The frequent world changes raised by globalization, new technology development, and the increase in migration movements have generated an immensely diversified workforce. To face these challenges, managers started to seek the best strategies to effectively run this mixed environment and implement the leading diversity management policies for human resource management sustainability, which is also considered as very constructive in boosting employees’ performance, motivation, satisfaction, as well as their work engagement. Consistently, this paper examines the impact of service companies’ diversity management systems on employees’ engagement and the moderating role of organizational trust and job insecurity in that relationship. As we opted for a quantitative study, we managed a survey based on a questionnaire dedicated to 580 employees working in Hungarian companies, specializing in Marketing, Management consulting, IT, and logistics services, to effectively assess the hypothesis concluded from the literature review. With the use of structural equation modeling (SEM) as a data analysis tool, our findings reveal that diversity management has a positive significant effect on Employees’ engagement and that organizational trust and job insecurity truly and significantly mediate that association. Along with social exchange theory, our research contributes to affirming that by implementing proper diversity management practices and by ensuring a trustworthy environment and outstanding work conditions, managers are constructively able to assist their employees, raise their involvement, and minimize the level of job insecurities.

The twenty-first century has been full of fundamental changes in consumers’ behavior patterns, especially with the use of diverse social media knowledge-sharing platforms. Therefore, companies have highlighted the significance of knowledge sharing and the importance of social network use in purchasing processes. Accordingly, his paper tries to reveal how consumer purchase behavior (CPB) can be affected by consumer knowledge sharing behavior (CKSB) and the moderating role played by value co-creation dimensions, which are citizenship behavior (CB) and participation behavior (PB), within a sustainable e-commerce field. To test our hypotheses deducted from the literature review, we opted for the PLS-SEM method. We also employed other innovative approaches, such as the IPMA matrix, MAICOM test, FIMIX approach, and CTA analysis, to evaluate the outer and inner model. Our statistical population covered individuals living in Hungary with at least one online purchase involvement. We distributed the questionnaire via various online platforms and, finally, 433 completed questionnaires were prepared for analysis. The results showed that CPB, CB, and PB are positively influenced by the CKSB. However, the link between CPB and CB was not confirmed. As for the moderating role of gender, the permutation test was applied to compare male and female groups and see the difference between them. With a focus on CKSB, this study contributes to the success of international marketing strategies to attain higher competitive advantages.

Given the dynamic business world and influential trends shaping how companies function, resulting in resistance, anxiety, and confusion, thereby affecting employees’ performance and well-being, it is crucial to adopt an effective leadership approach. This study aims to explore how transformational leadership impacts employees’ affective commitment and their intentions to support change, considering the role that innovative behavior can play in this relationship. A quantitative approach was used based on an online survey of 401 employees working in marketing consulting, business consulting, transportation, and IT service companies in Hungary. These employees had to go through different organizational changes, such as transformation in structure and emergence of new technology innovation. The hypotheses were tested using structural equation modeling. The study unveiled that transformational leadership significantly and positively impacts employees’ affective commitment toward organizational change but does not have any significant relationship with their intention to support it. However, overall, transformational leadership is a catalyst for employees’ responses to change situations. In addition, the intermediary role of employees’ innovative behavior in the association between transformational leadership and employees’ responses to change was confirmed as transformational leadership positively affects employees’ innovative behavior, affective commitment, and intentions to support change. With innovative behavior, the significant positive relationship between leadership and employees’ reactions to change remained effective. Transformational leadership and active team member engagement in innovation can facilitate the acceptance of change initiatives, alleviate business complexity, and foster collective efforts for individual and organizational success.

In the context of organizational change, employees can have different reactions, where some of them accept and engage with it, and others completely refuse and resist it. Hence, companies should permanently settle for the best and introduce a fruitful leadership style along with a good change management strategy to ensure the company’s prolonged survival and prosperity. This investigation aims to examine the influence of transformational leadership on employees’ affective commitment and intention to support change. Both were chosen to constitute the main dimensions of employees’ reactions toward organizational change and highlight the importance of organizational trust as a mediator in that correlation. To confirm the hypotheses subtracted from the literature review, a quantitative study was managed by a survey devoted to 428 employees working for diverse service companies in Hungary and going through different change cases.Structural equation modeling (SEM) was then applied to hold out the favorable findings, which reveal that transformational leadership is a booster for employees’ intention to support change but not for affective commitment. It was also found that organizational trust firmly mediates the relationship between transformational leadership and employees’ reaction to change. This statement justifies that both transformational leadership and organizational trust are able to reduce change complexity and lead to its acceptance, openness, and support.

With the emerge of COVID-19 pandemic in Hungary, Hungarian universities have decided to opt for online teaching methods even for foreign language courses. This sudden change has required a better understanding of students’ behaviors in classes also to view the importance of their feedback to enhance teaching quality and teachers’ effectiveness. The purpose of our study was to focus on students’ feedback and its impact on their engagement in the context of online classes, by considering the mediating role of teaching effectiveness in that relationship. Structural equation modelling was used to examine our primary data, which has been collected from a distributed online questionnaire dedicated to 222 students enrolled in Hungarian language courses at MATE University. The findings reveal that students’ feedback has a direct, significant, and positive effect on students’ engagement in online classes and teaching effectiveness, which itself plays a mediating role in that relationship.