Purpose This study aims to test the cross-level effects of team job crafting on individual innovative work behaviour (IWB) and the mediating role of team psychological capital (PsyCap). Design/methodology/approach This longitudinal study tested a multilevel design in a sample of 163 employees, clustered into 45 teams. Job crafting and PsyCap were aggregated to the team level to examine the effects of team job crafting Time 1 on individual IWB Time 2. In addition, mediation analysis was tested to determine whether team-level job crafting Time 1 can affect individual IWB Time 2 through team PsyCap Time 2. Findings Results found that team job crafting was positively related to individual IWB, and the relationship was mediated by team PsyCap. Practical implications This study includes implications for adopting job crafting behaviour at the team level to improve individual IWB. Originality/value This cross-level study is the first to verify the effects of team job crafting on individual IWB and team PsyCap as a mediator. This study extends the literature on job crafting by using a multilevel design in the analysis.

Purpose The purpose of this paper is to explore the impact of ambidextrous leadership on employees’ innovative behaviors in public museums based on the ambidexterity theory of leadership for innovation. It also examines the mediating mechanism of organizational climate for innovation in public museums. Design/methodology/approach Multisource survey data were obtained from 30 human resource managers, 74 department managers and 237 employees of Taiwanese public museums. Multilevel path analysis was conducted to test the proposed model. Findings Ambidextrous leadership has the most significant effect on employees’ innovative behaviors. Moreover, organizational climate for innovation has a mediating effect on the relationship between ambidextrous leadership and employees’ innovative behaviors. Practical implications This study provides a new perspective on dynamic and complementary ambidextrous leadership, thereby providing important practical implications for innovation management in public museums. Specifically, leaders should apply ambidextrous leadership behaviors in their daily operations to develop an organizational climate for innovation and facilitate employees’ innovative behaviors. Originality/value This study is the first to explore the influence of ambidextrous leadership in a museum. In addition, it examines the mediating effect of organizational climate for innovation to explain the effect of ambidextrous leadership on employees’ innovative behaviors. The findings provide valuable insights for both researchers and managers of public and private entities.

Word-of-mouth is thought to be an effective external recruitment information source that organizations are not generally able to do much about. While a number of previous studies have suggested the effectiveness of word-of-mouth recruitment, few have explored the specific factors enabling organizations to manage it effectively. This study addresses the cross-level influence of employer brand management (EBM) and organizational prestige on employees' word-of-mouth referrals. A total of 308 survey responses from senior managers and their employees were received from 33 firms in Taiwan. All hypotheses were supported, which suggests significant relationships between EBM, organizational prestige, and employees' word-of-mouth referrals. The study results also suggest that organizations are able to manage employee word-of-mouth referrals by enhancing EBM and reinforcing employees' perceived organizational prestige accordingly. Key points1 This study provides insight into understanding employees' positive word-of-mouth referrals and their effect. 2 This study suggests that organizations can effectively control employees' word-ofmouth referrals through EBM practices. 3 It also provides additional recruitment solutions and practical insights especially under conditions of talent shortages, as found in many developing and newly developed economies today.

In this study, we explored the relationship among mentoring functions (MFs), direct supervisor need for achievement (DSNFA), and employee organizational citizenship behavior (OCB) from the perspective of conservation of resources (COR) theory. A sample of 242 dyads was selected from new employees and direct supervisors employed in four- and five-star hotels in Taiwan. The results revealed that MFs and DSNFA were positively related to new-employee OCB. However, DSNFA negatively moderated the relationship between MFs and new-employee OCB. That is, low DSNFA positively moderated the relationship between MFs and OCB more than high DSNFA did. The results were explained using COR theory, which states that the development of positive personality traits is limited to in specific circumstances. Organizations in the hospitality industry that emphasize on OCB should examine their human resource activities to optimize performance.

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