Project success requires team commitment, which is a product of an encouraging culture of cooperation and teamwork among project team members. The research work aims to ascertain which components of team commitment affect the performance of construction projects in Nigeria. The research adopted a quantitative design where questionnaires were used for data collection. Out of 1233 questionnaires distributed, 975 were received with valid responses and used for data analysis. Data were analysed descriptively using percentage, mean score, and relative agreement index. The study showed the factors of team commitment having an effect on project performance, as rated by the respondents, to be: Normative component: “Project team members owe a great deal to this organisation”; “Members of the project team do not feel it is right to quit the project before completion”; “This organisation has a great deal of personal meaning for project team members”. Affective component: “This organisation deserves the loyalty of project team members”; “The project team considers the team’s problems as their own. Then, “One of the few negative consequences of leaving this organisation will be the scarcity of available alternatives” is for continuance. In conclusion, the emotional attachment of the team members and sense of obligation to the project team and construction organisation are the driving forces behind pushing for the successful outcome of projects within the Nigerian construction industry.

This research aims to examine the structural relationships between the dimensions of workation attachment, workationer power, the dimensions of workation relationship quality, and workation intention. It demonstrates that the proposed model aligns well with the collected data based on a convenience sample comprising 494 workationers in Bangkok using structural equation modeling. The analysis outcomes contribute to the tourism marketing theory by providing additional insights into the dimensions of workation attachment, workationer power, the dimensions of workation relationship quality, and workation intention. The findings from this study can aid workation managers in formulating and executing market-oriented service strategies to enhance the dimensions of workation attachment, workationer power, and workation relationship quality and foster workation intention.

Nomophobia, the anxiety experienced when individuals are separated from their mobile phones, is becoming increasingly prevalent in modern workplaces. This study investigates the role of organizational commitment in mitigating nomophobia, with a focus on the mediating influence of the ethical environment. Data were collected from 600 participants and analyzed using Structural Equation Modeling (SEM). The findings show that a strong sense of organizational commitment significantly reduces nomophobia among employees. Additionally, an ethical environment within organizations further mitigates this anxiety by fostering a workplace culture that encourages psychological well-being. This research provides practical insights for organizations looking to reduce the psychological strain associated with digital dependency, emphasizing the importance of both commitment and a strong ethical climate.

This paper discusses the use of workforce ecosystems to manage human intellectual capital. The need for work ecosystems has emerged in the digital age because of the rapid growth in the number of engaged partners and freelancers in the digitalization of enterprises. It is shown that this growth is directly related to the use of agile management systems in design and development: agile, DevOps, microservice architecture, turquoise practices, etc. The information systems needed to manage workforce ecosystems should have competency-based metrics to link business needs, recruitment and training, and finding new partners. At the same time, training should be prioritized over recruitment and the search for new partners in the context of staff shortages. When automating workforce ecosystems, a platform approach should be used to integrate both corporate HR, time and business process management systems, and similar systems from partners.

This paper analyses wherever top executives were born and wherever they attended university to reveal regional groupings of the executives that form company culture and strategy in China and the mechanisms by which they affect corporate performance. It was found that the personal histories of top executives affect their decision-making orientation, and, in turn, company culture. The personal histories of executives and intra-regional, intra-provincial and intra-city links of corporate headquarters were obvious factors for executive selection. Distances were higher, and percentages of intra-regional links were lower for higher profit and growth companies. This shows that more competitive companies are more likely to hire executives who have lived in different regions or institutions in their lifetimes and university educations. The study concludes that Chinese firms’ key choices are influenced, in part, by external geographic factors way more advanced than the self-operation of individual enterprises.

The health of employees is so paramount for employee productivity. While emphasis is often placed on the physical health of employees, less emphasis is placed on the psychological or mental health of the employees. Similarly, it seems as if health challenges are more occurring in manufacturing industries, but the service organizations employees are as well susceptible to mental health challenges. Understanding the predictive factors to mental health challenges therefore becomes imperative. It is on this note that the present research examines how employee mental health is predicted by work safety measures like perceived workplace safety, work overload and pay satisfaction. The workplace safety variables include perception of job, co-worker, supervisor, management, and safety programs. A cross sectional survey method was adopted, using ex-post-facto research design. Data were gathered from 258 employees, including 150 (58.1%) females and 108 (41.9%) males of a non-governmental organization. Correlation and regression analyses were used to analyze data obtained from the standardized psychological scales that were administered. The results showed that mental health correlated positively with perceived job safety, but negatively with perceived co-worker, supervisor, management, safety programs and pay satisfaction. Workplace safety variables jointly predicted mental health, accounting for 23% variance, but only perceived job safety and supervisor safety were significant. The higher employees perceived job safety, the lower their mental health challenges. Similarly, the higher they perceived supervisor safety, the lower their mental health issues. Pay satisfaction accounted for 3% variance in mental health, and the higher the pay satisfaction, the lower the level of employee mental health issues. It is implied that the human resource unit of service organizations should intermittently examine their organizations to identify and prevent possible job and supervisor safety threats. Supervisors should be trained on how to be discrete in communicating safety measures to subordinates so that it will not boomerang to hamper mental health. The human resources unit should also intermittently organize workshop, training, and employee-assisted programs for younger and lower grade employees on adaptive mechanisms for reducing mental health challenges.