Purpose – Based on the theory of organizational socialization, this article broadens the knowledge in the field of organizational commitment by determining the relationship between the organizational climate (OC) and the employees’ commitment, as well as the moderating role of the person-environment (P-E) fit.
Design/methodology/approach – We conducted quantitative research using three psychometric questionnaires. We investigated a large sample (N 5 1,032) of employees hired in Poland.
Findings – We found strong relationships between the OC, the employees’ fit and their commitment. Moreover, both supplementary and complementary fit significantly moderated the relationships between the majority of climate dimensions and, especially, affective commitment. Interestingly, highly fitted employees with longer tenure showed a stronger relationship between material climate dimensions and commitment compared to similarly fitted newcomers, for whom the most important were relationships with co-workers and superiors.
Research limitations/implications – We analyzed only a subjective fit among employees working in Poland. Although it was beneficial for developing the OC knowledge of non-American sample, the results require cautious generalization.
Practical implications – Assessing a candidate’s fit with the organization through detailed interviews, behavioral questions or practical tasks during the selection process can improve candidates’ and employees’ P-E fit. A better fit can increase commitment, even if the OC or other factors are not perfect. Socialization tactics aimed at strengthening the fit can facilitate better alignment with the climate and higher commitment among employees with longer tenure.
Originality/value – This study is the first to empirically verify the moderating role of the P-E fit on the relations between OC and organizational commitment. It also considers the comparison between more experienced employees and newcomers.

Purpose – We aimed to determine how remote management support (MS) practices and staff diversity influenced employee performance (EP) within the digital workplace (DW) during the COVID-19 pandemic. The article highlights the challenges managers face in achieving EP in the DW compared to traditional work environments.
Design/methodology/approach – We developed a theoretical model (MS→DW→EP) and tested it based on the computer-assisted web interview (CAWI) conducted in mid-2022. Factors of primary, secondary and organizational diversity moderated the relationship between the variables. We purposely selected a sample of 1,000 respondents with remote working experience.
Findings – The results show that the DW partially mediates the relationship between MS and EP. The greater the uncertainty in managing people, the more flexibility, trust and job satisfaction required in the DW to achieve EP. Organizational diversity influenced the model more (i.e. teamwork vs individual work) than the primary and secondary diversity (i.e. gender and education).
Research limitations/implications – Although the sample size was large, we cannot consider it
statistically representative.
Practical implications – Zoomers and Millennials reflect full mediation in the model that supports EP. Social implications – Broader work autonomy, smaller organizations and teams as well as hybrid work arrangements, reduce the necessity for in-person meetings with superiors.
Originality/value – Supervisors had to reduce control over the DW while expanding organizational citizenship behavior (OCB) to enhance job satisfaction and thus ensure the expected EP during the pandemic. We may consider allowing an employee to postpone work as a new managerial activity within MS.

Purpose – In recent years we have seen major technological advancements including the launch of large language models such as ChatGPT and the popularity of the digital transformation topic among professionals and academics. Despite this, the pace of digital transformation is surprisingly slow. We aimed to identify behavioral antecedents of an organization’s sluggish digital transformation.
Design/methodology/approach – We adopted the organizational level of analysis, which differs from prior analyses of technological revolutions that looked at the phenomenon from an aggregate labor market or society level of analysis.
Findings – We identified dehumanization as a key construct useful in examining the behavioral impediments to digital transformation. We indicated that the traditionally dual understanding of dehumanization needs to incorporate the actual involvement of non human agents in operational and decision-making processes in organizations.
Originality/value – We complemented the predominant approach of digital transformation, which focuses on technology and related business model development, with a behavioral approach. We considered digital transformation as an extreme degree of change, similar to the Industrial Revolution. We paved the way for the conceptual development of dehumanization in the digital world and for developing managerial practices useful in alleviating concerns that impede the pace of digital transformation.

Purpose – The authors analyzed the relationship between learning orientation (LO) and performance in micro, small and medium-sized enterprises (MSMEs) by investigating the moderating role of environmental dynamism to answer the need for systematic research of models between LO and firm performance (FP). Design/methodology/approach – The authors investigated the (in)direct relationship between LO and FP. The authors collected data from 182 MSMEs operating in technology parks (TPs) in Poland. The authors used two methods in the quantitative empirical research. The authors used linear regression models to test the hypotheses, which allowed for a global assessment of relationships among all analyzed variables. Dynamic capabilities (DCs) framework guided the study.
Findings – The study results show that FP benefits from LO-related behaviors. LO is an important stimulant of FP. Meanwhile, the authors did not classify market dynamism (MD) as a moderator of the LO-FP relationship.
Research limitations/implications – By design, the authors surveyed only MSMEs open to participate in the survey, which potentially limits generalizability. Furthermore, future researchers may consider other types of strategic orientations (SOs) to further explain the impact of multiple SOs on FP in specific industries. Originality/value – This article presents arguments that allow for recognizing LO as a strategic organizational factor shaping FP.

Purpose: This study presents a nine-factor, 32-item measure of work environment scale in the service sector. A healthy work environment is one in which employees trust the people they work for, have pride in what they do, and enjoy working with the people (Levering and Moskowitz, 2004).

Methodology: This instrument builds on the conceptual model espoused by Insel and Moos (1974), Gordon (1973), Fletcher and Nusbaum (2010), Amabile et al. (1996), and Spector (2003). The scale included items elicited through a literature review, the use of the Delphi technique with a panel of experts, and tested on 824 full-time employees from nine service sector industries and five major cities in India.

Findings: The Work Environment Services Scale (WESS) is a reliable and valid scale useful for measuring the nine work environment factors in the Indian services organization, with its own norms and a detailed manual.

Originality/Value: The prevailing scales for measuring work environment do not capture the influence of ethics, recreation facilities, and the impact of social giving on the work environment. Most scales were suitable for sectors in the Western context, and there were no Indian scales measuring service employees’ perception of their work environment.

Purpose: To explore how the predecessors and successors of Polish family businesses use and refine existing knowledge, identify knowledge deficiencies or absences, and create new knowledge during the working together stage.
Methodology/approach: The article builds on qualitative empirical material gathered in 2018 and 2019 with a problem-centered interview approach aiming to capture the complex and potentially diverging realities of both generations. Altogether, 48 preliminary interview questionnaires were completed and, subsequently, 46 interviews were conducted.
Findings: The study captured that the use of existing knowledge during the Working Together period is significantly supported by the fact that the old and young generation share several unarticulated beliefs, mental models, and behaviors. However, the identification of knowledge gaps and the creation of new knowledge are heavily hindered by the fear of confrontation and only declarative – instead of active – interest of the older generation in creating new knowledge.
Originality/value: The article bridges the gap between the literature on organizational ambidexterity and family business by empirically investigating the intergenerational dynamics of owners’ families regarding knowledge creation. Moreover, we introduce the concept of intergenerational familial ambidexterity.

Purpose: The purpose of the research was to find out the correlation between the motivation and costs of internal or external locus of control and the propensity to mentor. Investment of time and per sonal energy was regarded as factors with an internal locus of control, whereas a lack of mentee’s achievement, problems caused by a mentee, unhealthy or unfriendly relation, and a risk to be replaced by a mentee were regarded as factors with an external locus of control. In the case of internal factors, their locus of control is the mentor him/herself while, in external factors, their locus is outside of the mentor and lies in a situation or an environment.

Methodology: A quantitative cross-sectional study among Polish managers.

Findings: First, the results show that uniquely intrinsic motivation relates to the propensity to men tor, while extrinsic motivation has no importance. Second, before deciding to mentor, managers estimate the costs of mentoring: the higher they are the lower the propensity to mentor. Third, the costs related to the internal locus of control – time and personal energy invested by a mentor in men toring – are most important when deciding to mentor. The risk of destroying a mentor’s reputation, problems caused by a mentee, unfriendly or unhealthy relationship and a risk to be replaced by a mentee emerged as of little importance. Fourth, previous experience as a mentor or mentee positi vely influences the propensity to mentor.

Value: The study contributes to existing research, theory, and practice in the field of organizational behavior in the context of mentoring. The findings shed light on decision patterns in managers’ pro pensity to mentor and thoroughly explore the role of the anticipated cost of mentoring.

Purpose: The goal of this paper is to develop a framework describing the mechanisms which explain how and when CSR engagement affects company’s bottom line, based on a review of the business case for CSR literature.

Approach: This article is conceptual and based on literature review. By using a CSR stage development model, behavioral and stakeholder perspectives, it offers a descriptive multi­dimensional integrative framework of the business case for CSR.

Findings: The fndings show that the relationship between engagement in CSR activities and corporate performance (CP) depends on a CSR development stage, managerial interpretation of CSR issues, stakeholder management model and moderating factors.

Originality: This article integrates disconnected models and conceptualizations in the subject literature and contributes to the theoretical discussion by arguing that type and scale of benefts from CSR activity progress along the stages of organizational CSR development. Moreover, it also shows that the CSR­CP relationship depends on internal and external factors (mediators and moderators). It therefore supports the contingency argument.

Purpose: The purpose of the study was a critical analysis of the concept of positive psychological
capital (PsyCap) and an indication of its applicability in organizations that implemented participatory
management.

Methodology: The study was based on the review and comparative analysis of literature. The
theoretical foundations of the concept and its practical translation into organization reality, as well
as the results of a meta-analysis of the impact of PsyCap on employee attitudes, behavior and performance,
was presented. The limitations of this concept in the context of participatory management
were also indicated.

Findings: Conducted debate supported the conclusion that the development of employee self-efficacy,
hope, optimism and resilience can contribute to strengthening participatory attitudes among workers,
and thus enhancing the efficiency of the entire organization. However under several conditions,
employee positive psychological states were treated not as organizational resources but as an integral
part of themselves. Employees felt responsible for their personal development and development
of their own PsyCap was optional.

Originality: The study dealt with the relatively new issue of a psychological capital management
in organizations that could provide an alternative to the classical human capital management. Its
implementation in organizations with participatory management has not yet been discussed in the
management literature.