influences the ethical behavior of employees further. This study offered several feasible ways that managers can apply to achieve that. In particular, top managers may utilize the ethical climate as a way of communicating the ethical values that they have to their subordinates, thereby serving as a motivation for the subordinates to adopt ethical behavior. It was also suggested by this study that ethical climate and the P–O fit may, to some degree, substitute each other as they influence the ethical behavior of employees. Therefore, firms that were identified to have a low level of ethical standards, practices, and policies, at least from the employees’ perspective, are better poised to conduct ethical issues in order to construct the ethical behavior of their subordinates. More importantly, it is highly essential that the value congruence between an organization and its followers be considered. -/- Social implications – This study highlighted the notion of ethics and how it’s essential for society. Ethics refers to the norms, standards, and values that direct the behavior of an individual. Ethical behavior is vital in society because we need to be treated with respect as human beings. -/- Originality/value – This study responds to recent calls for more research to identify factors that may strengthen or mitigate the influence of ethical behavior in the workplace such as ethical leadership, ethical climate, and Person–Organization. (shrink)

Corruption devours profts, people, and the planet. Ethical leaders promote ethical behaviors. We develop a frst-stage moderated mediation theoretical model, explore the intricate relationships between ethical leadership (member rated, Time 1) and employee ethical behaviors (leader rated, Time 3), and treat ethical climate and organizational justice (member rated,Time 2) as dual mediators and leaders’ moral attentiveness (leader rated, Time 3) as a moderator. We investigate leadership from two perspectives—leaders’ self-evaluation of moral attentiveness and members’ perceptions of ethical leadership. We theorize: (...) These dual mediation mechanisms are more robust for high moral leaders than low moral leaders. Our three-wave data collected from multiple sources, 236 members and 98 immediate supervisors in the Republic of Iraq, support our theory. Specifcally, ethical leadership robustly impacts organizational justice’s intensity and magnitude, leading to high employee ethical behaviors when leaders’ moral attentiveness is high than low. However, ethical leadership only infuences the ethical climate’s intensity but has no impact on the magnitude when leaders’ moral attentiveness is high than low. Therefore, organizational justice is a more robust mediator than the ethical climate in the omnibus context of leader moral attentiveness. Our fndings support Western theory and constructs, demonstrating a new theory for Muslims in Arabic’s emerging markets. Individual decision-makers (subordinates) apply their values (ethical leadership) as a lens to frame their concerns in the immediate (organizational justice and ethical climate) and omnibus (leader moral attentiveness) contexts to maximize their expected utility and ultimate serenity-happiness. Ethical leadership trickles down to employee ethical behaviors, providing practical implications for improving the ethical environment, corporate social responsibility, leader-member exchange (LMX), business ethics, and economic potentials in the global competitive markets. (shrink)

Ethical leaders can influence followers’ ethical behaviors by establishing an ethical climate. However, followers’ responses to an ethical climate may also differ according to the amount of attention they devote to moral questions. This study analyzes whether moral attentiveness augments the positive effect of an ethical climate on employees’ ethical behaviors, as well as the indirect effect of ethical leadership on employee ethical behavior through an ethical climate. Data from 270 employees in the Malaysian manufacturing industry indicate that the positive (...) impact of an ethical climate on ethical behavior is greater among employees who exhibit high rather than low moral attentiveness; this moderating role also applies to the relationship between ethical leadership and employee ethical behavior through the ethical climate. This study thus sheds new light on the notable role of moral attentiveness in ensuring that ethical leadership and ethical climate enhance ethical behavior in the workplace. (shrink)

The vital role of the private sector in the overall development of a country is crucial as proven by private tertiary industries. Despite its phenomenal success all over the world, private sectors are facing enormous challenges due to the frequent turnover of Generation Y (Gen Y). Such phenomena cause massive overt and covert losses. Gen Y workers are optimistic, practical and often have attrition tendencies at workplaces. Extensive literature indicates the turnover problem of Gen Y remains unresolved. Frustration acts as (...) the most crucial factor contributing to frequent turnover. The employers state similar effects. Turnover studies have been performed in the Western sense, though turnover problems exist all over the world, which include a developing country like Bangladesh. Another problem is the turnover rate in the public sector is lower than in the private sector. Since each company strives to achieve the best output and lower turnover to avoid brain drain, they refrain from high turnover costs and maintaining competent staff. This quantitative study discovers that there is an urgent need to establish retention-friendly approaches to mitigate Gen Y frustration and retain them in the workplace. Gen Y retention approaches, management initiatives, soft HRM, work-life balance, and employee satisfaction are vital resources for Gen Y retention in the private sector. (shrink)

Purpose – The goal of this study is to examine the factors (e.g. enjoyment, skills, challenge, telepresence and flow) that influence players’ purchase intention toward Dota 2 virtual in-game as well as examine the effect of flow toward purchase intention of Dota 2 through the critical mechanism (i.e. continuous intention). Notably, the analysis of the moderating role of enjoyment of buying on the relation of (a) flow and purchase intention of Dota 2 in-game, as well as (b) between flow continuous (...) intention and finally (c) between continuous intention purchase intention of Dota 2. -/- Design/methodology/approach – The data were gained from 331 users using Google Forms and posted to respondents on social media platforms and forums such as Facebook and Reddit, as these websites have the closest reach to gamers. -/- Findings – The study revealed that enjoyment, skill, challenge and telepresence have a positive effect on flow. Also, the flow was significantly related to purchase intention. The continuous intention has significantly mediated the relationship between flow and purchase intention. Importantly, this study found that the moderating role of buying enjoyment increases the relationship between flow and purchase intention (H7a) and between continuous intention and purchase intention (H7c). In contrast, the moderating role of buying enjoyment on the relationship between flow and continuous intention (H7b) was not supported. Hence, this study sheds new light on the notable Dota 2 in-game and continuous intention purchase intention of the users. -/- Originality/value – In response, this study’s main research question can be highlighted on testing how enjoyment, skills, challenge, telepresence, in-game virtual items influence purchasing intention when the enjoyment of buying moderates the proposed relationship? Therefore, this study aims to examine the significant elements like enjoyment, skills, challenge telepresence toward flow, and subsequently, the effect of flow toward purchase intention of Dota 2 in-game through continuous intention as a key mechanism which is urgently needed to minimize the gap in-game virtual items literature. Significantly, this study also intends to explore the contingent role of enjoyment of buying on the relation of flow and purchase intention of Dota-2 ingame, as well as between flow and continuous intention and finally between continuous intention and purchase intention. (shrink)

In today's global economy, organizational effectiveness and innovation have become top priorities, putting pressure on all businesses worldwide. Therefore, this study aims to explore the impact of organizational culture on effectiveness through organizational innovation. We analysed organizational resistance as a boundary condition on the relation of organizational innovation and effectiveness to seek whether organizational resistance enhances the positive effect of organizational innovation on effectiveness and on the indirect effect of organizational culture on the effectiveness of organization via organizational effectiveness. Organizational (...) resistance is important because it occurs when employees understand how they fit into the new way of doing things, such that organizational innovation has a positive impact on organizational effectiveness. The data were collected in two waves from 280 manager-employee dyads operating in Pakistan’s banking industry. The outcomes indicated that organizational culture positively influences organizational effectiveness; therefore, this relationship is mediated by organizational innovation. The positive influence of organizational innovation on organizational effectiveness is greater among individuals who embraced improvements rapidly than among those who did not. Additionally, organizational resistance reinforces the relationship between organizational culture and effectiveness through organizational innovation, such that the relationship is greater for those who embrace compliant advancement. Thus, the theoretical and practical implications of this study are discussed. (shrink)

There is a great deal of evidence that method bias is really sure influences item validities, measurement error, correlation and covariance between latent constructs and thus leading the researchers to erroneous conclusion due to inflation or deflation during hypothesis testing. To remedy this, the study provides a guideline to minimize the method bias in the context of structural equation modeling employing the covariance method (CB-SEM) using medical tourism model. A practical approach is illustrated for the identification of method bias based (...) on the new construct namely common latent factor. Using this latent construct, we managed to identify which item has potential to permeate more variance from common latent factor. Nevertheless, we figure out that the method bias is do not exist in our developed model. Therefore, this measurement model is appropriate for structural model in order to achieve the research hypotheses. We hope that this discussion will help the researchers anticipate which items are likely exposed on method bias before proceed to advance modeling. (shrink)

The public’s actions will likely have a significant effect on the course of the novel coronavirus (COVID-19) pandemic. Human behavior is conditioned and shaped by information and people’s perceptions. This study investigated the impact of risk perception on trust in government and self-efficacy. It examined whether the use of social media helped people adopt preventive actions during the pandemic. To test this hypothesis, the researchers gathered data from 512 individuals (students and academics) based in Malaysia during the COVID-19 pandemic. Our (...) results suggested that risk perception had a significant effect on trust in government and self-efficacy. Moreover, these correlations were stronger when social media was used as a source for gathering information on COVID-19. In some cases, it even helped users avoid exposure to the virus. This study assessed the relationship between risk perception and the awareness gained from using social media during the pandemic and highlighted how social media usage influences trust in government and self-efficacy. -/- . (shrink)

Purpose – The internet creates ample opportunities to start a mobile social commerce business. The literature confirms the issue of customer trust for social commerce businesses is a challenge that must be addressed. Hence, this study aims to examine the antecedents of trust in mobile social commerce by applying linear and non-linear relationships based on partial least squares structural equation modeling and an artificial neural network model. -/- Design/methodology/approach – This study applied a non-linear artificial neural network approach to provide (...) a further understanding of the determinants of trust in mobile social commerce based on a non-linear and non-compensatory model. Besides, a questionnaire was distributed to 340 social commerce customers in Malaysia. -/- Findings – The conceptual framework for investigating trust in mobile social commerce has various advantages and contributions to predicting consumer behaviour. The results of the study showed there is a positive and significant relationship between social support, presence and unified theory of acceptance and use of technology2 (UTAUT2). In addition, UTAUT2 has fully mediated the relationship between social support, presence and trust in social commerce. Finally, the results concluded the relationship between UTAUT2 and trust in social commerce would be stronger when the diffusion of innovation and innovation resistance is high and low, respectively. -/- Research limitations/implications – The current study provides a novel perspective on how customers can trust social m-commerce to provide real solutions to managers of encouraging e-marketing among consumers. -/- Practical implications – This paper shows how businesses can develop trust in social m-commerce in Malaysian markets. The findings of this study probably could be extended to other businesses in Asia or other countries. Because trust in social e-commerce has a dynamic role in consumer behaviour and intention to purchase. -/- Originality/value – This study provided a new perspective on mobile social commerce and paid more attention to an investigation of such emerging commerce. The originality of this study is embodied by investigating an integrated model that included different theories that presented new directions of trust in mobile social commerce through social and behavioural determinants. (shrink)

Aims: Companies that should operate in competitive business environments must be able to sustain competitive responses over time. Making such responses, however, typically necessitates the firm's managerial capacity to constantly integrate its properties, ensuring that they are all matched with changing market needs. Based on the literature of Knowledge Management and Dynamic managerial capabilities, this paper contributes to our understanding by developing an Integrative Managerial Capabilities concept, which refers to “managers’ ability to orchestrate a firm resource base through the processes (...) of search, selection, configuration and deployment to achieve and sustain a firm competitive response”. Integration mechanisms are described which provide a key managerial capability. According to the literature on strategic management, limited past studies research has focused on facets of the firm's integrative capabilities. In the current literature, there is a notable lack of comprehensive insight into how companies actually orchestrate "integrate" resources and principal to achieve sustained success in complex environments. -/- Method/Approach: To answer the research questions, the study employed two data collection strategies: qualitative interviews; “semi-structured interviews”, and an openended survey, “online questionnaire”. -/- Findings: The relationship among managerial integrative capabilities and various levels of a firm's systemic structure, in particular, has never been clearly explained. The research concludes that the incorporation process is highly relevant to the case study examples, and that middle management can be seen to have a substantial effect on company change as a result of top and lower-level management integration. -/- Originality: this study argued that better and faster integration between the three main integrative mechanisms “search and selection, configuration and deployment” should itself be a potential source of sustained competitive respond; and that usually that integration will need to traverse “high, middle, and low managerial levels” of management structure. Implications: we recommend that future research into managerial integration processes, such as particular types of transition programs, be undertaken. (shrink)