← Evidence-based HRM a Global Forum for Empirical Scholarship

Papers in Evidence-based HRM a Global Forum for Empirical Scholarship

Page 1 · newest first

1. Overwork climate and ambidextrous academic innovation: the moderating roles of power distance and collectivist valuesEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
2. Does staying connected enhance well-being or undermine it? A resource-based inquiryEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
3. Understanding job involvement through person–environment fit: the roles of prosocial motivation, living a calling and salary satisfaction in long-term careEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
4. Autocratic leadership and employee retention: the role of psychological need satisfactionEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
5. Navigating self-leadership in remote and hybrid work environments: influence of personality traits and moderating force of psychological safetyEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
6. How and to what extent does training transfer climate and training design shape transfer of training: evidence from a meta-analysis studyEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
7. Enabling or hindering? How tenure diversity and relationship quality shape issue-selling intentionsEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
8. Supervisor–subordinate guanxi and employee voice behavior: a job demands-resources model perspectiveEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
9. Conscientiousness as shield, neuroticism as amplifier: divergent roles of personality in linking culture shock and work performanceEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
10. Fostering innovative work behaviors through high-commitment work systems: the mediating role of ambidextrous learningEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
11. Role of informal leadership of managers and their inclusion in informal subgroups in group effectivenessEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
12. Narcissistic leadership and counterproductive work behavior among Gen Z employees in Vietnam: a moderated serial mediation modelEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
13. Boundary conditions of the impact of high-performance work systems on flourishing and job performance: an organizational justice perspectiveEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
14. How and when perceived overqualification fuels procrastination: job embeddedness as a mediator and leader humility as a moderatorEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
15. From innovation self-efficacy to innovative work behavior: a job crafting perspectiveEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
16. Abusive supervision and psychological distress: moderated mediating role of workplace ostracism and psychological resilienceEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
17. The role of work-family and family-work conflict in supervisor family support and life satisfaction relationship: a conservation of resources perspectiveEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
18. Work–family satisfaction and task performance: evaluating the effectiveness of work–life balance strategies and coping mechanisms of healthcare professionalsEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
19. Fluid workers: using the self-determination theory to understand how these workers adapt to fluid work arrangementsEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
20. Promoting employee green behaviour through leader’s green humility: the role of green human resource management and employee altruistic valuesEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
21. High-performance work practices: overcoming employee frustration from a breached psychological contractEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
22. The facilitation mechanism of digital leadership on employee innovation behaviorEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
23. How transformational leadership fosters thriving at work: the roles of agentic work behaviours and heedful relatingEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
24. Work engagement and employee well-being in hybrid IT workplace: effects of employee voice, innovative work behavior, and co-worker supportEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
25. Exploring green talent management in Indian information technology industry: unpacking the mediating role of employee skills in shaping talent outcomesEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
26. AI training gaps and workforce readiness in commercial real estate servicesEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
27. Behind the mask : quiet quitting, trust and deception in the Indian hospitality industryEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
28. Fostering team experience through inclusive leadership: an empirical study at a retail chain in VietnamEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
29. Too much technology overwhelms me! A moderated mediation model of technology overload and digital transformation readinessEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
30. Behavioural and organisational drivers of innovation adoption: evidence from European firmsEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
31. Integrating authenticity at work and need for recovery into the JD-R model: evidence from emotional laborEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
32. Happiness at work and sales performance: evidence from sales representativesEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
33. Does empowering leadership enhance perceived employability? A moderated-mediation analysisEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
34. Spillover and crossover effects of work–family enrichment: impacts on life satisfaction, turnover intentions and innovation in Indian dual-earner couplesEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
35. Effect of green human resource management and knowledge management on environmental performance: a mediated-moderated analysisEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
36. Integrating shared-value training into HRM: evidence from Japan on human capital, employee satisfaction and perceived performanceEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
37. The role of positive meaning at work: linking perceived operational flexibility to greater good motivationEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
38. Remote-work capacity and deviant workplace behaviors: the contrasting associations of schedule flexibility and remote supervisionEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
39. When organizational culture becomes structurally irrelevant: evidence from a high-regulation environmentEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
40. Flexible work arrangements and research productivity: empirical evidence from social sciences and humanities in SerbiaEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
41. Connecting the dots: exploring antecedents and consequences of cognitive accuracy in the workplaceEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
42. The relationship between work overload, narcissism, and work engagement in Korean firms: the moderated mediation of autonomy, grit, and stressEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
43. Organizational career development and millennial employees’ intention to stay: role of employee empowerment, job satisfaction, job engagement and organizational engagementEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
44. Linking HR policy support and AI governance to workforce adaptation: evidence from an emerging economyEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
45. The governance paradox: how management quality drives and constrains sustainability-linked executive compensationEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
46. Cultural influences and work engagement in driving digital transformation performance: evidence from Islamic banking in KuwaitEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
47. Digital inclusion and algorithmic bias: auditing AI systems in HR for gender-neutral outcomesEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
48. Making hybrid work: the role of organisational support in job performanceEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
49. Culture of silence: Is self-expression a matter of personality or organisational culture? Evidence from public health institutionsEvidence-based HRM a Global Forum for Empirical Scholarship · 2026
50. Examining the nexus between high-commitment work systems and sustainable performance: evidence from the telecommunication sectorEvidence-based HRM a Global Forum for Empirical Scholarship · 2026