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Serious emergencies exacerbate the uncertainty, complexity, and ambiguity of the external environment, creating survival challenges for organizations and employees. During emergencies, it becomes more difficult for organizations to leverage organizational citizenship behaviors (OCBs) from their employees to survive existential crises. From the perspective of resource exchange and investment, we explore the ways that organizations can collaboratively overcome difficulties by motivating their employees to engage in OCBs. Our findings show that (1) a psychosocial safety climate (PSC) that is adopted by an organization can effectively stimulate employee OCBs, which are of greater help to organizations than to coworkers, (2) resilience may be a psychological resource that explains the stimulating effect of a PSC on OCBs, and (3) employee trait gratitude enhances the role of resilience in mediating the relationship between a PSC and helping behaviors (but not civic virtue behaviors). Our findings not only reveal the mechanisms by which organizations can stimulate employee OCBs when the two face survival challenges during serious emergencies but also provide a recommendation for managers to focus on employee mental health and resilience during crises. [ABSTRACT FROM AUTHOR]

The dichotomy of the Necessity and Opportunity motivation (Push-Pull model) has been frequently used to explain Women Entrepreneurial Motivation (WEM) unvaryingly in most situations. The literature indicates a need for clarity and precision in the context-specific conceptualization of this construct. Understanding the disparities between WEM in developed and developing nations will further clear the ambiguity. The current article addresses this gap in three stages. Systematically analyzing 103 articles published in WEM research, an exhaustive list of all WEM factors is built and categorized as necessity and opportunity motivation using Computer-Aided Qualitative Data Analysis Software (CAQDAS) assisted Thematic Content Analysis (TCA). Subsequently, necessity and opportunity motivation themes are generated and the related sub-themes and their constituents are identified. Finally, the contextual differences in WEM tendencies are highlighted in the light of women entrepreneurship in developed and developing nations. The main contribution of this review, apart from the comprehensive consolidation of WEM factors, is the revelation of the clear contextual difference in the usage and connotation of certain WEM factors in developed and developing countries. These contextual insights of WEM may provide future research scholars as well as policymakers with an improved understanding of necessity and opportunity motivation factors. [ABSTRACT FROM AUTHOR]

The employee behavior literature is very much dominated by studies on "good" or "positive" behaviors, but relatively little has been researched on the negative attitudes and behaviors of people within the workplace, in particular, job dissatisfaction and counterproductive work behavior (CWB). Therefore, the present study is intended to (1) investigate the influence of job stressors (i.e., role overload, role conflict, role ambiguity, and organizational constraints) on job dissatisfaction among university staff and (2) examine the influence of job dissatisfaction on university staff's CWB. Data was gathered through 266 questionnaires and tested using partial least squares structural equation modeling. The results revealed that organizational constraints, role overload, and role ambiguity are significant stressors that increase job dissatisfaction, which in turn, increase CWB. Thus, the findings highlight the vital role of specific job stressors (i.e., role overload, role ambiguity, and organizational constraints) in causing job dissatisfaction and CWB among university staff. The findings contribute to the stressor-emotion model and Herzberg's motivation-hygiene theory. Theoretical and practical implications are discussed. [ABSTRACT FROM AUTHOR]