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The purpose of this paper is to discover the impact of different dimensions of organizational culture (mission culture, adaptability culture, involvement culture and consistency culture) on business excellence results criteria (customer results, people results, society results and business results) in the United Arab Emirates (UAE) and explore the moderating role of information and communication technology (ICT) use in both service and manufacturing industries.

Data were collected by questionnaire from 448 managers in nine companies that have won the Sheikh Khalifa Excellence Award in the last three years. Structural equation modeling was used to examine the data.

Organizational culture is significantly related to business excellence. However, these effects varied for different business excellence criteria. Three organizational culture types had a significant positive role in achieving excellent customer-related results. All four types of organizational culture had a positive role in achieving excellent people-related results. Only two culture types had significant role in achieving excellent society-related results. Business results were positively related to a balance between the four types of organizational culture. ICT use moderated the relationship between organizational culture and results related to customers, people and business, but not society.

This study had some conceptual limitations. In particular, it considered the organizational culture as four types in the research model, but without structuring the indices under each type. It also had some methodological limitations. It was cross-sectional and used a self-administered questionnaire, which means that no causal relationships can be implied, and there may have been some bias in responding.

This is one of the first studies that investigate the relationship between organizational culture and business excellence in UAE excellence award-winning companies.

The pupose of this paper was to determine the influence of organizational culture on the performance of employees.

The study was carried out on non-lecturer employees at the University of Mercu Buana with a population amounted to 148 people. Sixty respondents were chosen as samples, determined through proportional random sampling. The analytical tool used was SPSS version 22.

The results show that that there is a significant influence in partial engagement and mission on the performance of non-lecturer employees. On the contrary, two variables, consistency and adaptability, partially do not have significant influence on the performance of employees at the University of Mercu Buana. Simultaneous testing on variables, namely, involvement, consistency, adaptability and mission, has significant influence on the employee’s performance.

The results of the study indicate that consistency and adaptability do not have any influence on the employees’ work performance in the context of higher education institution.

This study aims to examine the role of psychological empowerment (PE) in mediating the relationship between organizational culture, innovative behaviour and work-related attitude.

Data were collected in two phases from a total sample of 324 middle- and senior-level executives working in India through a completed self-report questionnaire.

The results show a significant relation between organization culture, PE and work-related outcomes. PE fully mediated the relationship between adaptability and mission culture and innovative behaviour. PE also fully mediated the relationship between consistency and adaptability culture and job satisfaction; adaptability culture and commitment; and involvement culture and turnover intentions.

Cross-sectional design undermines the causal conclusions derived from the findings. Generalizability is limited, as the study was set up in India. The research highlights the role of PE for innovative behaviour and other work-related attitudes.

The study establishes the linkage between organizational culture, PE, work-related attitude and innovative behaviour, thus extending the PE theory.

This paper posited a dynamic relationship between transformational leadership, organizational culture, and organizational excellence in order to develop a better understanding of the casual linkages between these three areas.

The research methodology includes a multi-item scale questionnaire survey which included 448 samples from United Arab Emirates (UAE) with an average response rate of 61.1%. The hypotheses were tested by applying structural equation modeling (SEM) and path analyses. Analyses used the Mplus software package.

The key finding in this study suggests that creating the involvement culture provides the all-inclusive participation and holistic engagement from employees, which consequently leads to organizational excellence.

The study is more focused on particular type of leadership and can extend to other types of leadership as well the other regions. The study extends the findings of previous studies that suggested authoritative was essential initially but that this would change with the emerging culture.

Managers should foster an involvement culture and adopt transformational leadership style in order to reap the benefits of the quality management approaches.

From existing research on leadership in QM context, we adopt transformational leadership in connection with organizational culture and organizational excellence. The originality of the study lies in its quantitative approach to test an already demonstrated phenomenon about the relationship between transformational leadership, organizational culture and business excellence. This study significantly contributes to the literature on QM by discovering that organizations with transformational leadership styles and involvement or adaptability cultures can perform well and achieve organizational excellence.

Top management and managers must highlight environmental issues and adopt green product innovation (GPI) to implement eco-friendly management in their businesses. This research aims to examine the impact of top management’s green commitment and adaptability culture (AC) on organizational green performance (OGP) mediated by GPI.

The study was conducted in the context of the textile industry of Pakistan, where a sample of 232 employees was collected for the data analysis. The study adopted a quantitative approach, and the data collected were analyzed using relevant statistical tools (SPSS 24 and Smart PLS 3.0) to address the research questions.

The present study supported positive relationships of top management green commitment (TMGC) and AC with the OGP, whereas GPI mediated the relationships.

Integrating the AC, TMGC, GPI and the organization’s green performance is a milestone as it serves as an effort to present a model promoting green management research. The study’s findings could be used in the textile sector to foster a green culture by strengthening green AC and GPI by raising environmental concerns within the workforce.

Cross-organizational cultural intelligence (COCI) is conceptualized as an ability of individuals to interact effectively with persons from different organizational cultures. To deal with culture differences in cross-organizational context, organizations need to select employees with high COCI. This study aims to develop an instrument to measure employees’ COCI in a cross-organizational context.

The present study was conducted in three steps to develop a scale to measure COCI. First, 39 statements were identified based on a series of interviews. Then, via a survey of 275 part-time MBA students, 18 statements were categorized into four dimensions, namely, cognition, motivation, collaborative communication and behavioral adaptability. Finally, convergent, discriminant, predictive and incremental validity of the scale were tested.

This study extends the cultural intelligence to the cross-organizational context. The COCI concept provides theoretical support for cultural intelligence research in the cross-organizational context. Therefore, the present study broadens the research field of cultural intelligence. A four-dimensional scale was developed to measure COCI, which includes cognition, motivation, collaborative communication and behavioral adaptability. High COCI can enhance employee’s performance in a cross-organizational context.

This study still has several limitations. First, the self-report questionnaire indicated that the relationship between COCI and other constructs may be stronger because of single-source, self-reported data collection. Second, the new scale was developed in China. Although some respondents came from foreign companies, most surveyed employees belonged to Chinese enterprises. Based on the current results, COCI scale exhibits promise as a measurable criterion, but it requires more refinement and validation. Additional work in this area can explore factors that can influence or improve individual COCI. A theoretical network of COCI that includes predictors, consequences, mediators and moderators by theoretical research can be established.

The COCI scale can be used in organizational management. Also, the COCI scale can help organizations understand the meanings of the employees’ COCI and select employees with high COCI during the recruitment. It makes managers easier to choose qualified candidates for inter-organizational projects. Beyond that, organizations can develop employees’ COCI according to the proposed four dimensions.

The development of the valid COCI scale will facilitate future research on boundary spanning. The COCI scale can measure individual cultural intelligence in a cross-organizational context. The present study has verified that COCI is different from emotional intelligence and provided a new perspective to explore the importance of individual ability in boundary-spanning activities. The instrumental support can help researchers effectively understand COCI and explore its potentials in boundary-spanning activities.

The purpose of this paper is to examine the effects of cultural intelligence (CQ), idiocentrism-allocentrism and organizational culture on work engagement in a multinational organization from the perspective of conservation of resources theory.

The sample consisted of 219 employees of a multinational company (MNC). Partial least squares–structural equation modeling was used to test the research model.

The results suggest that CQ is positively related to work engagement and that this relationship is moderated by employees’ idiocentrism-allocentrism, as well as by the adaptability dimension of organizational culture.

Greater generalizability of the findings could be achieved with a more geographically dispersed sample. Other cultural dimensions, as well as personal and organizational characteristics, should be considered in order to more clearly ascertain the relationships between these variables.

The findings suggest that CQ is a powerful tool for developing employee engagement within MNCs. Furthermore, a highly adaptive organizational culture and consideration of employees’ cultural values are important in order to enhance the effect of CQ on engagement.

This study identifies relevant resources that can aid in managing a diverse workforce and increasing employee engagement in companies that operate across national borders.

The purpose of this paper is to explore leadership style, organizational culture and job commitment in university libraries of Pakistan and the relationships among them.

A structured questionnaire was developed and self administered to 115 professional librarians. Hypotheses were tested through t‐test, Pearson chi‐square and ANOVA.

The results show that the library professionals were not very sensitive about any relationship among these three variables at their workplace. A majority of the professionals perceived that their chief librarians had an autocratic style of leadership and libraries tend to adopt an achievement and bureaucratic culture. Most of the library professionals seemed to be highly committed with their organizations. It means that they favored result‐oriented culture.

The research was limited to university libraries in Pakistan's province of Punjab and federal capital Islamabad.

The study is useful to understand leadership style, organizational culture and job commitment in university libraries.

The purpose of this paper is to identify the relationships among absorptive capacity (AC), organisational culture (OC), and software process improvement (SPI) implementation success based on capability maturity model integration (CMMI). Specifically, the aim of this study is to understand the roles of potential and realised AC in SPI success.

This study proposes a research model and examines the relations among firm AC, SPI success, and OC. The authors surveyed 56 Taiwanese firms that adopted the CMMI-based SPI programme and received official certification.

The findings indicate that potential and realised AC have significantly positive effects on SPI success. In particular, realized (AC) partially mediates the effects of potential AC on SPI success. Furthermore, the effects of potential and realised AC on SPI success are significantly moderated by the adhocracy and hierarchy OCs, respectively.

Given that the scope of this empirical study was limited to Taiwan, the findings might lack generalisability; however, this provides an opportunity for future research.

This is the first empirical study investigating the influence of AC on CMMI-based SPI success. The proposed research model also examines the moderating relationships of two types of OCs, namely adhocracy and hierarchy, on AC (potential and realized) and SPI success.

This paper aims to investigate the relationship between the intangible impacts of Lean Six Sigma (LSS) and organisational innovation climate factors and proposes a conceptual model to link them. This paper ultimately aims to extend the range of LSS application by proposing LSS as a tool for fostering organisational innovation.

The paper followed a qualitative research approach to identify, analyse and categorize the intangible impacts of LSS by reviewing previous literature on its application and conducting in-depth interviews with its experts. Then, a detailed description of organisational innovation climate was provided to highlight its main factors. Finally, a conceptual model was developed to illustrate the relationships among the collected information.

LSS was found to have many intangible impacts categorized as organisational or individual related. Organisational innovation climate is determined by a number of factors that were found to be positively influenced by many of LSS's intangible impacts. Thus, a number of propositions between LSS's intangible impacts and organisational innovation climate factors were proposed, as illustrated by a conceptual model.

Studying the relationship between LSS and innovation by considering LSS's intangible impacts and linking them to organisational innovation climate factors is a relatively new approach that makes the contribution of this research valuable and significant to academics and professionals.