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Purpose The purpose of this paper is to empirically investigate the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change. Also, the paper examines the mediating effect of employee resilience on the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change. Design/methodology/approach The sample comprised of responses from 510 employees’ working in information technology companies based in India. Confirmatory factor analysis was employed to analyse the proposed measurement model and structural equation modelling was used to test the study hypotheses. Additionally, the study utilized mediation analyses proposed by Preacher and Hayes (2004) to investigate the mediating role of employee resilience. Findings The results show significant relationship between the study variables. Employee resilience was found to partially mediate the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change. Practical implications Examining the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and employee resilience can have significant implications for organizations. The proposed study framework can be utilized by the researchers and human resource practitioners to frame organizational practices and interventions to develop a pool of resilient and change committed workforce. Originality/value First, the general understanding of the relationship between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change is scant in literature. Second, the study extends the previous research by investigating the mediating role of employee resilience between learning culture, inquiry and dialogue, knowledge sharing structure and affective commitment to change.

Executive Summary With incessant global competition, technological innovations, organizational restructuring, and turbulent business environment, contemporary organizations need resilient employees, who in turn are capable to face unprecedented changes and adapt successfully to challenging roles, tasks, and situations ( Shin, Taylor, & Seo, 2012 ). Consequently, this necessitates a validated employee-centric measure of resilience for assisting the organizations in fostering and measuring employee resilience development, which would enable employees to meet the challenges and growing work demands ( Hodliffe, 2014 , The development and validation of the employee resilience scale (EmpRes): The conceptualisation of a new model (Doctoral dissertation), New Zealand: University of Canterbury; Masten, 2001 , American Psychologist, 56(3), 227; Winwood, Colon, & McEwen, 2013 , Journal of Occupational and Environmental Medicine, 55(10), 1205–1212). To address this gap, the study assessed the psychometric properties of the ‘resilience at work’ (RAW) scale. The study sample comprised employees working in IT organizations operating in the Indian National Capital Region (NCR). The study is based on cross-sectional questionnaire responses from 546 Indian employees working in the IT industry. A confirmatory factor analysis (CFA) was conducted to test the factorial validity followed by an analysis of convergent and discriminant validity of the scale items. To evaluate the convergent validity, this study utilized three standard criteria which are standard factor loadings, composite reliability, and average variance extracted (AVE) ( Anderson & Gerbing, 1988 , Psychological Bulletin, 103(3), 411–423). In addition, the study tested the nomological validity of the RAW scale. The study results reveal that the RAW scale exhibits high reliability and the results of CFA validated the seven-factor model of the RAW scale. The results of CFA and reliability of the scale demonstrate that the scale can be utilized to develop and measure resilience among Indian employees. Furthermore, the results of the nomological validity exhibit a significant relationship between resilience and work engagement. This study offers significant implications for both researchers and HRD practitioners. The study provides preliminary evidence for the psychometric properties of the scale in t he Indian organizational context and signifies its potential for the cross-cultural implementations. The RAW scale, thence, can be utilized by organizations as a validated tool for measuring and developing resilience among employees.

Purpose The purpose of this paper is to use an affordance approach to understand how university faculty use and value their workspace and respond to proposed spatial changes. Design/methodology/approach A mixed method survey was given to faculty in the college of engineering at a large public American university. Data were analyzed using an affordance lens. Findings The analysis indicates that the majority of engineering faculty highly value private offices and appears resistant to non-traditional workspace arrangements. Research limitations/implications The authors performed the analysis with a relatively small sample (n=46). Practical implications University administrators need to communicate with faculty and take their opinions on spatial changes seriously. Changes to space may affect STEM faculty retention. Social implications This paper could affect the quality of work life for university faculty. Originality/value The paper provide needed research on how faculty use and value their workspace while discussing the implications of alternative workspaces within the academy. Theoretically, the authors contribute to ongoing research on relationship between material and social aspects of organizational spaces.

Purpose The purpose of this paper is to examine the effect of learning organization on work engagement in Indian IT firms. Also, this study provides a holistic understanding of antecedents of work engagement at the individual, team, and organizational levels of learning organization. Design/methodology/approach The sample comprised of responses from 250 managerial employees’ working in IT companies based in India. Confirmatory factor analysis was employed to analyze the proposed measurement model. The study utilized hierarchical multiple regression for testing the research hypotheses. Furthermore, incremental validity was examined to depict the variance contribution of the predictor variables (learning organization). Findings The results of hierarchical regression analysis revealed that learning organization dimensions have varied predicting effects on work engagement. The findings of the study showed that vigor and dedication were most significantly predicted by embedded system and continuous learning opportunities of learning organization where as inquiry and dialogue has the most significant influence on absorption. Practical implications This study offers concrete insights to human resource managers for developing prioritized composite-level interventions at individual, team, and organizational levels of learning organization for building highly engaged workforce. Originality/value Despite number of research works on work engagement, research is deficient in examining the role of learning organization dimensions (individual, team and organization level) in influencing work engagement. By investigating the relationship between learning organization and work engagement, the present study embarks to fill the paucity in academic and practitioner literature in the Indian organizational context.