Purpose: The COVID-19 pandemic necessitated teleworking, which inadvertently led to an impaired communication between supervisors and employees, resulting in abusive supervision. Drawing on the conservation of resources (COR) theory and the social identity theory, this study aims to address this negative association by examining the mediating role of state mindfulness and the moderating role of COVID-19 corporate social responsibility (CSR) in the relationship between abusive supervision and counterproductive work behaviors.Design/methodology/approach: This research employs both qualitative and quantitative research designs. Data collection involved an experimental design with 117 participants (Study 1), a cross-sectional survey with 243 participants (Study 2) and semi-structured interviews with 24 full-time employees (Study 3).Findings: The results reveal that state mindfulness acts as a mediator in the positive relationship between abusive supervision and counterproductive work behaviors (CWB). Furthermore, COVID-19 CSR mitigates the relationship between abusive supervision and CWB within the organization, but not with the supervisor. Additionally, COVID-19 CSR moderates the impact of abusive supervision on state mindfulness.Practical implications: The results emphasize the crucial role of CSR when employees encounter abusive supervision during the COVID-19 pandemic. Organizations and managers should adopt appropriate strategies to enhance employees' perception of CSR. Prioritizing the cultivation of state mindfulness is also recommended, and organizations can provide short-term mindfulness training to improve employees' state mindfulness.Originality/value: This research contributes to the understanding of abusive supervision and CWB in the context of forced teleworking.

Purpose: Human–AI collaboration (HAI-C) requires employees to craft their jobs which can assist them in working with AI effectively and productively. Drawing on the event system theory, this study explores the nuanced effects of HAI-C event strength (i.e. novelty, disruption, and criticality) on job crafting, as well as the moderating role of perceived HAI-C work ability. Design/methodology/approach: We conducted a three-wave lagged survey in China (N = 350) to explore our conceptual model. Findings: The results reveal that HAI-C event strength positively influences promotion-oriented job crafting, while only HAI-C event disruption has a positive relation with prevention-oriented job crafting. Moreover, perceived HAI-C work ability is a crucial factor that attenuates the impact of HAI-C event disruption on prevention-oriented job crafting. When employees have a higher perception of their work ability with AI, the association between HAI-C event disruption and prevention-oriented job crafting weakens. Originality/value: This study represents one of the pioneering empirical investigations into the influence of HAI-C on job crafting, adopting an event strength perspective. Furthermore, it offers timely recommendations for managers and organizations to facilitate effective collaboration between employees and AI systems.