Novel theoretical perspectives such as sensemaking (Sanders and Florkowski, 2026)/flow theory (Kusi et al., 2026)/social information processing theory (Chaudhry et al., 2026)/organizational justice (Saksida et al., 2026)

Related constructs to advance PC theory: Ambivalence (Conway and Clinton, 2026)/moral identity, courage and resilience (Hameed et al., 2026)

More organizational antecedents: psychological safety/diversity climate/organizational values/management team (Kusi et al., 2026; Manchia et al., 2026; Nayak and Budhwar, 2026)

Individual-level factors- age/gender/tenure/family status/religiosity/personality traits as PC moderators (Saef et al., 2026; Manchia et al., 2026; Nayak and Budhwar, 2026)

Mediating/moderating mechanisms: violation/negotiating i-deals/perceived organizational responsiveness/justice/morality/job satisfaction/trust dynamics/team cohesion (Conway and Clinton, 2026; Foroudi and Fakhreddin, 2026)

Expand outcomes: wellbeing/job performance/knowledge sharing/team dynamics/brand loyalty/revenue/customer attitudes and behaviors (Hameed et al., 2026; Kusi et al., 2026; Manchia et al., 2026)

Ideological PC fulfillment and Diversity- PC breach shaped by diversity climate (Foroudi and Fakhreddin, 2026; Nayak and Budhwar, 2026)

Transactional psychological contract- employees' environmental attitudes relationship (Arslan et al., 2026)

Impact of ethics-centered HRM systems on knowledge hiding through PC fulfillment (Hameed et al., 2026)

AI adoption in sustainability-sensitive industries to study PC fulfillment (Foroudi and Fakhreddin, 2026)

Socially responsible approach to metaverse: reducing potential negative psychological, behavioral, and health effects (e.g., addiction/anxiety/sense of detachment from reality) (Kusi et al., 2026)

Individual-level cultural traits- xenophobia/essentialism/lack of openness (Kusi et al., 2026; Nayak and Budhwar, 2026)

Regional workforce and industry composition (Kusi et al., 2026; Nayak and Budhwar, 2026)

National culture: individualism- collectivism/power distance/low vs high context cultures (Foroudi and Fakhreddin, 2026; Kusi et al., 2026; Manchia et al., 2026)

Cross-cultural comparison to explore cultural diversity and variation (Chaudhry et al., 2026; Hassan et al., 2026; Kusi et al., 2026; Nayak and Budhwar, 2026)

Socio-institutional factors (Chaudhry et al., 2026)

Internal organizational changes: restructuring/mergers/changes in structure (Chaudhry et al., 2026)

Gig work (Saksida et al., 2026)

Economic dependence (Saksida et al., 2026)

Organized labor: Union activity (Sanders and Florkowski, 2026)

External shocks: recession/natural disaster/pandemic/political instability (Chaudhry et al., 2026)

Influence of metaverse on employee and customer PC (Kusi et al., 2026)

Role of technological proficiency in shaping PC perceptions in metaverse (Kusi et al., 2026)

Technology as enabler and barrier to sensemaking in PC processes (Sanders and Florkowski, 2026)

AI adoption as a moderator for PC fulfillment-employee outcomes (Foroudi and Fakhreddin, 2026)

Longitudinal study design to increase causal inferences (Arslan et al., 2026; Chaudhry et al., 2026; Hameed et al., 2026; Foroudi and Fakhreddin, 2026; Hassan et al., 2026; Saksida et al., 2026)

Qualitative research methodology to increase contextual understanding (Foroudi and Fakhreddin, 2026; Hassan et al., 2026; Kusi et al., 2026)

Multi-source data such as diverse respondents (employees, supervisors, co-workers, customers)/dyadic data/objective measures (e.g. application software) to increase generalizability and reduce common method bias issues (Conway and Clinton, 2026; Arslan et al., 2026; Saksida et al., 2026; Hameed et al., 2026; Foroudi and Fakhreddin, 2026; Hassan et al., 2026; Nayak and Budhwar, 2026)

Mixed-methods combining qualitative and quantitative approaches (Chaudhry et al., 2026; Hassan et al., 2026)

Novel methodologies/data collection methods: event and experience sampling/diary studies/immersive ethnographies/experimental/quasi-experimental methodologies/netnography/Think-Aloud protocol (Saef et al., 2026; Saksida et al., 2026; Sanders and Florkowski, 2026; Kusi et al., 2026; Nayak and Budhwar, 2026)

Multi-level examination across individual, team, and organizational levels, e.g. explore PC outcomes such as well-being/turnover intentions/team performance/organizational innovation (Hameed et al., 2026; Foroudi and Fakhreddin, 2026; Hassan et al., 2026)

Comprehensive measurement of PC and other constructs: perceived supervisory support/diversity-related PC breach (Nayak and Budhwar, 2026)