Existing literature lacks studies that examine the indirect effect of high-performance work systems (HPWSs) on employee job satisfaction through employee-employee relations. Moreover, less is known about the boundary conditions of this indirect effect. This study sought to longitudinally examine the mediating role of a specific form of employeeemployee relations-relational coordination-in the relationship between HPWS and job satisfaction. Data were collected in three waves from the employees of commercial banks (N = 322). Partial least squares structural equation modeling was used for data analysis. Results from multiple linear autoregressive longitudinal analysis indicate that HPWSs predict relational coordination, which in turn partially mediates the HPWS-job satisfaction relationship. Perceptions of peer justice climate provide boundary conditions for the aforementioned mediating effect. This study contributes to existing literature by explaining moderated-mediation mechanisms through which HPWSs predict employee job satisfaction. Managers can strengthen the effect of HPWS on employee-employee relations and subsequent effect on employee job satisfaction by promoting peer justice climate in organizations.

The objective of this study was to address the paradox of citizenship cost by hypothesizing an indirect rather than a direct effect of altruistic citizenship behavior (ACB) on employee work–family conflict (WFC) through coworker support (CWS). Data were gathered in a three-wave longitudinal survey of employees from private commercial banks (N = 318). A multiple linear autoregressive longitudinal mediation model was analyzed with partial least squares structural equation modeling (PLS-SEM). The results indicate that rather than directly, ACB affects indirectly employee WFC through CWS. This indirect effect is negative, which reflects that the costs of citizenship behavior are paradoxical. The present study contributes to the ongoing debate on the positive and negative outcomes of employee citizenship behavior by providing empirical evidence on the beneficial rather than harmful effect of performing such behavior. For organizational managers, promoting a culture of CWS by encouraging altruistic behaviors can be a most viable strategy to reduce WFC among their employees. The study discusses its limitations and provides future research directions.

The textile and apparel industry has been immersed in processes of deep changes during the last years that have impacted in the way firms produce and sell products in the international context. The need to make agreements with different supply chain partners and the evolution of information and communication technologies have promoted important changes on how relationships are coordinated. This chapter performs a systematical review of the literature on supply chain coordination in the textile and apparel industry and offers new research directions and managerial implications. According to the revision, previous research in this area mainly focuses on supply chain coordination mechanisms, especially contracts. However, there are also organizational and technological mechanisms that can become good opportunities to properly coordinate in this industry.