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Purpose This paper aims to develop and empirically test a model of relationships between antecedents and outcomes of flow experience of users of massive open online courses (MOOC). Design/methodology/approach The researchers surveyed individuals primarily from India, who had enrolled in at least one MOOC offered by MOOC providers such as Coursera, edX and FutureLearn. The data were collected from 310 individuals using an online questionnaire. The partial least squares technique of structural equation modeling (PLS-SEM) was used to test the reliability and validity of the data, and the study’s hypothesized relationships. Findings The study found support for identification of telepresence, challenge and skill as antecedents of flow experience. MOOC satisfaction and MOOC usage intention were found to be the outcomes of flow experience, as hypnotized. The study also found the mediating role of MOOC satisfaction in the relationship of flow experience and MOOC usage intention. Practical implications The findings indicate that if the MOOC providers can orchestrate flow experience for MOOC users then that will increase the satisfaction of MOOC users, which will lead to increase in MOOC adoption. Originality/value The study makes the contribution towards better understanding of flow experience in the context of MOOC usage by identifying both antecedents and outcomes of flow experience. Further, it highlights the influencing role of flow experience on MOOC adoption.

With the rapid adoption of online retailing in India, retailer focus has undergone a paradigm shift. From service and relationship focus, online retailers now focus on customer experience as a strategic differentiator for sustainable competitive advantage. In this context, the aim of this article is to conceptualize and empirically test an integrated model of online customer experience (OCE) with antecedents, components and outcome variables along with the role of the moderating role of gender using structural equation modelling. Overall, results support the proposed model and confirm the relationships drawn from the literature. The study contributes to knowledge creation in the OCE domain. Implications for both research and practice are discussed along with limitations and future research directions.

Workplace emotions are intense and disruptive, so contagion becomes inevitable. With the presence of diverse groups of employees, from generational cohorts to genders, working side by side, workplace dynamics have become quite challenging. We study the factors leading to emotional contagion and its impact on the most prominent generations present today—Generation X and Y. Additionally, we also study the gender differences on emotional contagion at workplace. The factors were shortlisted via a comprehensive literature review. A qualitative research methodology has been used for deeper understanding of the topic. In-depth interviews with 62 respondents (34 from Generation Y: 16 males and 18 females; and 28 from Generation X: 15 males and 13 females) were used for data collection. Data analysis revealed that there were differences in the ways various factors affected emotional contagion for these two generations and on males and females. Based on the analysis, we have presented research propositions for quantitative validation which can be explored by future researchers.

Purpose Virtual teams are characterized by short social exchanges and a lack of para-verbal and non-verbal communication. This poses several challenges to virtual leaders. This study aims to decode the role of leadership and understand its impact on engaging geographically dispersed teams. This research offers a comprehensive view of idealized influence and inspirational motivation – the two sub-factors of transformational leadership which defines the charisma of a leader in leveraging engagement of virtual employees. It also studies the impact of effective leadership communication and trust between team members in engaging employees working in virtual teams. Design/methodology/approach This research is a mixed method study. Phase I of qualitative study (10 FGD) facilitated phase II of quantitative study. A questionnaire was developed to reflect themes that emerged from qualitative phase. The focus of the qualitative study was to understand the role of leaders viewed by virtual employees in the context of engagement. A cross-sectional data of 300 respondents from eight different industries was gathered using a survey questionnaire. Purposive non-probability sampling technique was used. Data were analyzed using partial least squares structural equation modelling, SmartPLS 3 software. Findings Results showed that leaders play a significant role in engaging virtual employees. The transformational leadership behaviour with a purview of idealized influence and inspirational motivation positively engages employees in virtual teams. The findings emphasize that trust between team members impacts engagement, and trust mediates the relationship between leadership communication effectiveness and engagement of virtual employees. Practical implications Positive leadership behaviour such as transformational leadership helps create an environment of trust and engagement that is experienced by a team working distantly. Leader plays a critical role to foster an engaging environment that boosts the potential of every employee. Organizations invest a lot of money, time and resources in leadership and communication training. This study could help organizations in training their managers/leaders for adapting their leadership style that suits the virtual work environment. Organizations can also pay attention to the required skill sets of people while hiring and/or promoting leaders who have to lead virtual employees. Originality/value The exponential increase in virtual working has necessitated decoding essential leadership skills to engage the virtual workforce. Working virtually is psychologically a different experience and hence requires a separate study. The lack of proximity and face-to-face conversations in virtual teams increases the complexity of leading and thus alters the engagement equation. This paper explores the impact of leaders in enhancing employee engagement and that is presented in a condensed manner.