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The primary aim of this research was to investigate the mediating effect of the decision-making structure on the relationship between perceived environmental uncertainty and hospital performance.

Online and manual survey questionnaires were used to collect data in this study. The target population of this study consists of all middle managers within 11 COVID-19 referral hospitals in Surabaya. A total of 189 responses were collected, however, 27 incomplete responses were excluded from the final dataset. Data was analyzed using SEM-PLS.

The study's findings indicate that decision-making structure plays a role in mediating the link between perceived environmental uncertainty and hospital performance assessed via the Balanced Scorecard, highlighting the significance of flexible decision-making processes during uncertain periods. Moreover, based on our supplementary test, respondents' demographic characteristics influence their perceptions of hospital performance.

Hospital administrators can consider the significance of decision-making structures in responding to environmental uncertainties like the COVID-19 pandemic. By fostering adaptable decision-making processes and empowering middle managers, hospitals may enhance their performance and resilience in challenging situations. Additionally, based on supplementary tests, it is found that differences in the perception of the three Balanced Scorecard perspectives imply that hospitals categorized as types A, B, C, and D should prioritize specific areas to improve their overall performance.

This research adds substantial originality and value to the existing body of knowledge by exploring the interplay between decision-making structures, environmental uncertainty, and hospital performance. It contributes to the literature by specifically focusing on the Covid-19 pandemic, a unique and unprecedented global crisis.

The purpose of this study is to examine the effects of leader mindfulness on employee safety behaviors by focusing on the mediating role of employee resilience and the moderating role of perceived environmental uncertainty.

The authors surveyed 248 employees in the high speed railway company of China in three waves with a two-week interval. Hierarchical regression analysis was used to test the hypotheses. The mediating effects and the moderated mediation effects are further tested with bias-corrected bootstrapping method.

Leader mindfulness positively affects employee safety compliance and safety participation, and these relationships were mediated by employee resilience. Perceived environmental uncertainty moderated the effects of leader mindfulness on employee resilience and the indirect effects of leader mindfulness on safety behaviors via employee resilience.

The findings elucidate the significance of leader mindfulness in promoting employee safety behaviors in the workplace.

Research on leaders’ knowledge management systems focuses exclusively on how leaders gather and disseminate knowledge in collaboration with external actors. Not much is known about how leaders address the psychological aspects of employees and strategize internal communication. In addition, while previous work has treated high uncertainty as a default feature of crisis, this study aims to propose that perceived uncertainty varies in experience/meaning and has a crucial bearing on the relative balance of cognitive/emotional load on the leader and behavioral/psychological responses.

The authors contribute by qualitatively examining the role of leader knowledge systems in designing communication strategies in the context of the COVID-19 crisis by investigating communication characteristics, style, modes and the relatively unaddressed role of compassion/persuasion. In this pursuit, the authors interviewed 21 C-suite leaders, including chief executive officers, chief marketing officers, chief financial officers, chief human resource officers and founders, and analyzed their data using open, axial and selective coding, which were later extracted for representative themes and overarching dimensions.

Drawing from grounded theory research, the authors present a framework of knowledge systems and their resultant communication with employees in high uncertain and low uncertain crises. The authors highlight interactions of a set of concepts – leaders’ preparedness, leaders’ support to employees tailored communication adapted to perceived uncertainty, leading to enhanced trust – in the achievement of outcomes related to balancing operational and relational systems with employees. The findings suggest that a structured process of communication helps employees mitigate any concern related to uncertainty and feel confident in their leadership.

The research has implications for leaders in managing their knowledge systems, for human esources practitioners in designing effective internal communication programs, as well as for scholars in knowledge management, communication and leadership.

The purpose of this paper is to bridge the gap between entrepreneurial implementation intention and subsequent actions, addressing the isotropic issue under uncertain entrepreneurship.

The authors conducted two rounds surveys, a total of 2,350 individuals are surveyed, and 240 of whom expressed entrepreneurial intention but had yet to start a business comprised the sample.

This research finds that entrepreneurial implementation intention has a significant positive relationship with subsequent actions, affordable loss mediates the effect of implementation intention on subsequent actions, environmental uncertainty negatively moderates the relationship between affordable loss and subsequent actions, and the indirect effect of entrepreneurial implementation intention on entrepreneurial action can be enhanced at the low level of environmental uncertainty.

This study contributes new insights to the literature on Rubicon model of action phases in entrepreneurship field by using affordable loss and uncertainty. It also contributes to the literature on affordable loss by examining how environmental uncertainty conditions the effect of affordable loss on entrepreneurial action. Additionally, the negatively moderating role of environmental uncertainty offers a new possibility to explain entrepreneurial uncertainty.

Given the importance of identifying the antecedents of innovation for firms to follow and achieve it, the purpose of this paper is to investigate the effect of inclusive leadership (IL) and knowledge sharing (KS) on ambidextrous innovation capabilities, namely exploratory and exploitative innovation. It also explores the possible moderating role of environmental uncertainty in the relationship between KS and ambidextrous innovation.

This study used structural equation modeling (SEM) to examine the relationship among latent factors in the proposed research model based on the data gathered from 118 manufacturing and service firms.

The empirical findings support the significant and positive impact of IL on exploratory and exploitative innovation through the mediating role of KS. It highlights the moderating mechanism of environmental uncertainty in fostering the relationship between KS and ambidextrous innovation.

To gain a deeper understanding of the benefits and important role of knowledge resources, future research should investigate the potential role of IL practices in creating a KS culture for promoting specific forms of innovation such as open innovation or frugal innovation.

The paper provides a valuable understanding and novel approach for managers and directors of firms in developing and emerging countries to improve ambidextrous innovation by practicing IL for fostering KS in organizations.

The paper is unique in its attempts to bridge the research gaps in the literature and provide deeper insights on the mediating role of KS and the moderating effect of environmental uncertainty in pursuing both exploratory and exploitative innovation.

This study aims to investigate contextual factors affecting the deployment of strategy-driven manufacturing accounting techniques (SMAT), as well as the impact of SMAT usage on organisational competitiveness. Seven major SMAT were investigated, namely, benchmarking, integrated performance measurement, environmental management accounting, strategic costing, strategic pricing, strategic investment and life cycle costing.

By using multi-informant strategy, structured questionnaire was used to gather survey data from 129 senior accounting, finance and production personnel of publicly quoted manufacturing companies in Nigeria. Data was analysed using structural equation modelling and propensity score matching.

Result shows that the usage rate of the SMAT is generally moderate. Market orientation and deliberate strategy formulation are notable determinants of SMAT usage. The inability of competition intensity and perceived environmental uncertainty to notably affect SMAT usage suggests that external environmental pressure to use SMAT is weak.

Although the impact of SMAT usage on organisational competitiveness is positive and statistically significant, it is conceivable that the impact of SMAT could have been more assuming SMAT recorded extensive usage. Thus, the lack of competitiveness of manufacturing companies in Nigeria may not be unconnected to the superficial usage of SMAT.

The study contributes to knowledge in three ways. First, it extends studies on the contingency theory that contextual factors influence the adoption of management accounting innovations. Second, it exposes the contextual factors affecting the adoption of SMAT in a developing country. Third, it provides evidence on the value relevance of management accounting innovation in enhancing organisational competitiveness.

Small- and medium-sized enterprises (SMEs) increasingly implement digitalization in uncertain business environments. However, a dearth exists in the entrepreneurship literature for understanding the decision-making logic of digitalization as a management issue. Drawing on the effectuation theory, this study aims to explore the relationships between effectuation dimensions and SMEs’ digitalization.

Using quantitative data collected from 345 Chinese SMEs through questionnaires, the authors conducted the principal component analysis and hierarchical linear regression analysis.

The results highlight significant positive relationships between the four effectuation elements – experimentation, affordable loss, flexibility and precommitment – and SMEs’ digitalization. Moreover, this research considers the environmental conditions as moderators and reveals that environmental dynamism and complexity associated with high uncertainty negatively moderate the effects of effectuation on SMEs’ digitalization.

SMEs embarking on digitalization should constantly experiment to determine optimal strategies while contemplating their affordable losses. Flexibility should also be maintained to discard unproductive tactics and redirect to other viable options. Additionally, precommitments can reduce the risk that SMEs encounter in digitalization process. While the effectuation principles consolidate the likelihood of a successful digitalization, this research recommends that entrepreneurs should carefully consider their possible application in uncertain environments.

This study contributes to the entrepreneurship literature by theoretically clarifying the decision-making mechanism of digitalization and extends the application of effectuation to this context by illuminating the influences of effectuation principles on SMEs’ digital transformation. The identification of negative moderating effects of environmental uncertainty also augments an academic criticism about uncertainty creating the conditions for effectuation.

I aimed to develop a conceptual model of power dynamics focused on an anticipated power consequences in business relationships in a context of high environmental turbulence. I also intended to discuss the theoretical significance of my findings and indicate future research directions.

Conceptual article indicating future research directions.

The proposal of the conceptual model of power dynamics focusing on anticipated power consequences in business relationships.

The limitations of the presented model stem from the critique of the holistic view. My contribution lies in advancing our understanding of power dynamics in business relationships amid significant environmental change. I elucidate how transformative practices relate to power outcomes and value creation in these relationships.

The model highlights the importance of a mindful approach to managing business relationships in a turbulent environment. It emphasizes considering expected power outcomes from activities and their impact on creating value in these relationships.

The proposed concept resonates with systems theory, which emphasizes how different levels of business relationships are interconnected. It enables the analysis of power dynamics at the individual level, such as employees, consumers and local communities. These groups often include the most vulnerable individuals impacted by relational business structures.

The focus on anticipated power consequences of transformative practices triggered by high environmental turbulences, while considering the impact of power distribution of relationship actors on the sharing of benefits and costs.

Informed by trait and self-determination theories, the present study aims to extend the knowledge regarding the link between customer satisfaction (CS) and its antecedents, including job autonomy (JA), conscientiousness, customer uncertainty (CU) and extra-role customer service (E-RCS) in the hospitality industry.

A total of 306 frontline employees were selected from the hotels in North Cyprus, Turkey. Psychometric properties, including the validity and reliability of study variables, were assessed in the first step using confirmatory factor analysis. Then, the data were analyzed utilizing machine learning methods, mainly three exploratory data mining techniques, including lasso regression, decision trees and random forest, as well as partial dependence plots to visualize the role of suggested predictors on the outcome variable.

Data mining analysis shows that employees who can modify their job objectives are better equipped to satisfy customers in uncertain situations (JA8). In addition, the findings reveal that employees who believe they work hard to accomplish their personal and organizational goals (CON7) while also having the freedom to decide how to approach their job (JA1) and choose the procedures to utilize (JA2) are more likely to contribute to CS. In general, CS peaked when JA was high, but conscientiousness was moderate, while CU was low.

This study bridges the gap among various factors at the employee and customer individual, corporate and macro-environmental levels. Hospitality organizations can cultivate a culture of autonomy and independence by promoting open communication and offering growth and development opportunities. This approach enhances conscientious employees’ engagement, leading to exceptional customer service performance, particularly, in uncertain situations.

From the methodology perspective, this work proposes an opportunity for prospective scientists to broaden the trait and self-determination theories research model by relying on the riches of exploratory techniques without the limits imposed by traditional analytical techniques. Further, this study advances the current knowledge about service agility under uncertainty by extending organizational and service management research to consumer behavior literature.

This article introduces the special issue of Learning and Development in Highly-Dynamic VUCA Contexts. The issue reviews the concept of VUCA (volatility, uncertainty, complexity and ambiguity), highlights its implications for the learning and development function and argues that learning and development play a critical role in helping organisations, people and the societal context in which they operate to work within and navigate VUCA contexts.

The contributions to this special issue propose a novel learning and development framework that will inform L&D as the provision of training, learning and development activities in organisations within highly dynamic VUCA contexts and ensuring a strong external focus including organisational, people, community, economic and societal sustainability.

We, the authors, propose seven features of a strategic sustainability L&D function and L&D professional role that are a fit with highly dynamic VUCA contexts.

The proposed framework has important implications for the way in which L&D is structured, its key priorities and plans and the competencies of L&D professionals to add value to all stakeholders. We also emphasise that the work on the L&D function in highly dynamic VUCA contexts needs to be broader and move beyond a performance orientation.

The proposed strategic sustainability role for the L&D function expands theoretically our understanding of how L&D can have impacts at the nexus of the organisation and highly dynamic VUCA contexts, in addition to broadening the constellation of stakeholders that it potentially enhances.