Past research links organizational dehumanization (OD) to higher absenteeism and stronger intentions to quit. However, past researchers have noted that several employees cannot quit their jobs and continue to suffer. A literature review indicates that no studies have explored the effect of OD on employees’ engagement through negative rumination. In this study, we contend that such employees who continue to suffer but cannot quit are prone to deviance and disengagement from work. Using the data from an Indian academic sample, we study both the direct and indirect effects of OD on employee engagement. Specifically, the mediation effect of negative rumination and the moderating effect of psychological capital (PsyCap) are examined. Results found a significant negative impact of OD on employee engagement and a significant mediation effect of negative rumination. However, the moderation effects of PsyCap were not found to be significant, suggesting that personal resource reservoirs may not buffer the engagement costs of perceived OD in this context. Managers must arrange for proper counseling services for the employees.
This article investigates the factors that support fast-moving consumer goods (FMCG) companies’ resilience in Lebanon throughout a multifaceted crisis. This crisis includes the October 17, 2019 protests, the economic breakdown, the COVID-19 pandemic, as well as the famous Beirut explosion. Adopting an explanatory research design with a mixed-method approach, this study begins with a quantitative method. A survey has been administered to 200 FMCGs and analyzed through structural equation modeling (SEM). Then, a qualitative method follows with 20 semi-structured interviews conducted with senior managers working in successful FMCG companies that could overcome the multifaceted crisis in Lebanon. The results of the quantitative study showed a direct negative impact of the October protests, the economic recession, and the Beirut explosion on the financial performance of the FMCG companies. However, an indirect relationship is found between the COVID-19 pandemic and the FMCGs’ performance. This impact shows that the pandemic deepened the economic recession, which in turn disrupted these companies’ operations. The qualitative study resulted in six factors that are believed to reinforce companies’ resilience when facing crisis and uncertainty: the presence of a formal crisis management cell, investment in technology, employee motivation and retention practices, customer satisfaction, financial diversification, and investment in sustainability initiatives. This study adds to the literature on crisis management, especially in uncertain environments where institutional support is weak. It also concludes with implications for managers and policymakers, as well as acknowledges its limitations and opens doors for future research.
The Reserve Bank of India’s (RBI) announcement of its “Scheme for Trading and Settlement of Sovereign Green Bonds (SGrBs) in the International Financial Services Center (IFSC)” represented a seminal step toward integrating India’s green debt into global markets. The article presents the event study framework, which utilizes an average-return model, market model, and a risk-adjusted return model to quantify abnormal returns (ARs) on two benchmark SGrBs (maturing in 2028 and 2033) over a 21-day window. Our empirical analysis reveals a largely neutral to mildly negative cumulative abnormal return (CAR), with only one window exhibiting a statistically significant dip. These muted price movements indicate that, despite its structural promise, the IFSC scheme did not immediately affect investor valuation of these bonds. From the RBI’s perspective, this subdued market reaction underscores the importance of complementary measures, such as enhanced liquidity provision, greater transparency, and proactive investor outreach to translate policy intent into tangible pricing efficiency. Findings contribute to the green finance literature by illustrating how major regulatory reforms are absorbed in emerging bond markets and by delineating the critical role of market conditions and investor confidence in shaping short-term outcomes.
This study examines consumer intentions to download newly launched mobile applications through an extension of the Unified Theory of Acceptance and Use of Technology (UTAUT). Using a sample of US consumers ( n = 1,670), we incorporate psychological self-identity attributions and Regulatory Focus Orientation to explain how personal values and motivational states influence technology adoption. Applying partial least squares structural equation modeling, we find that self-efficacy, motivation to learn, and self-actualization affect app Download Intentions through UTAUT variables, with performance expectancy and social influence emerging as key predictors. Regulatory Focus is modeled as a moderator, showing nuanced differences in how promotion- and prevention-oriented users evaluate mobile apps. Product Conviction further moderates the strength of UTAUT effects on Download Intention. The model explains 46.4% of the variance in Download Intention. App developers should align app features with consumer expectations for self-improvement, as app acquisition is closely tied to consumers’ aspirations and perceived efficacy.
In alignment with social exchange theory (SET), the present research aims to explore the mediating effects of psychological empowerment (PE) and change-oriented organizational citizenship behavior (CO-OCB) on the relationship between inclusive leadership (IL) and pro-social rule breaking (PSRB). We collected data from 542 employees working in Fortune 500 information and technology (IT) companies in India through an online survey using pre-existing scales. We conducted data analyses using structural equation modeling (SEM). The findings confirmed the hypothesized positive association between IL and PSRB, mediated by PE and CO-OCB. This research provides valuable insights for the information and technology industry, emphasizing the role of IL in encouraging PSRB behavior, thereby shifting from destructive to constructive. The results can guide top management in fostering IL by creating a psychologically secure workplace where team members feel safe to voice their opinions without fear of negative repercussions. Furthermore, the study establishes that PE and CO-OCB significantly influence the relationship between IL and PSRB.
