Diversity literature has demonstrated negative effects of surface-level diversity and positive effects of deep-level diversity. How do two types of diversity among cross national team members influence team knowledge sharing and team creativity? The purpose of this study is to explore conditions that leverage the positive and restrain the negative effects of team diversity on team knowledge sharing, which leads to team creativity. We expect inclusive climate as the significant condition and knowledge sharing as the profound intervening mechanism between team diversity and team creativity relationship. We tested the hypotheses with data from a sample of 60 cross-national research teams from several universities in China. The results support the hypothesized relationships among inclusive climate, team knowledge sharing, and team creativity. Our findings contribute to the advancement of team diversity and team creativity literature, and their theoretical and practical implications are discussed.

Purpose The purpose of this paper is to examine the relationships between authoritarian leadership, organizational citizenship behavior toward one’s supervisor (OCBS) and organizational deviance. The authors hypothesized curvilinear relationships between authoritarian leadership and OCBS, and between authoritarian leadership and organizational deviance. Design/methodology/approach The authors analyzed two-source survey data of 240 employee–supervisor dyads collected from seven organizations in Pakistan. Findings Employees exhibited most OCBS and least organizational deviance at intermediate levels of authoritarian leadership. Employees’ perception of a benevolent climate at work moderated the curvilinear relations. Research limitations/implications The authors cannot draw causal inferences because of cross-sectional data. Furthermore, the authors’ results may be limited to cultures with high collectivism and high power distance. Practical implications This study envisions and illuminates a new avenue of curvilinear relationships among authoritarian leadership, OCBS and organizational deviance. Originality/value The two sources (employee–supervisor dyads) data collected from seven organizations supported a unique curvilinear relationship between authoritarian leadership, OCBS and organizational deviance.

Purpose The purpose of this paper is to examine the impact of psychopathy on employees’ creativity through the mediating role of work engagement and negative socioemotional behavior (NSEB). It also attempts to investigate the moderating effect of abusive supervision on the relationship between psychopathy and work engagement, psychopathy and NSEB. Design/methodology/approach Data were collected at two-time intervals with a time-lag of three months. The final sample comprised of 267 public sector paramedical staff and supervisors in different hospitals from the southern provinces of China. Findings The study results show that individuals with a high level of psychopathic tendencies show a higher NSEB. Moreover, abusive supervision simulates negative social and emotional behaviors of those employees with psychopathic tendencies, which inhibit the emergence of novel and useful ideas. Originality/value This study is distinctive from earlier studies by presenting novel findings that employees with psychopathic tendencies are reactive to abusive supervision. Additionally, this study presents valuable implications and future research directions.

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Purpose High-performing employees are a hotel’s most important asset: they care for what they do, go beyond and beyond the scope of duty and continually strive to do better. The purpose of this multi-level study is to look into the influence of high-talent turnover on organizational reputation via social capital and trust deficits. Furthermore, the current research explores the influence of human capital investment (HCI) on the mediating effects of trust deficit and social capital in the association between high talent turnover rate and organizational reputation using human resource theory and social capital theory. Design/methodology/approach The authors examined the hypotheses using multi-source and multi-times data of 805 respondents (including senior human resources officers and employees) from 85 hotels. Findings The present study revealed interesting findings that the HCI failed to buffer the interfering role of trust deficit in the negative association between high-performing personnel turnover rate and organizational reputation. Practical implications High-performing personnel turnover and underlying mechanisms play a significant role in eroding a hotel’s reputation in the hotel industry. Hotel management should focus on reducing high-performing talent turnover and underlying mechanisms to maintain and improve the hotel’s reputation. Originality/value This study provides better understating into the process by exploring that high-performer turnover can damage an organization’s reputation, which has been overlooked by academics who researched the hotel industry.