PurposeResearchers have shown increasing interest, in recent times, in organizational politics and how it affects employees and organizations. This paper aims to investigate how perceived organizational politics (POPS) impact employee behaviors such as task performance, organizational citizenship and turnover intention, by affecting work-family conflict.Design/methodology/approachA sample of 287 full-time frontline hotel employees in Bangladesh was collected. A hierarchical regression analysis was applied to test the hypotheses. Data were analyzed using SPSS and AMOS software.FindingsThe results show that work–family conflict plays a mediating role in the indirect effect of POPS on task performance, organizational citizenship behavior (OCB) and turnover intention. The findings of the study also suggest that POPS has a positive association with work–family conflict and turnover intention, and negative association with task performance and OCB.Research limitations/implicationsThis study cannot confirm causal inference, which can be the scope for future studies.Practical implicationsManagers may design the work environment in ways that ensure work and family interface and employee retention. Training programs can help employees deal with organizational politics and potential impact on work and nonwork problems. Managers should provide employees with the necessary support to sustain in-role and extra-role behavior in the political environment.Originality/valueTo the best of our knowledge, no prior studies have been carried out with this scope in the South Asian context.

In light of Poland’s innovation performance level being below 70% of the EU average, open innovation can be a key path for innovation capacity increase. This paper explores the readiness of students in Poland for open innovation (OI). The study is based on a survey of a sample of 500 students using the Computer-Assisted Web Interview research technique. The main aim of this paper is to investigate Polish students’ attitude to open innovation—in particular in terms of social product development, crowdsourcing, crowdfunding, and the sharing economy—to assess the state-of-the-art and identify challenges. Students are selected as the target group because they are open-minded, eager to use new solutions, and will soon enter the business sector to either become the staff of companies or set up their own startups or SMEs. However, the study shows that Polish students, if they use the OI-based platforms at all, use them passively. The key barriers identified within this study are a lack of knowledge about the open innovation paradigm, its elements and opportunities, and an issue of trust. Therefore, a change of mindset, the adjustment of universities’ curricula, and the development of open innovation culture are critical.

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