In today's changing environment, employees' voice behavior can enhance organizational effectiveness. This study tests an integrative model linking proactive personality, leader-member exchange (LMX), voice behavior, and employee-supervisor sex (dis)similarity. Sex (dis)similarity is posited as a moderator. Results showed proactive personality was positively related to both voice behavior and LMX quality, and LMX quality was positively related to voice behavior. LMX quality partially mediated the relationship between proactive personality and voice behavior. Employee-supervisor sex (dis)similarity moderated the effect of LMX quality on voice behavior. Employees working in higher quality LMX relationships with supervisors of dissimilar sex exhibited more voice behavior.

Purpose The purpose of this paper is to conceptualize the links among team-member exchange (TMX), voice behavior, and creative work involvement. Design/methodology/approach A total of 260 employees were participants in this study. All were alumni of a Business School in Indonesia. Data were gathered at two time points four months apart. Hierarchical regression and bootstrapping analyses were conducted to find the effects of TMX on voice behavior and creative work involvement. Findings Results from the analyses showed positive effects of TMX on both voice behavior and creative work involvement. A positive effect of voice behavior on creative work involvement was found. The results also exhibited a partial mediating effect of voice behavior on the relationship between TMX and creative work involvement. Practical implications The findings point to the importance of maintaining TMX quality in work teams for enhancing employee voice and creativity. Organizations may need to develop members’ reciprocal relationship skill in teams and maintain the roles of team leaders to develop the quality of TMX. It is also suggested that the practice of self-management teams may enhance the quality of TMX and voice behavior of employees. Originality/value This paper offers new insight on how levels of TMX may impact on members’ voice behavior and creative work involvement. Longitudinal data may provide a more accurate prediction of the links among TMX, voice behavior, and creative work involvement.

In marketing, word of mouth (WOM, whether positive or negative, can have a significant impact on overall marketing success because it influences the reputation of the company and the product brand. To foster positive WOM, marketers should manage the consumer experience when consuming a product brand. This study applies brand love, brand image, and brand loyalty to the effect of brand experience on WOM. Brand love, brand image and brand loyalty are posited as mediators. The present study employed consumers of a pharmaceutical brand originating from Japan. The online survey gathered 293 data that could be used for analysis. By using the two types of positive WOM (face-to-face WOM and electronic WOM, later abbreviated as f-WOM and e-WOM) this study revealed that the brand experience was positively associated with e-WOM and f-WOM. Brand experience was associated with e-WOM through brand love, brand image and brand loyalty. In addition, brand experience was associated with f-WOM through brand love, brand image and brand loyalty. The study offers important information to marketers. Through brand property management, organizations would scan positive WOM from their consumers, in turn it may be a good spontaneous promotion at their brands.

This study examines the relations among employee involvement, job satisfaction, and in-role performance. Job satisfaction is posited as a mediator. A total of 102 respondents filled out a self-administrated survey. The hierarchical regression analysis was performed to test the direct influence hypotheses. To carry out the mediation test, the procedures proposed by Baron and Kenny and the Sobel Test to strengthen were both used. It was found that the influence of employee involvement variables was positive on job satisfaction and in-role performance. Results also showed a positive of job satisfaction on in-role performance. Job satisfaction partially mediated the relationship between employee involvement and in-role performance.  Implications of the findings, implications, and limitations are discussed.

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