Abstract: How firms’ dynamic capabilities lead to their competitive advantage and improved firm performance has been a core issue and full of debates. In this research, we theorize that dynamic capabilities, which could be defined by three distinct dimensions (sensing capability, integration capability, and reconfiguration capability), facilitate different types of innovation that in turn improve firm performance. Based on a sample of 204 Chinese firms, results from partial least squares structural equation modeling analyses generally support our arguments despite some nuanced differences existing among different dimensions of dynamic capabilities. This study contributes to dynamic capabilities literature by reducing the scarcity of empirical research and by uncovering the mechanisms through which dynamic capabilities influence firm performance.

Abstract: In this article, we explored the relationship between inclusive leadership and innovative work behavior with the mediating role of psychological empowerment. We collected data from employees in the information technology and cargo sectors within the United Kingdom and Canada. The results revealed that inclusive leadership was positively related to innovative work behavior both directly and indirectly through psychological empowerment. Cognitive evaluation theory was used to support the findings. Implications of the study were discussed.

Abstract: Anna Krzeminska1,2*, Robert D. Austin3, Susanne M. Bruyère4 and Darren Hedley5 Department of Management, Macquarie Business School, Sydney, Australia, Institute for Teaching and Learning Innovation, University of Queensland, Brisbane, Australia, Ivey Business School, Western University, London, ON, Canada, Lisa Yang and Hock E. Tan Institute on Employment and Disability, School of Industrial and Labor Relations, Cornell University, Ithaca, US and LaTrobe University, Melbourne, Australia *Corresponding author. Email: anna.krzeminska@mq.edu.au

Abstract: This paper examines the relationship between bi-directional work–family enrichment, psychological capital, and supervisor support in promoting innovative work behavior. We hypothesized that work-to-family enrichment and family-to-work enrichment would have a positive relation with psychological capital. Further, we examined that psychological capital would mediate the relationship between (i) work-to-family enrichment and innovative work behavior, and (ii) family-to-work enrichment and innovative work behavior. We also studied the role of supervisor support as a predictor or moderator for catalyzing innovative work behavior. Data were collected through questionnaire survey from 398 service-sector employees. We analyzed the data using structural equation modeling. Building on the theoretical foundation of broaden-and-build theory, we establish that both work-to-family enrichment and family-to-work enrichment were positively related to psychological capital. Psychological capital fully mediated between bi-directional enrichment and innovative work behavior. Supervisor support was directly related to innovative work behavior. We also suggest interventions for facilitating innovative work behavior.

Abstract: Team emotional intelligence is expected to have a significant impact on intrateam conflict and team effectiveness. However, to date, there has been a dearth of empirical evidence of this link. Taking a comprehensive approach, our study contributes to the literature on intrateam conflict and team emotional intelligence. Data collected from 79 teams in South Korean companies reveal that team emotional intelligence is negatively related to team process (i.e., task conflict and relationship conflict) and positively related to team effectiveness (i.e., team performance, innovation, and cohesion). In addition, team emotional intelligence has a moderating effect on decoupling task conflict and relationship conflict. Our findings also indicate that team emotional intelligence decreases the negative effects of task conflict on team effectiveness, and of relationship conflict on team cohesion. We conclude this study with a discussion of limitations and implications for future research.

Abstract: In this paper, we explored the role of knowledge sharing on team creativity through absorptive capacity and knowledge integration, and tested the condition under which knowledge sharing is positively related to absorptive capacity and knowledge integration. We tested our hypotheses with a sample of 86 knowledge worker teams involving 381 employees and employers in China. Results demonstrate that knowledge sharing was positively related to team creativity, fully mediated by both absorptive capacity and knowledge integration. In addition, cognitive team diversity played a moderating role in the relationship between knowledge sharing and absorptive capacity, as well as in the relationship between knowledge sharing and knowledge integration. Theoretical and practical implications of these findings on knowledge management and team creativity are discussed.

Abstract: The contribution of dynamic capabilities (DCs) to firm performance remains unclear and at the centre of debate. Based on a systematic literature review of 92 quantitative articles, the purpose is to explore how the DC–performance relationship have and should be assessed in the future. The most promising approach seems to be indirect, as it appears that DCs primarily causes change and intermediate outcomes, though far from being the most hypothesized relationship. Moreover, investigations employ a continuum of conceptualizations, ranging from very specific DCs to generic sets with theoretical divergences and overlapping. The same applies to the varied performance measures adopted, evidencing that the literature still has a long way to go. Based on a structured synthesis and analysis of existing studies, a conceptual model, recommendations and future avenues are proposed, along with areas of attention, which have both managerial and practical relevance, contributing to advancement within this research stream.

Abstract: Autistic individuals often face significant challenges to obtaining and maintaining meaningful employment – more so than other disability groups. Work placements appear to be an important step to promote employment outcomes, yet there remains a lack of knowledge about the real-life experiences of those involved in such schemes. This study is the first to take a multi-informant, longitudinal approach to examine corporate work-placement schemes: specifically, an internship for autistic graduates at Deutsche Bank, UK. Semi-structured interviews were carried out with interns, their hiring managers and the colleagues who worked alongside them. Results demonstrated positive, meaningful experiences for the majority of those involved, however, some interns also reported anxiety, difficulties in judging communication and confusion regarding office rules. The current findings contribute to a better understanding of the experiences of skilled autistic individuals in work, and should inform the creation of subsequent programmes aimed to promote employment opportunities for autistic people.

Abstract: Recently, an increasing number of organizations conduct collaborative innovation by establishing interorganizational teams comprising employees from different organizations. Given that employees face immense challenges because of organizational culture differences in interorganizational teams, this study focused considerably on cultural intelligence in the interorganizational context. This cultural intelligence refers to the ability of individuals to deal effectively with organizational culture differences. Our research particularly explored the effect of employees’ cultural intelligence on their creative performance and the moderating effects of two types of team conflicts through hierarchical linear modeling. The sample was obtained from 54 interorganizational teams that included 275 employees. Results confirmed a positive relationship between employees’ cultural intelligence and their creative performance and the positive relationship will be stronger in higher relationship conflicts and lower task conflicts. The theoretical and practical implications of this study were also discussed.

Abstract: Employers who are open to the establishment of a neuro-diverse workforce, including adults with autism spectrum disorder (ASD), often encounter challenges resulting from both personal characteristics and environmental barriers. Employees with ASD demonstrate evident abilities and a high motivation to work, yet their employment rate remains low. This qualitative phenomenological study explored the perspectives of 11 employers of individuals with ASD from the open labour market. Three themes emerged: employers’ perception of employees with ASD; their motivation to employ an employee with ASD; and accessibility of the work environment: reasonable adjustments. The findings support the importance of factors in the work environment that serve to either inhibit or facilitate the inclusion of people with ASD in the open labour market as much as their personal characteristics. The results relate to workplace accessibility within the context of the organization’s management and justice climate.

Abstract: Ambidexterity organization, which is defined as the ability of an organization to simultaneously pursues exploration and exploitation, has received attention by researchers who have examined its beneficial effect on organizational performance and success. This study attempted to examine the positive effect of ambidextrous organization culture (AOC), which is regarded as the core characteristic of ambidextrous organizations by using a multilevel model. Specifically, this study examined the effects of AOC on members’ job performance and the mediating role of psychological capital in the relationship between AOC and job performance. The results indicated that AOC had a significantly positive relationship with job performance even after controlling various organizational and individual variables. Moreover, we found that psychological capital fully mediated the relationship between AOC and members’ job performance. This study provides theoretical contributions by empirically examining the positive effect and mechanism of AOC. Furthermore, this study offers practical implications in how practitioners can manage their organizational culture, by helping shape the direction of organizational culture management.

Abstract: We conceptualize that psychosocial safety climate (PSC) has a positive effect on employees' safety behavior by reducing their psychological distress. A high-level PSC environment reduces psychological distress by eliminating the employees' need for devoting psychological resources toward safety concerns. This preserves psychological resources to be invested in important behaviors i.e., safety compliance and participation. Data were collected from 190 production workers in the oil and gas industry across three states of Malaysia. Results showed strong support for our hypotheses. PSC was negatively linked with psychological distress. Psychological distress predicted safety compliance and participation and mediated the relationship between PSC and safety compliance/participation. Results suggest that in order to improve safety compliance and participation, management in safety-sensitive industries should pay attention to psychosocial factors in the work environment. The implications of these results for safety interventions and further research are discussed.

Abstract: Leaders’ implicit followership theory describes leaders’ personal assumptions about the traits and behaviors that characterize followers. Unlike traditional organizational behavior research, studies on leaders’ implicit followership theory can deepen our understandings of ‘how leaders and followers perceive, decide and take action’ from follower-centric perspective. Adopting 267 follower–leader dyads from 16 Chinese enterprises as our final sample, we found that: (1) positive leaders’ implicit followership theory had significant positive effect on followers’ creativity; (2) followers’ leader–member exchange with leader, intrinsic motivation and creative self-efficacy mediated the positive relationship between positive leaders’ implicit followership theory and followers’ creativity; (3) no significance difference was found between the mediating effects of leader–member exchange, intrinsic motivation and creative self-efficacy. The current study not only extended the application of social cognitive theory in leadership research, but also made contributions to the enrichment of social exchange theory and componential theory of creativity.

Abstract: This article synthesizes public and private sector accumulated research regarding the relationship between job security and employee work attitudes (i.e., job satisfaction and organizational commitment). The present meta-analysis of 37 studies (including 45 independent samples) shows that the medium-sized associations between job security and each work attitude variables (i.e., job satisfaction and organizational commitment) were found, with true score correlations (ρ) of .327 for job satisfaction, and .253 for organizational commitment. These results highlight the significance of job security at the workplace, in shaping and enhancing attitudes of employee and job security is worth retaining in some form in the public sector, contrary to the logic of at-will employment. This meta-analysis findings also call attention to several important considerations for developing effective public job security policy.

Abstract: Considering the mixed results of the relationship between job insecurity and job performance, this study investigated the interaction effect of job insecurity and job embeddedness on job performance and examined the mediating role of affective commitment from the perspectives of conservation of resources theory and social exchange theory. A survey of 725 contract employees from two Chinese private manufacturing companies revealed that when employees had high levels of job embeddedness, job insecurity was significantly and positively related to job performance. In contrast, job insecurity was significantly and negatively related to job performance when there were low levels of job embeddedness. Furthermore, the results indicated that affective commitment mediated the interaction effect. The above conclusions not only illustrate the important role of job embeddedness in the relationship between job insecurity and job performance but also provide beneficial ideas and information to organisations and employees for managing job insecurity.

Abstract: Recent studies have increasingly suggested leadership as a major antecedent to corporate social responsibility (CSR), empirical studies, which investigated the influence of various leadership aspects such as style and ethics on CSR and unraveled the mechanism through which leadership exerts its impact on CSR were restricted. Thus, the purpose of this research was to study the relationship between CEO ethical leadership and CSR by focusing on the mediating role of ethical culture and the intellectual capital facets (human capital and social capital) of the organization. Data for current research were collected through personally administered questionnaire through survey. Based on a sample of 250 respondents, the current study instituted that CEO ethical leadership positively affected CSR. Intellectual capital facets (human and social) and organizational ethical culture were observed to have a mediating effect on CEO ethical leadership and CSR relationship. Practical implications of the results are also given in the current study. Moreover, study limitations and directions for future study have also been presented.

Abstract: With the rapid advancement of innovative technology, coupled with IT being a core function in contemporary business, there has been an upward trend of multi-national companies (MNCs) reporting a skill deficit in areas such as data analytics and cybersecurity (Columbus, 2017. IBM predicts demand for data scientists will soar 28% By 2020. Forbes; NeSmith, 2018. The cybersecurity gap is an industry crisis. Forbes). In a recent survey with over 3,000 CIOs, 65% indicated their organizations were unable to maintain par with the progression of technology in areas such as data analytics and security due to a lack of adequate talent (Harvey Nash & KPMG, 2018. CIO survey 2018). Although, organizations have recently started to expand their talent pipeline following a neurological breakthrough: research as well as anecdotal evidence suggests adults with mild forms of autism display above-average intelligence, increased attention focus, and high visual–spatial abilities; a combination in high market demand for roles such as software testing, data analysis, cybersecurity, and engineering due to their uncanny ability with pattern recognition, information processing, analytics, and attention to detail.These auspicious developments come at the helm of an increasing rate of governments around the world implementing provisions to their labour regulations towards equitable hiring of people with disabilities (Myors et al., 2017. Perspectives from 22 countries on the legal environment for selection. Handbook of Employee Selection. 659–677. Research Collection Lee Kong Chian School of Business.). Some, such as France, Japan, Kenya, Korea, and Taiwan, have gone so far as to set quota targets (Myors et al., 2017. Perspectives from 22 countries on the legal environment for selection. Handbook of Employee Selection. 659–677. Research Collection Lee Kong Chian School of Business.). The implication for organizations is that they need to develop disability-inclusive recruitment and selection systems along with work designs and environments that are disability friendly. But what does this mean in practice? What does a disability-inclusive recruitment and selection system look like?Enter DXC Technology (DXC): born out of a merger between global conglomerate Computer Science Corporation and Hewlett Packard Enterprise, generating close to $25 billion annually in revenue, with clients across more than 70 countries, they strategically became a pioneer in the digital transformation that was taking place globally. In the wake of the breakthrough in employment diversity, DXC recognized this as an opportunity to gain a critical edge within the increasingly competitive talent pool market. First, design a program of their own for recruiting and selecting adults with high functioning autism. Next, through a collaboration with various universities including the University of Queensland and Macquarie University, Neurodiversity Hubs were established; an initiative designed to assist neurodivergent students with obtaining work experience and internships. In doing so, they faced the following key challenges: How could they design a recruitment and selection strategy for neurodivergent individuals that was equitable, ethical, and efficient? In particular, where could they find suitable neurodivergent candidates, what criteria should they use to select them, and how should they handle unsuccessful candidates to ensure beneficial outcomes for all stakeholders?

Abstract: This study contributes to our understanding of the mediating and moderating processes through which satisfaction with developmental human resources practices are linked with organizational citizenship behaviour. Our model posits that the effect of satisfaction with developmental human resources practices on organizational citizenship behaviour is mediated by perceived organizational support and is moderated by job breadth. The methodology consisted of collecting data from 331 nurses who were surveyed about their satisfaction with developmental human resources practices, perceived organizational support, organizational citizenship behaviours and job breadth. Results support this model.

Abstract: The objective of this paper is to understand the influence of emotional intelligence on creativity, considering the mediating roles of job resourcefulness, self-motivation and organizational commitment moderated by individual success. The investigation is based on data from 519 questionnaires collected from a sample of Portuguese workers. Structural equation modeling was used with multigroup analysis.The results show a positive influence of emotional intelligence on creativity and other behavioral variables, and individual success appeared to moderate most of the presented relationships. The sample used in this study is not probabilistic, thus the results are difficult to generalize. This investigation identifies several work-related outcomes of emotional intelligence and highlights its importance and raises new ideas for training programs, namely in the field of soft skills. This investigation is innovative in that we analyze the mediating effects of different variables, like job resourcefulness, on emotional intelligence’s relationship with creativity, moderated by individual success.

Abstract: Affective organizational commitment is theorized and empirically tested as a key mediator between authentic leadership and desirable employee outcomes. The results of a two-wave survey of 830 business people in Australia support a serial mediation model of authentic leadership efficacy. Followers’ perceptions of authentic leadership behavior influence their personal identification and affect-based trust in the leader, which in turn are mediated by affective organizational commitment to positively influence their work engagement and job satisfaction. These findings reinforce previous work that positions personal identification and affect-based trust as the two primary mediating mechanisms of authentic leadership. This paper extends prior research by demonstrating the important role of followers’ affective bonds with their organization in the operation of authentic leadership, moving beyond the dyad in our understanding of follower outcomes.

Abstract: Although an increasing amount of the leadership literature argues that leader humility is beneficial to team learning, few studies have examined this effect directly and, as such, little is known about why leader humility has such important effects or when these effects can be amplified or attenuated. Utilizing a survey of 305 employees on 89 teams, we found a positive relationship existing between leader humility and team learning. The results also indicated that a shared mental model was an important mechanism revealing why leader humility could stimulate team members to learn. In addition, we found that the learning effect stimulated by leader humility was much stronger on teams having a high collective promotion focus instead of a high collective prevention focus. Theoretical implications and managerial practices were also discussed.

Abstract: Our first edition for 2019 sees JMO present a series of papers that explore the process of creativity through to innovation. While it is a well-accepted management mantra that successful companies are those who are the most creative and innovative, what does this really mean and actually look like? More importantly, for many organisations – why do so many creative ideas never successfully translate into innovation? As we will see in the nine papers presented in this issue, creativity derives from the application of knowledge, curiosity, imagination, and evaluation – and the output is innovation. While our selection of papers provides examples of innovation in both products and services, a unifying feature is creative ideas must be evaluated and developed into usable ideas. In other words, creativity really is a process that, when successful, leads to innovation. It sounds simple in management textbooks but, as the papers in this issue reveal, there are many contingencies that need to be taken into account Our first paper is by Yung-Chang Hsiao and offers an exploration of ‘Service Innovation and Value Creation: The Critical Role of Network Relationships’. While the insight that service innovation is positively related to network relationships, and that these in turn have a positive effect on customer satisfaction, there is the interesting suggestion that network relationships actually play a mediating role between the two. It is a paper that would make interesting reading for practitioners trying to understand why that ‘great’ customer service improvement idea fails to translate into increased customer satisfaction! It is not only the human element that needs to be considered in the ‘creativity to innovation’ process. In our second paper, Maria Bolivar-Ramos looks at the collaborative linkages and innovation performance of new ventures and how they are affected by geographical and institutional distance. Bolivar-Ramos not only explains the problem, she also offers a novel framework that actually explains how contextual factors associated with distance affect the relation between new ventures’ collaborations and their ability to develop innovations. Again, I believe that this is a paper that has practical implications and the potential to contribute beyond the academic community. This practical aspect is very much to the fore in our third offering. Dealing with the challenge of translating good ideas into practice, Stuart Ferguson and Deborah Blackman provide us with a case study of an innovative public sector organization to reveal the ‘importance of a mandate’ and the ‘development of trust.’ These human elements in the ’creativity to innovation’ process are summed up by Fergusson and Blackman as key “managerial approaches that developed a supportive setting for innovation enabled the development of practices whereby innovation was effectively recognized, nurtured and sustained”. Our fourth paper provides another aspect to the human element with authors Pavitra Mishra, Jyotsna Bhatnagar, Rajen Gupta and Shelley MacDermid Wadsworth exploring how work-family enrichment influences innovative work behaviour. With psychological capital and supervisor support as mediators, they found psychological capital fully mediated between bi-directional

Abstract: This inaugural virtual special issue features a topic that has attracted much attention. Dynamic capabilities have captured an increasing interest since the 1990s under labels such as distinctive capabilities (Selznick, 1957; Day, 1994), combinative capabilities (Kogut & Zander, 1992), or dynamic capabilities (Teece & Pisano, 1994). Even today, the seminal paper on dynamic capabilities by Teece, Pisano, and Shuen (1997) is the most cited paper in management, and the number of annual publications relating to this topic remains on top levels. Since the beginnings of the framework 20 years ago, research on dynamic capabilities has been intricated with debates about its conceptualization, its measurement, and its outcomes (Barreto, 2010). In addition, more recently, it has become apparent that there are at least two partially conflicting conceptualizations of dynamic capabilities that have led to a conflated debate (DiStefano et al., 2010; Peteraf et al., 2013; Arndt & Pierce, 2018). Despite these difficulties, much progress has been made and some demands on new and longitudinal research settings have been triggered by the endeavour to better grasp dynamic capabilities. In this special virtual issue, we showcase articles that tackle many of those issues (O’Shannassy, 2017). Noteworthy, our opening article features new work by Teece (2018) that explains how system theory has inspired his thinking of dynamic capabilities and how it is intricated in the way he thinks about dynamic capabilities. Two articles discuss the conceptual divide between the version of dynamic capabilities by Teece, Pisano, Shuen, and the one by Eisenhardt and Martin (Galvin, Rice, & Liao, 2014; Arndt & Bach, 2015). Another article takes a mindfulness perspective that enriches the debate on theoretical foundations of dynamic capabilities by tackling the ubiquitous conflict between routinization and exploration inherent in the concept (Schreyoegg & Kliesch-Eberl, 2007). Another chunk of articles looks at contextualized settings and specific dynamic capabilities. Three of our featured articles look at contextual factors and underlying mechanisms of dynamic capabilities and its antecedents (Lu & Fang, 2013; Frigotto & Zamarian, 2015; Deng, Liu, Gallagher, & Wu, 2018). Another three articles look particularly at the role of networks in the context of dynamically capable organizations (Agarwal & Selen, 2013; Lee & Yang, 2014; Zou, Guo, & Guo, 2017). Noteworthy, most of these studies utilize emerging markets to look at empirical evidence for their arguments. Finally, two articles analyse the role of dynamic capabilities in different lifecycle stages and their performance implications (Lehmberg, 2017; Zhou, Zhou, Feng, & Jiang, 2017).

Abstract: Leadership research largely ignores the really big issues facing our species, such as climate change, the now rapid growth of new technologies that are already transforming the world of work, and the possibility that an insufficiently reformed banking system will inflict a worse crisis on us than it did in 2008. We also have a proliferation of leadership constructs that often look remarkably like those they are trying to replace. There is much heat but little illumination. The dominant methodologies that the field employs are part of a wider crisis in management studies where many of our claimed results are invalid and/or unreliable, unreproducible and offer little guidance for practice. I conclude that radical changes are needed if we are to play a serious role in improving the world in which we live. Let's take Ken Parry's lead, and make a difference.

Abstract: This study examined the operation of resources as a mechanism underlying the relationship between career adaptability and career satisfaction. Based on career construction theory and conservation of resources theory, we examined the interactive effects of career adaptability, career satisfaction, person–job fit, and job uncertainty. The results of two-wave data collection from 234 full-time workers revealed that employees with stronger career adaptability were more likely to report career satisfaction. The full mediating effect was found of person–job fit. Specifically, we found that career adaptability enhances person–job fit, which results in greater career satisfaction. Additional analysis revealed that job uncertainty interferes with the mediation model. We identified a new antecedent of career satisfaction (i.e., person–job fit) and revealed the functional mechanism underlying the effect of this antecedent. This study provides novel insights valuable to the field of career management.

Abstract: Research on innovation management has pointed out that the capitalization of collaborative innovation practices is influenced by firms’ internal context. This paper aims to answer the following question: which organizational factors help to overcome the challenges that firms face in the different phases of the collaborative innovation process? For this purpose, previous literature is revised and three case studies are analyzed by means of applying a framework that structures the collaborative innovation process in three areas of relevance (i.e., development, integration and commercialization of the innovation). The results of the analysis inform the proposal of a theoretical framework that identifies the organizational context factors that determine the success or failure of collaborative innovation practices in each of the stages of the process.

Abstract: Introduction: Healthy work environments are essential in determining improved well-being of Australians. Job stress has been identified as a significant factor in psychological distress. This study evaluated the effect of introducing a systems-based workplace wellness programme using mindfulness in the workplace. Methods: The programme ‘Be Well’ was introduced as part of a systems-based approach to workplace health promotion, and evaluated using sick leave as a proxy for workplace stress, and the stress satisfaction offset score to determine the degree of change in stress and satisfaction. Results: There was significant reduction in sick leave (2014 vs. 2012) (p<.001), and significant improvement in stress satisfaction offset score (p<.05). Logistic regression analysis identified the programme components most predictive of reduced stress and higher job satisfaction. Conclusion: The impacts of a systems-based mindfulness workplace wellness intervention, show significant improvements in workers’ sick leave and changes to stress and satisfaction scores. This study has implications for sector-wide policy change in the workplace.

Abstract: We extend charismatic leadership research by identifying conditions under which charismatic leadership reduces individual performance. Previous research found a positive impact of charismatic leadership, especially in crisis situations. However, we expect that followers with high self-determination reject charismatic leadership so that performance is reduced. In a laboratory experiment built as a brainstorming competition, 88 participants were randomly assigned to a condition with a team crisis or a control condition. Half of the participants received a charismatic leadership intervention after the crisis, which led to the ostentatious departure of a group member, while the other half was led laissez-faire. The results support our hypotheses. Although charismatic leadership was overall beneficial in a team crisis, our study provides experimental evidence of how charismatic leadership reduces the performance of certain team members in crises. Future research should investigate how leadership can best meet the specific needs of followers in different types of critical team situations.

Abstract: As part of comprehensive research on the ethical climate in the Serbian tourism industry, this study examines the effects of selected predictors (job department, individual values and employees’ perspective) on the perception of ethical climate types as well as the relationship between the type of ethical climate, and job satisfaction. Additionally, this study tests these goals for both managers and their subordinates. Research was conducted in 2013, on a sample of 258 employees in different small and medium tourism organizations in Serbia. The findings revealed new information on both ethical climate and job satisfaction-related factors in small and medium tourism enterprises in a non-Western, transitional economy, where ethical behavior is influenced by constant social and economic changes. Several theoretical and managerial implications and future research opportunities were derived from the findings.