Drawing on conservation of resources theory, this study examines how flexible human resource management affects employee deviant innovation. Survey data were collected from 282 employees working in information technology, machinery manufacturing, and biopharmaceutical firms in Shanghai, Hefei, and Zhejiang Province. Both dimensions of flexible human resource management, coordination flexibility and resource flexibility, were positively related to employee deviant innovation. Psychological resilience mediated both relationships. The supervisor-subordinate relationship moderated the link between psychological resilience and deviant innovation: the stronger the relationship, the weaker the positive effect of resilience on deviant innovation. These findings clarify how flexible human resource management shapes deviant innovation, identify the psychological mechanism through which it operates, and specify the relational condition under which that mechanism is strongest.

The survey assessed the strategies that could effectively improve the application of the participative leadership model in CSR infrastructure delivery in the Niger Delta with a quantitative research design approach. Through multi-stage sampling, a total of 125 participants comprising CSR officers, project managers, site supervisors and community liaison representatives, invited from the core Niger Delta states, Akwa Ibom and Bayelsa, responded to structured, cross-sectional questionnaires as a survey instrument. Data were descriptively analysed using frequency and percentage, while inferential statistics used the Kruskal-Wallis H test. The survey findings indicate 'Relevant training on adoption and implementation of a participative approach', 'Establishment of an organised community project office and non-permanent advisory committees', and 'Allocation of resources for participative engagement and commitment' as key strategies to enhancing the effective application of a participative approach to CSR infrastructure delivery. These strategic variables for fulfilling corporate responsibility are also a panacea for the effective application of the participative model. The study concludes that entrenching these variables would curb the current fragmented application of the model. Additionally, it would strengthen participative engagement and move CSR delivery from mere passive consultation to active partnership for sustainable regional progress and stability, fostering mutual trust and improving corporate-community relationships.

There are many studies made to explain the relationship between the organizational factors. Burden of them, tried to mathematically model this relationship using traditional methods like PLS (Partial Least Squares), SEM (Structural Equation Modeling), RA (Regression Analysis) or Co-relation analysis. Besides, the limited explanatory variables were recently applied in such studies. Additionally, there are very rare quantitative investigations discovering the structural cause and effect interconnections among the huge number of organizational factors. This research has been designed to first distinguish the cause and effect group among the 20 organizational factors and second to weight these factors as well. DEMATEL and SWARA methodologies are the main multi criteria tools used in the present study. Results show the top 4 factors of EBLPOC(Employees' Basic Level of Perception Regarding Organizational Complexities), OCB(Organizational Citizenship Behavior), BC(Business Climate) and EJP(Employee Job Performance) hold relatively the utmost weights (closely 0.826 together). EBLPOC, EJP and BC are the cause factors. OCB is recognized as the effect factor. Furthermore, it is worthy to mention that the factor of EBLPOC (as a qualitative variable which were usually missed or ignored in previous studies), is totally ranked at first position. Finally, present study is inherently readdressing the organization's leaders, chief executives, intermediate managers and policy makers to focus on some classical foremost factors like OCB, BC and EJP (the old wounds) again.

The study aims to analyze trends in the number of leading Angolan insurance companies for benchmarking purposes in the sector between 2020 and 2023, using the DEA-VRS window model. The analysis was conducted by calculating the efficiency scores of each insurer in two-year-wide moving windows, followed by a comparison of efficiency distributions over time and the identification of the insurers that served as benchmarks in each window for benchmarking purposes. The analysis was conducted by calculating the efficiency scores of each insurer in two-year movable windows, followed by a comparison of efficiency distributions over time and the identification of the insurers that served as benchmarks in each window for benchmarking purposes. The results reveal a trend of increasing average efficiency scores and a concomitant reduction in the number of insurers identified as benchmarks, a pattern that was consistently evident across the three analysis windows. In practical terms, the findings also indicate that the universe of benchmarks is becoming more concentrated, which requires attention to the periodic updating of the analysis windows and the selection of variables to ensure that benchmarking continues to reflect efficient practices within the analyzed sample. The article stands out for exploring a little-studied market, using robust primary data, offering practical value by identifying benchmark insurers, and revealing an unexpected inverse relationship between average efficiency and the number of benchmarks DMUs.

Despite 72 percent of organizations adopting artificial intelligence, nearly half of implementations fail due to employee resistance, a paradox that challenges technology acceptance models. Prior research has examined either cognitive acceptance or motivational responses in isolation, leaving the interplay between these pathways and their ethical contingencies unresolved. This research addresses this critical gap through a sequential explanatory mixed-method design combining a quantitative survey of 1,785 employees in AI-adopting organizations with in-depth qualitative interviews with 19 participants, analysed using SmartPLS 4 for structural equation modelling and NVivo 14 for thematic analysis. The findings reveal three key insights. First, psychological empowerment mediates the relationship between technology characteristics and job satisfaction more strongly than technology acceptance, a counterintuitive finding that challenges the technology acceptance model's 30-year dominance. Second, job satisfaction emerges as the strongest predictor of organizational performance. Third, ethical leadership moderates both pathways, such that high ethical leadership amplifies empowerment effects by 34 percent. This research advances a novel Ethical Dual-Pathway Technology Acceptance Model (EDP-TAM), offering actionable guidance for organizations to implement AI that simultaneously optimises performance and safeguards employee well-being.