PurposeDrawing from conservation of resources (COR) theory, this study empirically tests the impact of transformational leadership on commitment to and intention to support organizational change, proposing self-efficacy as a mediating mechanism. This study also aims to study whether the extent of change in the organization moderates the proposed relationship between transformational leadership, self-efficacy and change reactions.Design/methodology/approachA survey was conducted with a sample of 298 employees going through a major organizational change. The proposed moderated mediation relationship was tested by using PROCESS macro.FindingsThe findings showed that self-efficacy mediated the relationship between transformational leadership and reactions to change. Moreover, the extent of changes experienced by the employees moderated the relationship between self-efficacy and outcome variables. In other words, in high change contexts, self-efficacy appeared as a more salient and instrumental resource leading to positive reactions.Practical implicationsThe results guide change managers to display a transformational leadership style to enhance self-efficacy of change recipients to generate positive attitudes and behaviors during change. Also, this study shows that self-efficacy particularly gains importance when the extent of change is high.Originality/valueThis study makes several important contributions to the organizational change literature. First, it shows that leaders play a crucial role in generating resources that enhance employees' positive reactions to change. Second, the conditional factor of the extent of change has not received much attention in the literature. This study raises attention to the fact that the importance of such resources may differ across low versus high extent of change contexts.

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Understanding the antecedents of expatriate adjustment is vital for the success of international assignments. Social support is one of the most critical predictors of cross-cultural adjustment. Nevertheless, the nuances and interaction of diverse sources and types of support in the expatriates' social networks need further scrutiny. This study examines the distinct and collaborative role of four different social groups in the expatriates' social network, specifically host country nationals, home country nationals, compatriots, and foreign expatriates, on expatriate adjustment. For that purpose, an exploratory qualitative approach was adopted by using a diary study. The study was conducted with 42 single expatriates working in 21 different countries. The results showed that the nature of support provided by each social group was distinct, contributing to expatriate adjustment via different mechanisms. Moreover, it was found that these mechanisms worked collaboratively toward facilitating the expatriate adjustment.

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It is well documented that employees’ supportive behavior is essential for the success of change initiatives and that leaders are considerably influential on generating this support. Drawing from conservation of resources theory, this article investigates how leader–member exchange is associated with behavioral support for change through resource creation. It is proposed that high-quality leader–member relationships increase resource reserves of employees regarding their fairness and job security perceptions, which in turn enhance their support for change. A survey was conducted in organizations going through change using a sample of 269 employees and their immediate supervisors. The results showed that the relationship between leader–member exchange and behavioral support was fully mediated by the two underlying mechanisms of procedural justice and job insecurity. Findings demonstrate that managers who want to enhance support for change need to pay attention to fair procedures and nurturing a climate of security.

PurposeGiven the critical consequences of the current Coronavirus (COVID-19) crisis worldwide, displaying good leadership has been of utmost importance. Hospitality has been among the industries that have been hit the hardest by the pandemic, and it requires exceptional leadership skills unique to this crisis and sector. This multi-country study aims to contribute to the understanding of some of the most important skills and strategies that leaders in the hospitality industry may use to navigate the COVID-19 crisis effectively.Design/methodology/approachThis paper employs a qualitative study. Semi-structured interviews are conducted with managers of international hospitality groups or local hotel chains in seven different countries.FindingsThe results show that positive thinking, decision-making, flexibility, divergent thinking, trust-building and communication skills have a positive impact on leadership effectiveness in the hospitality sector during the pandemic. Besides, saving payroll costs, elaborating contingency plans and leveraging from partners' strengths are highlighted as crucial strategies.Practical implicationsThis paper provides hospitality professionals across borders preliminary insights and recommendations to manage the COVID-19 crisis.Originality/valueEspecially being one of the sectors that have been hit the hardest by the COVID-19 crisis worldwide, the dynamics and leadership requirements of the hospitality sector need further attention. The findings contribute to the literature by illustrating how managers have navigated the initial stages of the crisis in the under-researched hotel sector, and also by gathering evidence about the sector dynamics related to the early stages of this crisis.

Purpose Passion is considered a critical aspect of entrepreneurship. According to the dualistic model of passion (DMP), entrepreneurs’ passion for their work can be harmonious or obsessive, leading to different personal and work outcomes. Drawing on DMP and the self-determination theory, this paper investigates these two types of passion for work and their effects on entrepreneurs’ subjective well-being (SWB), psychological strain and social loneliness.Design/methodology/approach The authors conducted a self-administered online survey with 312 entrepreneurs in Turkey. The authors selected the sample using purposive sampling and referrals through snowballing via associations, university start-up organizations, entrepreneur lists and personal networks. The data are analyzed using multiple regression analysis.Findings The results show that harmonious passion is negatively related to strain, while obsessive passion is positively related to both strain and social loneliness. Furthermore, both types of passion are associated with higher SWB. Finally, age moderates the relationship between obsessive passion and SWB.Practical implications The findings draw attention to another dark side to entrepreneurship and a useful perspective to raise awareness that entrepreneurs may think positively of obsessive passion and ignore the negative consequences.Originality/value This study contributes to the literature by showing that both positive and negative consequences of passion may co-exist based on the entrepreneurs’ self-perceptions. It also contributes to the very scarce research in non-western, emerging contexts in entrepreneurial passion research and constitutes the first study conducted on this topic in Turkey.

Purpose The purpose of this paper is to investigate the impact of climate risk on the success vs failure of foreign direct investments (FDIs) in private participation infrastructure (PPI) projects. The authors also consider the extent to which project-level characteristics mitigate such risks. Design/methodology/approach The authors study a sample from the World Bank covering 18,846 projects in 111 countries from 2004 to 2013. The authors apply logistic regressions to determine the impact of climate risk and mitigating project characteristics on project failure. Findings The authors find that higher levels of climate risk at the host country level are associated with higher risk of project failure. The authors also find that the disadvantage of higher climate risk is weakened by two project-level characteristics, namely, the inclusion of host government ownership in the project consortium and the size of the project. Originality/value The research contributes to the current debate about the impact of climate risks on international business ventures. The authors demonstrate that climate risk is a locational disadvantage for FDI in PPI projects. The authors establish that the “fittest” projects in locations characterized by higher climate risk tend to be those that involve host government participation in their ownership structure as well as those of larger sizes.