Business, Economics and Management

Abstract: While generative AI enhances efficiency, it simultaneously undermines the professional authority of high performers, thereby posing an expert identity threat to these high performers. Contrary to traditional perspectives that view identity threats as triggers of passive defensiveness, this paper constructs a moderated mediation model based on the dual-dimensional structure of identity (centrality-solidarity). A two-stage questionnaire analysis of 323 employees reveals that: (1) high performers perceive stronger expert identity threats; (2) these threats conversely prompt them to guide colleagues in using AI; (3) task-AI fit positively moderates this mediation effect. This study breaks through the traditional defense paradigm, confirming that high performers achieve identity compensation and power regeneration through helping others and empowering them, providing insights for organizations to promote the transformation of excellent employees into "human-AI collaboration mentor ".

Abstract:

Against the backdrop of rapid digital acceleration and a tightening UK labor market, Small and Medium-sized Enterprises (SMEs) are increasingly pressured to move beyond manual administrative processes to bridge the national "productivity gap." While digital transformation is often framed within a large corporate context, this research investigates the specific role of Human Resource Information Systems (HRIS) in driving operational efficiency and strategic performance within resource-constrained SME environments. This study aims to evaluate how HRIS integration transforms HR functions from an administrative burden into a strategic asset, while identifying the unique implementation hurdles and performance outcomes experienced by resource-constrained UK firms.This study adopts an interpretivist, qualitative approach to examine how HRIS integration transforms HR functions from administrative burdens into strategic assets. Data were collected through semi-structured interviews with 12 HR managers across the hospitality, retail, and recruitment sectors, and analyzed using thematic analysis.The findings reveal a three-stage, non-linear process of value creation: (1) administrative liberation through automation, (2) strategic visibility via data-driven insights, and (3) digital friction arising from cultural and technical barriers. While HRIS enhances operational efficiency and decision-making capability, its strategic impact is contingent upon organizational readiness, particularly digital literacy and change management practices. This study contributes to the HRIS and SME digital transformation literature by conceptualizing "digital friction" as a critical mediating construct, demonstrating that value creation in SMEs is an iterative and context-dependent process rather than a linear implementation. For practitioners, the study provides a roadmap for navigating digital transitions, emphasizing that the "human element" of change management is as vital as the technological infrastructure. While limited by its qualitative scope, the research sets a foundation for future longitudinal studies to measure the long-term ROI of integrated HR platforms in diversifying SME sectors.

Abstract: Over the last two decades, social enterprises in Romania have taken on an increasingly important role in the production and provision of social goods and services for vulnerable groups. Although forms of the social economy have long existed in Romanian society, sustainability remains a constant concern, particularly in the context of dependence on European Union structural funds. This study identifies the multidimensional factors influencing the sustainability of social enterprises in Romania, combining a quantitative analysis of 121 certified social enterprises from the National Register (2016–2022) with qualitative case studies of 15 selected organisations. Revenue diversification significantly contributed to financial sustainability (β = −0.28, p < 0.01), whilst high dependence on EU funding (>50% of revenue) negatively affected long-term viability (HR = 2.18, p = 0.002). Participation in networks increased three-year survival rates from 69.8% to 87.2%. Six key sustainability strategies were identified: hybrid revenue models, integration into the value chain, community inclusion, adaptive leadership, strategic partnerships, and effective communication of results and impact. The findings confirm the absence of an integrated support framework for the sustainable activities of the social economy and, in some cases, the limited capacity of public institutions to support vulnerable groups. Policy recommendations include phased funding mechanisms, transitional support instruments and the systematic development of regional ecosystems.

Abstract: Human Resource Analytics (HRA) promises to improve decision-making, workforce planning, and organisational performance through data-driven insights (Isson & Harriott, 2016; Marler & Boudreau, 2017; Minbaeva, 2021; McCartney & Fu, 2022a[M1.1]). Yet, despite growing interest in people analytics, many organisations still struggle to embed HRA into strategic and operational decision processes in ways that support innovation, effective governance, and long-term organisational sustainability. This article examines strategic misalignment as a critical but underexplored barrier to the adoption of HRA in the airline industry. Drawing on a qualitative study based on semi-structured interviews with 15 professionals connected to Portugal’s commercial aviation sector—including Experts in AI (n = 5), HR/Airline Professionals (n = 4), and HR/Airline Executives (n = 6)—the paper shows that HRA is constrained not merely by technical limitations but by the weak strategic positioning of HR itself and by governance arrangements that fail to integrate people-related evidence into executive decision-making. The findings indicate three interrelated barriers: the marginal role of HR in strategic decision-making, fragmented data and cross-functional silos, and inconsistent executive sponsorship for analytics-driven people management. These barriers reduce the practical value of analytics initiatives, weaken the governance of workforce-related decisions, and confine HRA to descriptive reporting rather than strategic intervention. The study contributes to the literature by reframing strategic alignment not as a secondary success factor, but as a prerequisite for meaningful HRA implementation and for building sustainable organisations able to connect workforce capability, operational resilience, and business value. Practical implications are discussed for organisations seeking to strengthen digital HR transformation in highly regulated and operationally complex sectors.

Abstract: This study examines how family background shapes individual occupational status within a behavioral science framework, using pooled data from the 2018 and 2020 waves of the China Family Panel Studies (CFPS). Grounded in New Human Capital Theory, it further investigates the moderating roles of cognitive and non-cognitive abilities in this relationship. The results indicate that family background exerts a significant and persistent positive effect on both initial and current occupational status, suggesting the enduring influence of intergenerational advantage. Robustness checks using alternative indicators, including father’s occupational status and mother’s education, confirm the stability of the findings. In addition, digital skills, appearance investment, and selected Big Five personality traits—agreeableness, openness, and conscientiousness—significantly strengthen the positive association between family background and occupational outcomes. These findings suggest that, beyond structural advantages, individual behavioral and psychological characteristics play a critical role in enabling individuals to effectively transform family resources into labor market success. Overall, the study provides empirical evidence on how behavioral factors interact with family background to shape occupational inequality in contemporary China.

Abstract: Purpose – This article aimed to offer insight into and discuss how the concepts of Industry 5.0 and Society 5.0 are perceived and understood by managers in the Norwegian construction industry. The research questions were limited to the perceptions and opinions of a group of bachelor's students in construction site management. Design/methodology/approach – The study used qualitative data collection, encompassing participants with different functions and experiences in the Norwegian construction industry. The student group was thus interdisciplinary. Everyone was a part-time student and had a full job at the same time. The participants represented two classes, with a total of 70 students divided into 15 work/study groups. Findings – The empirical evidence shows that the groups had insight into the concepts of Industry 5.0 and Society 5.0. They reflected on opportunities and obstacles. A transition to Industry 5.0 and Society 5.0 will require a focus on competence and self-directed learning, as well as a willingness to invest in competence and technology. This can be seen in light of a knowledge-intensive society and sustainable development. The participants emphasised the Norwegian working life model as a strength in the possible implementation of Industry 5.0 as it has several similarities with the concept of Industry 5.0 in terms of being human-centred. Originality/value – The article contributes insights into how the concepts of Society 5.0 and Industry 5.0 are perceived and understood by bachelor's students in construction site management. The study provides an in-depth analysis of the concept of resilience and the sub-concepts of vulnerability and capacity in a Norwegian context. Practical implications – The practical impact of the study can be linked to the students' participation as both informants and in assisting analysis of the empirical material, which has given them a foundation to communicate the topic of Industry 5.0 and Society 5.0 in their workplaces and other forums in which they participate as leaders in the construction industry.

Abstract: Digital transformation represents a critical challenge for contemporary organizations, yet substantial variation persists in their ability to successfully implement digital initi-atives. This study examines whether digital leadership acts as a key enabling factor by shaping the organizational mechanisms through which transformation is realized. Drawing on leadership theory, innovation climate research, and the dynamic capabili-ties perspective, the study develops and tests a structural model linking Digital Vision Leadership, Innovation Climate, Digital Capability Development, Technology Integra-tion, and Digital Transformation Outcomes. Data from 2,901 respondents were ana-lyzed using structural equation modeling. The results show that Digital Vision Lead-ership significantly influences both Innovation Climate and Digital Capability Devel-opment, while Innovation Climate enables capability development and technology in-tegration. Technology Integration emerges as the primary driver of transformation outcomes, supported by additional direct effects of capabilities and innovation climate. Notably, the direct effect of Digital Capability Development on Technology Integration is not supported, indicating that capabilities require enabling organizational condi-tions to be effectively deployed. The findings demonstrate that digital transformation is not driven by capabilities or technology alone, but by a structured sequence of or-ganizational mechanisms in which leadership and innovation climate determine whether capabilities translate into technology integration. The study contributes by advancing a process-based model of digital transformation and clarifying why digital capabilities alone do not ensure successful technology implementation.

Abstract: Employee well-being has become a central concern in organizational research due to its strong implications for performance, job satisfaction, and organizational sustainability (Bakker & Demerouti, 2007; Schaufeli & Taris, 2014). In high-pressure sectors such as banking and microfinance, managers operate under strict regulatory requirements, demanding performance targets, and continuous monitoring, which may significantly affect their psychological well-being (Giorgi et al., 2017; Lee & Kim, 2023). Managerial well-being is particularly important because managers are responsible not only for achieving organizational objectives but also for supervising employees and maintaining operational stability. These challenges are especially relevant in emerging financial systems such as Albania’s, where the financial sector is largely lending-oriented and dominated by commercial banks, with microfinance institutions playing a complementary role in expanding access to finance (Bank of Albania, 2025; World Bank, 2020). Managers in these institutions face pressures related to regulatory compliance, performance expectations, and the responsibility of supporting credit access for households and SMEs. This study investigates the determinants of managers’ well-being in Albanian lending institutions using the Job Demands–Resources (JD-R) model (Bakker & Demerouti, 2007). It examines how job demands (e.g., workload, performance pressure), job resources (e.g., organizational support, autonomy), and work–family conflict influence managerial well-being. The study also explores whether significant differences in well-being exist across demographic characteristics such as gender, age, type of institution, position, years of service, and number of supervised employees.

Abstract: Application Tracking Systems (ATS) have evolved significantly since their inception in 1996, transitioning from simple resumé repositories to AI-driven tools with advanced capabilities. Although these innovations have improved recruitment efficiency, they have also introduced significant ethical and Human Rights challenges. Bias in machine learning (ML) training data and over reliance on algorithmic decision making have led to violations of Human dignity, equality, privacy, and other fundamental rights. This study examines these challenges and proposes a Human-centered approach to recruitment processes that integrates ATS with ethical safeguards. The proposed methodology involves the development of a Humanization application service to mitigate bias and enhance Human oversight. Key features include validating job vacancy requirements, identifying and addressing bias triggers in recruitment algorithms, and requiring digital signatures from qualified professionals to approve job postings, ensuring that there are humans that assume responsibility. By incorporating generative AI and blockchain, this system facilitates compliance, transparency, and fairness in recruitment, thereby addressing the ethical concerns of algorithmic hiring. Crucially, this study demonstrates that organizations can achieve meaningful Humanization of their recruitment processes, including the mitigation of bias and provision of personalized feedback (among many other potential steps) through targeted interventions that require surprisingly modest financial investment, time commitment, and computational resources. This study underscores the importance of combining technological advancements with ethical considerations to create equitable recruitment processes in an accessible and resource-efficient manner.

Abstract: The shift to remote and hybrid work has exposed the limitations of traditional performance management systems, which often rely on physical presence or intrusive surveillance rather than outcome-based evaluation. This paper asks how AI-driven performance management can be designed to address the documented challenges of teleworking while safeguarding employee autonomy, fairness, and well-being. The study integrates a comprehensive literature review on AI capabilities with empirical evidence from a sequential mixed-methods study of Canadian public servants, comprising machine learning analysis of over 205,000 tweets, document analysis of federal and provincial teleworking policies, a survey of 176 public servants analyzed using logistic regression, and semi-structured interviews with Government of Canada employees. Grounded in socio-technical theory and the Theory of Planned Behavior, the findings reveal that organizational support, workplace socialization, and attitudes are stronger predictors of teleworking success than digital skills or monitoring, while isolation functions as a measurable risk factor. These empirical patterns are mapped to specific AI capabilities to produce a socio-technical framework organized around three interdependent layers: technological, organizational, and human-centered. The paper contributes an empirically grounded alternative to purely speculative treatments of AI in performance management, offering design requirements derived from what remote workers actually experience rather than from technological possibilities alone.

Abstract: The study aimed to identify employee profiles reflecting combinations of quiet quitting, passive quitting, and work engagement. Using a person-centred approach and unsupervised learning, survey data from 1,040 employees were analysed. Clustering relied on composite indices derived from abbreviated quiet and passive quitting scales and the Utrecht Work Engagement Scale-9 (UWES-9). Multiple algorithms (k-means, hierarchical clustering, spectral clustering, Gaussian mixture models) were compared, and the optimal solution was selected using separation metrics (Silhouette coefficient, Davies–Bouldin index, Calinski–Harabasz index), information criteria (Bayesian Information Criterion [BIC], Akaike Information Criterion [AIC]), and bootstrap stability (Adjusted Rand Index [ARI]). Four distinct employee profiles emerged, differing in boundaries, exhaustion, and energy. Findings suggest quiet quitting and passive quitting are related but distinct withdrawal mechanisms. The study advances profile-based research on employee withdrawal and highlights implications for targeted human resources (HR) interventions.

Abstract: The article explains the narcissism leadership paradox in the existing organizations in relation to the rhetoric of ethics used strategically to legitimize the use of control. The loss of trust in leaders and in employees are both practiced in the sense that leaders manifest the disjunction between organizational discourses and reality by instantiating values in superficial ways in what they say and in real ways in what they do. The study relies on three guiding questions: (1) How do narcissistic leaders legitimize themselves by thinking that they are right in the moral sense? (2) What are a few of the stressors related to employees where ethics and practice collide? (3) Does dissonance cause organizational cynicism? Semi-structured interviews with 24 employees working in Higher Education Institutes were used to collect qualitative data to answer the following questions: The similar patterns and their comparison across cases were determined by coding and performing thematic analysis in computer through excel. The outcomes show 3 broad themes. First, the Virtue Costume demonstrates that both virtues signaling and moral language are being offered to fulfill personal interest and acquire power. Second, Branding the Self as the Company causes us to concentrate on how egoistic leaders project their own image as the identity and values of the company. Third, the Contagion of Cynicism explains how employees who become disillusioned, cynical and detached respond when they feel hypocrisy in the words and actions of their leaders. The paper associate’s impression management and moral justification of narcissist leaders with falling trust and calls on authentic leadership and open cultural supervision to restrain cynicism and provide theoretical and practical organizational knowledge. This study’s implications build on the dark triad perspective advanced by Alowais and Suliman, which demonstrated that Leader Dark Triad (LDT) traits can cascade into Employee Dark Triad (EDT) behaviors within organizational settings. Extending this logic, the present study shows that narcissistic leaders’ ethical rhetoric can similarly shape organizational climates in ways that reinforce manipulative dynamics, highlighting how seemingly ethical leadership signals may mask deeper patterns of influence and behavioral contagion.

Abstract: This study examines predictors of workplace adoption of artificial intelligence (AI) in a Norwegian employee sample (N = 196). Hierarchical logistic regression tested whether education, sector, sex, age, leadership, strengths-based leadership (SBL), training, and engagement predicted AI use. Education was the strongest predictor. Employees with a bachelor’s degree were 3.64 times, and those with a master’s degree more than 11.15 times, more likely to use AI than those with secondary education. Knowledge-intensive sector employees were 2.52 times more likely to adopt AI than those in skills-focused sectors. Men were 2.94 times more likely than women to use AI. Neither age nor leadership role showed significant effects. SBL independently predicted adoption (OR = 1.89). Training and engagement were unrelated to adoption. Overall, findings show that structural, sociodemographic, and organizational factors shape AI adoption, underscoring the need for targeted strategies to ensure equitable, effective uptake across the workforce.

Abstract: Organizations increasingly confront persistent tensions that require leaders to pursue competing demands simultaneously. Although prior research highlights paradox mindset as an orientation toward embracing tensions, less is known about the capability-based microfoundations that enable leaders to enact paradoxical leadership behaviors in practice. Addressing this gap, this study develops a cognitive–emotional capability framework that focuses on two developable resources: integrative complexity (IC)—a cognitive capacity for differentiating and integrating competing demands—and emotion regulation (ER)—an affective capacity for sustaining engagement under tension. Using survey data from 264 Japanese managers, we examine the independent and joint effects of IC and ER strategies on paradoxical leader behaviors (PLB). Results show that IC and cognitive reappraisal are positively associated with PLB. Polynomial regression and response surface analyses further reveal that PLB increases as IC and cognitive reappraisal rise together. However, when the two capabilities are imbalanced, PLB tends to be higher in profiles where IC exceeds reappraisal than in the opposite configuration.These findings suggest an asymmetric form of complementarity in which integrative complexity functions as a foundational capability while reappraisal provides supportive leverage. Overall, the study shifts attention from trait-like mindsets to trainable leadership capabilities and clarifies how cognitive–emotional capability configurations enable the enactment of paradoxical leadership.

Abstract: In volatile environments, work teams operate as complex adaptive systems that reconfigure internal processes in response to internal and external tensions. Team adaptability—a systemic outcome—is influenced by paradoxical leadership (PL), but the motivational pathways translating PL into adaptive behavior remain underexplored. Grounded in Conservation of Resources theory, this multi‑wave, supervisor–subordinate dyadic study of 114 high‑tech teams adopts a systems perspective and treats goal orientations as collective resource‑allocation rules. PL most strongly fosters systemic adaptability by cultivating a team performance‑approach orientation—an agentic, short‑term resource‑mobilization strategy that drives visible competence demonstration. Although team learning orientation predicts adaptability when tested alone, its mediating effect is suppressed once performance‑approach orientation is included, consistent with competitive resource‑allocation dynamics in specialist teams. PL also reduces performance‑avoidance orientation, but this reduction does not yield a significant indirect effect on adaptability, indicating that removing dysfunction is not equivalent to activating adaptive capacity. By comparing three competing motivational pathways, the study identifies a dominant leadership leverage point for configuring resource flows to produce emergent adaptation and offers implications for designing systemic interventions and models to enhance team resilience.

Abstract: Artificial intelligence (AI) is transforming organizational processes and workforce capabilities across multiple sectors, generating important implications for sustainable organizational performance. In educational institutions—an underexplored organizational context—administrative staff represent a critical workforce segment whose competencies, adaptability, productivity, and decision-making capacity directly shape institutional sustainability. Yet empirical evidence on how AI adoption affects these outcomes in emerging economy educational settings remains limited. Addressing this gap, the present study examines the predictive relationships between AI adoption and four organizational sustainability indicators: job competencies (CL), resistance to change (RC), administrative productivity (PA), and decision-making autonomy (ATD) among administrative personnel in educational institutions in Chimbote, Peru. A quantitative, cross-sectional, non-experimental design was employed, using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS 4.0. Data were collected from 98 administrative staff members across 54 educational institutions. The measurement model confirmed adequate reliability, convergent validity, and discriminant validity across three constructs; however, the Resistance to Change construct exhibited insufficient internal consistency reliability (Cronbach’s alpha below .70) and weak indicator loadings, failing to meet recommended PLS-SEM thresholds [77,81] and precluding its inclusion in the structural model. The structural results indicate that AI adoption exerts a positive and statistically significant predictive association with job competencies (β = 0.627, t = 11.55, p < 0.001), administrative productivity (β = 0.589, t = 9.885, p < 0.001), and decision-making autonomy (β = 0.398, t = 5.267, p < 0.001). The three empirically testable hypotheses (H1, H2, H3) are supported; H4 (Resistance to Change) could not be tested due to measurement reliability constraints. These findings position AI as a substantive driver of sustainable organizational performance in resource-constrained educational contexts, offering empirical evidence from a Latin American emerging economy perspective in alignment with Sustainable Development Goals 4, 8, and 9.

Abstract: The rapid and accelerating depletion of natural resources has spurred governments and pressure groups to call for effective environmental management initiatives. One such initiative is the creation of a green organisational culture to combat environmental degradation. As a result, there has been a burgeoning of literature on the concept of green organisational culture; however, the research is still in its nascent stage. For this reason, this study investigated the mediating role of green employee behaviours on the relationship between green organisational culture and environmental performance in the mining industry. Data was systematically collected from 277 participants and analysed using SMARTPLS 4. The results revealed that, while green organisational culture significantly impacted environmental performance, green employee behaviours partially mediated this relationship. These results offer important insights for mine managers.

Abstract: The full-scale invasion of Ukraine in February 2022 has subjected the national health system to unprecedented structural, financial, and operational stress. This article examines how Ukraine’s health system has functioned under sustained armed conflict, focusing on service delivery, workforce dynamics, health financing, governance, mental health integration, and long-term recovery planning. Drawing on reports from the World Health Organization (WHO), the World Bank, United Nations monitoring mechanisms, and emerging peer-reviewed literature, the analysis explores both system vulnerabilities and adaptive responses. Despite widespread destruction of infrastructure, repeated attacks on health facilities, population displacement, and economic contraction, primary health care services have remained operational in most regions. Pre-war financing reforms—particularly the centralized purchasing model implemented through the National Health Service of Ukraine—contributed to continuity of provider payments and financial protection for patients. At the same time, the conflict has intensified workforce shortages, disrupted supply chains, and generated a substantial burden of mental health conditions and unmanaged noncommunicable diseases. The Ukrainian case illustrates that health system resilience is rooted in pre-existing institutional capacity, protected pooled financing, digital health integration, and coordinated governance under national leadership. Beyond immediate survival, the conflict presents opportunities for transformative reconstruction aligned with equity, community engagement, and universal health coverage goals. The findings offer critical policy lessons for health systems operating in conflict and protracted crisis settings, emphasizing that preparedness, primary health care strengthening, and governance integrity are central determinants of systemic endurance during war.

Abstract: The aim of the present study is to investigate the relationship between job plateauing and organizational indifference in Iranian sports organizations (Case Study: Ilam Province Sports and Youth Departments). The research method is descriptive and correlational. The statistical population consisted of all employees of Ilam Province Sports and Youth Departments, 146 people. Due to the limited statistical population, the statistical sample of this study was considered equal to the entire population. To collect information, Milliman's (1992) job plateauing questionnaire and Danai Fard et al.'s (2010) organizational indifference questionnaire were used. Descriptive statistics (mean, standard deviation, graphs and tables) and inferential statistics (Kolmogrov-Smirnov test and Pearson correlation and stepwise regression) were used to analyze the data. The results showed that there is a positive and significant relationship between all dimensions of job plateauing and organizational indifference in Ilam Province Sports and Youth Departments. This means that with the increase in job plateau, organizational indifference increases. According to the results, it can be admitted that the lack of attention to the phenomenon of job plateau will increase various dimensions of organizational indifference in sports organizations. Therefore, it is suggested that managers of organizations should take action towards job enrichment, establishing a system for evaluating employee performance, and increasing their support and training.

Abstract: Recruitment is among the HRM processes in which information and communication technologies and artificial intelligence can be applied extensively and fruitfully. It’s acceptance is studied but mostly from candidates perspective and some studies have showed that the acceptance of artificial intelligence applications is not universal among recruiters. The aim of this study was to examine whether recruiters’ attitudes toward the use of AI in the recruitment process vary depending on the stage of the process and the form of AI intervention. Based on data collected through an online questionnaire from 120 Polish recruiters, the findings indicate that acceptance of AI is higher in the earlier stages of the recruitment process than in the later stages. The results further show, in line with self-determination theory, that AI is more readily accepted when it serves an advisory rather than a decision-making function, regardless of the phase of the selection process. It was also found that the factor that increases acceptance for AI applications is the willingness to sacrifice decision-making autonomy, while employment in a large (above 500 employees) company significantly affects this acceptance only in the earlier stages. Practical recommendations were formulated and directions for further research were proposed.