There has been a growing interest in the organizational and individual factors that affect employees green behaviors. However, it is necessary to examine their interactive effect in order to help clarify the mechanism by which such behaviors are developed and how they could be better reinforced. To address this issue, we have developed and tested a dynamic model of the interactions among responsible leadership, psychological ownership, and green moral identity in predicting employees green behavior. Empirical data were collected from 292 employees working in one of the holding companies, Egypt. The results support the hypothesized model, in which responsible leadership is a significant predictor of employees green behaviors. Moreover, it was found that psychological ownership significantly mediates the relationship between responsible leadership and such behaviors, while green moral identity significantly moderated that relationship. The theoretical and managerial implications of results are discussed. Primarly, organizations should reinforce leaders' sense of commitment toward protecting the environment. In turn, leaders should instil the concept of environmentalism as a continuous way of life in workplace culture.

Envy can motivate individuals to strive harder or to harm others. We examine the relationship between workplace envy and social undermining ‐ the insidious act of dragging down others. The role of self‐efficacy in this relationship has not been explored in previous research; therefore, it is proposed that self‐efficacy acts as a moderator. The study, based on data from a survey of 304 Egyptian physicians, provides insights into the ways in which social undermining is practiced, and suggests how it could be managed. Two hypotheses are developed and tested using hierarchal regression analysis: that workplace envy and social undermining are positively related, and that self‐efficacy moderates that relationship. The results of the study support these hypothesized relationships. They also demonstrate that the relationship between workplace envy and social undermining is significantly stronger among physicians with low self‐efficacy than those with high self‐efficacy. The article offers several suggestions for how to manage the problem of social undermining which are particularly relevant to physicians and health care managers.

Purpose Current research argues that there is a positive relationship between entrepreneurial marketing (EM) and business performance. However, this relationship has only been discussed in a relatively stable environmental situation and it is not clear whether such a relationship remains positive during environmental turbulence (ET) and whether organizations adopting EM activities during such turbulence, will change their behavior to enhance their performance. Thus, this study aims to examine the relationship between EM and the performance of Egyptian banks. Furthermore, building upon environmental contingency theory, this study examined the moderating role of ET on the relationship between EM and the performance of banks in Egypt. Design/methodology/approach Data were collected during the period March–June 2020 using a sample of 358 employees working in 20 banks in Egypt. Online surveys and self-administered questionnaires were used to collect the required data during the COVID-19 pandemic. The hypotheses were tested through structural equation modeling using SPSS 25. Findings The main results of this study indicated that EM and bank performance are positively related. Results also showed that ET and technological turbulence positively moderates this relationship, i.e. this relationship is more robust in highly turbulent business environments than in more stable environments. Practical implications This study provides useful managerial and practical implications. Fruitful insights can be communicated to bank managers in Egypt on the importance of EM and its implications for performance. With an increased understanding of EM, bank managers will come to understand that EM is critical for the sustainability and development of their banks. Originality/value An extensive review of the existing research material indicates that this is the first study to examine the relationship between EM and Egyptian banking performance and the moderating role of ET, particularly in large organizations.

Existing literature suggests that there is a relationship between leader–member exchange (LMX) and workplace envy (WE). However, a degree of inconsistency among research results was detected which could be due to overlooking the possible role of organizational stress (OS). Building on social comparison theory and transactional theory of stress and coping, it is proposed that the relationship between LMX and WE is moderated by OS. This study aims to provide additional insight into the mechanisms that develop WE and how it could be managed among Egyptian athletes. Two hypotheses were developed, and data was collected via self-report surveys from a sample of 320 Egyptian athletes. Regression analysis and multi-group moderation analysis were employed to test research hypotheses. Results indicated that LMX is negatively related to WE among Egyptian athletes. Moreover, it was found that OS moderates this relationship in the way that the strength of the relationship between LMX and workplace is significantly stronger among athletes with high perceived OS than among athletes with low perceived OS. Results were discussed and theoretical and managerial applications were presented. Fruitful insights have been communicated to coaches, athletes, and sport managers. Limitations and proposals for future research were suggested.

The role of Demographics and Psychographics in the relationship …… Omnia Abdelazeem abdelhaleem Hilal ‫الخاسع‬ ‫الوجلذ‬ ‫ال‬ ‫العذد‬ ‫شابع‬ ‫الثاًٍ‬ ‫الجزء‬ 8102 34 one-way interruption; it is about delivering useful content at just the precise moment that a buyer needs it. The feedback from customers has also become vital for businesses because customers are not able to share opinions on the web where other customers can also see this feedback (Alkhas, 2011). Social media users are involved together in sharing, linking, collaborating, and producing online content using text, photo, audio, and video (Ioakimidis, 2010). Social networks also provide opportunities to marketers including the ability to listen to fans, respond to them, discuss issues, reach common understandings, and in due course, strengthen long-term relationships (Williams & Chinn, 2010). The more an organization or brand has publics talking about how great they are, or trustworthy, or responsible, or insightful, the more the general public may perceive them as credible. These online conversations are called electric-word-of-mouth and are one of the strengths of social media marketing. Social media marketing (SMM) has been defined as "a philosophy and a business strategy, supported by a technology platform, business rules, workflow, processes and social characteristics, designed to engage the customer in a collaborative conversation in order to provide mutually beneficial value in a trusted and transparent business environment" (Evans, 2010). This definition highlighted that SMM has different characteristics from traditional marketing, which ranging from establishment of communication with potential and current consumers, user generated classification, interactivity with consumers; to the opportunity for consumers to take control of the content of information, communication or other related activities about a brand (Garnyte & De Ávila Pérez, 2009). Empirical research regarding the specific use of social network sites has described user personalities and motivations for use (Ross et al., 2009); dimensions of uses and gratifications (Bonds-Raacke and Raacke, 2010); and consumers' response to The role of Demographics and Psychographics in the relationship ……