Work-Related Flow: The Development of a Theoretical Framework Based on the High Involvement HRM Practices With Mediating Role of Affective Commitment and Moderating Effect of Emotional Intelligence

Emotional-based pedagogy and facilitating EFL learners' perceived flow in online education

Given the fundamental role of emotional intelligence (EI) in learning, especially in virtual learning contexts where individuals experience more stress and anxiety, the need to understand and recognize one's own feelings and the mutual feelings of peers has gained more importance. Flow as the ultimate state in harnessing emotions in the service of performance and learning has been introduced as the main reason for one's willingness to perform activities which are connected to no external motivation. In this regard, the present study was conducted to first introduce a new educational program to enhance the EI level in the English as a foreign language (EFL) online education environment and next to investigate the possibility of raising EFL learners' perceived flow. To achieve these goals, the study recruited a sample of 67 EFL learners who were next divided into experimental (n = 32) and control (n = 35) groups. The experimental group received the EI intervention over 10 weeks and the control group received the ordinary online EFL instruction. Data were collected through EI and flow questionnaires and semi-structured interviews which focused on learners' perception of the EI intervention and signs of enhanced flow. Statistical analysis of the data showed a positive effect of the program on the learners' EI and their perceived flow. The study emphasizes the role of applying positive emotions in making language learners more engaged in online classroom tasks.

Pursuing Consultant Performance: The Roles of Sustainable Leadership Styles, Sustainable Human Resource Management Practices, and Consultant Job Satisfaction

Human resource management (HRM) consultants have a paramount role in solving current company problems, especially amid the COVID-19 pandemic. They are professionals who work for HRM consulting firms. This research aims to investigate the positive effects of sustainable leadership styles and HRM practices on consultant job satisfaction and performance in firms in Indonesia. We standardized and tested seven hypotheses and engaged the Snowball sampling method for collecting primary data. Then, we sent a self-report questionnaire with 27 items to respondents. Four hundred consultants are the target respondents in cross-sectional data collection from the beginning of January to the beginning of February 2022. The confirmatory factor analysis has produced valid and reliable items in total. The goodness of fit test has issued a fit model. Hence, first, the chief executive officers’ (CEOs) sustainable leadership styles and HRM practices positively affect consultant job satisfaction. Second, consultant job satisfaction positively affects consultant performance. Therefore, sustainable leadership styles and sustainable HRM practices are independent variables. Job satisfaction is the mediating one.

Leading Innovative Work-Behavior in Times of COVID-19: Relationship Between Leadership Style, Innovative Work-Behavior, Work-Related Flow, and IT-Enabled Presence Awareness During the First and Second Wave of the COVID-19 Pandemic

Aim: The present study contributes to the conversation on remote (home) working, leadership, and innovation in times of COVID-19 by examining the mediating role of work-related flow in the relationship between empowering and directive leadership, on the one hand, and innovative work-behavior, on the other, and the moderating role of IT-enabled presence awareness in two lockdown periods during the pandemic. Method: We employed PLS-SEM analysis to analyze the perceptions, experiences, and behaviors of a group of employees (N = 257) regarding the study's core variables during two phases of the COVID-19 pandemic (summer 2020 and autumn 2020). Results: In line with expectations, in the earlier phase of the pandemic, empowering leadership had both a positive direct and indirect relationship with innovative work-behavior via work-related flow, whereas directive leadership only had a negative direct relationship with innovative work-behavior. In the second phase, however, empowering leadership only had a positive indirect relationship with innovative work-behavior, running via work-related flow. Moreover, directive leadership was both directly and indirectly negatively related to innovative work-behavior, via work-related flow. In contrast to our expectations, IT-enabled presence awareness did not play a moderating role in these relationships in any phase. Discussion: Our findings underline the importance of empowerment in sustaining innovative work-behavior, particularly in intense and enduring remote work contexts, as this can amplify employees' ability, motivation and opportunity to generate, share and implement novel ideas. In remote work contexts, empowering leadership can particularly foster innovation indirectly via work-related flow, which was also shown to be an increasingly important underlying mechanism across time periods. Directive leadership, in contrast, can reduce work-related flow and, therefore, hinder innovation. Our study did not find evidence for the moderating role of employees' perceptions of IT-enabled presence awareness. Conclusion: We conclude that regardless of the IT-quality, the leadership style chosen plays an important role in innovative work-behavior in remote work-contexts, particularly in view of the divergent effects of empowering and directive leadership on work-related flow in enduring and intense remote work contexts.

The Effects of Entrepreneurship on the Enterprises’ Sustainable Innovation Capability in the Digital Era: The Role of Organizational Commitment, Person–Organization Value Fit, and Perceived Organizational Support

The concept of entrepreneurship in the digital era has been developed rapidly in recent years, and it has a more significant impact on a company’s sustainable innovation capabilities. In the digital era, entrepreneurship has gradually become a spiritual trait of organization members and appears on all levels of an organization. This research examines the impact of entrepreneurship on a company’s sustainable innovation capability in the digital era from the perspective of organizational commitment. Through a questionnaire survey, 378 valid questionnaires were collected. The results show that: entrepreneurship has a positive impact on sustainable innovation capability of enterprises; affective commitment plays a positive mediating role between entrepreneurship and enterprises’ sustainable innovation capability, while continuance commitment plays a negative mediating role between entrepreneurship and enterprises’ sustainable innovation capability; and perceived organizational support and person–organization value fit play a moderating role between entrepreneurship and organizational commitment. This article emphasizes the key role of entrepreneurship on enterprises’ sustainable innovation capability and discusses the realization path of the enterprises’ sustainable innovation capability from the perspective of organizational commitment.