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Soft total quality management (STQM) is a requisite for the successful implementation of hard total quality management interventions. However, there is limited empirical evidence on the implications of adopting soft total quality management practices. Inter alia, little is known about the consequences of employee involvement in addressing organizational and management challenges. To fill this gap, the article investigates the effects of employees' involvement on their commitment to organizational excellence.

Secondary data were collected from the European Company Survey (ECS). A large sample of 15,958 European companies was involved in the analysis. A parallel mediation model was devised to investigate the effects of employee involvement on commitment to organizational excellence. Training and motivation were contemplated as mediating variables to investigate the indirect implications of employee involvement on commitment to organizational excellence.

Employee involvement contributed marginally towards establishing an increased individual commitment to organizational excellence. Training and motivation played a relevant and statistically significant mediating role, boosting the implications of involvement on commitment to organizational excellence.

Employee involvement is critical for establishing an organizational climate conducive to organizational excellence. However, its implications should be contextualized in light of the mediating role of training and motivation. On the one hand, training is expected to increase employees' participation in the enhancement of organizational excellence. On the other hand, motivation fosters employee engagement in the improvement of organizational dynamics.

The article investigates the implications of employee involvement on commitment to organizational excellence in a large sample of European companies, emphasizing that soft TQM interventions should be implemented according to a systemic perspective in order to pave the way for a viable commitment to organizational excellence.

In the face of Singapore's land scarcity problem, there is an increasing prevalence of strata‐titled developments providing private housing in Singapore. This paper considers the awareness in certain quarters of certain fundamental aspects of this unique form of property ownership. The particular aspect which this paper considers is the understanding and interpretation of the term “common property” among two important groups of people. The first group comprises those who purchase strata title properties – they are referred to as “subsidiary proprietors”. The second group comprises “managing agents” (MAs), who may be delegated this task of professionally managing and maintaining the strata‐titled development. The findings of a survey are that their understanding of this fundamental term is inadequate. Based on these findings, the paper concludes with recommendations for improving the level of professionalism among MAs through licensing and courses for continuing professional development. This will bode well for the overall state of strata‐titled developments which are not only here to stay, but are expected to increase in number in Singapore.

This paper aims to investigate the motivational drivers for knowledge sharing (KS) through the application of mobile social networking (MSN) and their influence on employee productivity in the Malaysian construction industry.

The data was collected by distributing a self-administered questionnaire among employees working in the construction industry. A total of 250 questionnaires were collected and analysed using partial least squares structural equation modeling. This study used a variety of analysis methodologies including correlation analysis, reliability and validity testing, as well as a structural model in evaluating the relationships between KS, motivational factors and influence on productivity.

The empirical results of this study reveal that utilitarian motivation is positively related to internal and external KS. Similarly, internal and external KS have a positive influence on productivity, while internal and external hedonic motivation does not show any significant relationship with productivity.

Considering the paucity of evidence regarding the determinants of KS motivational drives on employee productivity in the Malaysian construction industry, this study enriches the social cognitive theory-based literature on KS.

This study provides some insights to the players in the construction industry in implementing the most appropriate KS promotion strategies that could potentially influence employee productivity. Organisations in the construction industry that place great emphasis on utilitarian motivation including competency, reward and incentives are more likely to have a better influence on KS and, in turn, positively impact employee productivity.

This study meaningfully contributes to enhancing the understanding of the motivational drivers for sharing knowledge on MSN and its influence on productivity. The findings of this study potentially assist construction practitioners in developing a holistic blueprint for managing their KS towards improving the overall productivity of their employees.

Sustainable development concern, coupled with changes in the talent landscape, has led to a heightened focus on green human resource management (GHRM). Drawing on attribution theory and conservation of resources theory, this study examined GHRM, leader–member exchange (LMX) and core self-evaluations (CSE) in relation to work engagement together with human resource management (HRM) performance attributions as a mediator.

Partial least squares structural equation modelling (PLS-SEM) was used to analyse the data collected from 110 respondents working in ISO 14001 certified organisations in Malaysia.

Results revealed that GHRM and LMX were positively related to HRM performance attributions that were intended to improve employee performance. However, CSE was not found to be related to HRM performance attributions. Consequently, HRM performance attributions were positively related to work engagement. Furthermore, GHRM and LMX had positive indirect effects on work engagement through HRM performance attributions as a mediator.

Since the data collected were from Malaysia only, it limits the generalisability of the results to other regions.

The findings suggest that organisations should adopt GHRM and train its leaders to forge stronger social bonds with their subordinates to elicit higher work engagement by positively influencing employee attributions on the motives of HRM practices.

This study contributes to the acknowledged gap on GHRM and HRM attributions by examining the non-green employee outcomes of GHRM and the antecedents of HRM performance attributions. This study also contributes by integrating attribution theory with conservation of resources theory to provide the mediation mechanism in linking GHRM and LMX towards higher work engagement through HRM performance attributions as a mediator; thus empirically illustrating the resource gain spirals.

The study aims to explore the differences in transformational leadership’s (TL’s) influences on each aspect of innovation capability, namely, product innovation and process innovation. It also deepens understanding of the pathways and conditions to improve specific aspects of innovation capability by assessing the mediating role of knowledge sharing (KS) and moderating mechanism of perceived organizational support (POS).

The paper utilized structural equation modeling and cross-sectional design to test hypotheses in the proposed research model based on using data collected from 394 participants at 88 Chinese firms.

The findings indicate that KS mediates TL’s effects on innovation capabilities. In addition, the influences of TL and KS on specific aspects of innovation capability are different and depend on the extent of employees’ POS.

Future studies should test mediating roles of knowledge management’s constituents and/or investigate the moderating roles of firm ownership form to increase the understanding of potential factors or key conditions that may have significant influences on a firm’s innovation capability.

The paper significantly contributes to increasing the understanding of the link between TL and specific aspects of innovation capability by highlighting the important role of stimulating KS and enhancing POS.

The paper provides useful information and valuable initiatives to increase leadership outcomes and firm’s capability for innovation.

This article explores the relationship between high‐involvement work practices and quality results, and the role of HR function in the implementation of quality and high‐involvement work practices.

Quality managers and HR managers from 34 manufacturing firms with ISO 9001 certification and competing for national/international quality awards responded. Correlation and regression were used for the data analysis.

Team work, communication, performance evaluation, empowerment, rewards and recognition, and skill development practices significantly positively correlate with quality results. Of these practices, performance evaluation has the greatest impact followed by communication, and rewards and recognition. In the implementation of quality and work practices, the role of the HR department can be identified as “steering”.

A majority of research studies on high‐involvement work practices has been confined to Western manufacturing contexts; and findings of these studies are not conclusive. It is expected that the findings of this exploratory study will be able to establish baseline data to stimulate further research in this area.

The purpose of this paper is to focus on investigating the impact of crowd participation on degree of project success, which is defined as the total amount of funds a project can obtain after it reaches its initial funding goal threshold.

Drawing on the theory of crowd capital, this study develops six hypotheses about the impact of crowd capability of a fundraiser (i.e. project updates, goal setting, reward levels and social media usage) and crowd participation (i.e. namely, funds pledge and on-site communication) on degree of project success. The hypotheses are tested using data sets of successful projects collected from two popular crowdfunding websites.

This study finds that funds pledge has an inverse U-shaped relationship with degree of project success. Project updates, reward levels and on-site communication positively influence degree of project success, while funding goal negatively affects degree of project success.

This study contributes to prior literature by investigating the degree of project success determinants using the perspectives of both fundraisers and crowds, which provides a more comprehensive understanding of what makes a crowdfunded project a success.

The empirical results of this study provide fundraisers with guidelines about how to access more funds after achieving the initial funding goals.

This work is one of the first to investigate the degree of project success and its determinants from the perspectives of both fundraisers and crowds.

International Engineering, Procurement and Construction (IEPC) projects deliver complex and critical infrastructure and construction projects. However, these projects face multiple challenges, especially in foreign construction markets, to the main contractors. The purpose of this article is to develop a tool for effective implementation of project management services for these international projects through upskilling and incorporate local expertise. Accordingly, the employment of a Native Project Management Consultant (NPMC) by the main contractor is proposed and investigated.

A three-stage research method was employed for triangulation of knowledge. Initially, a comprehensive literature review was carried out to examine the theoretical foundations of the study. The concepts were further explored through a survey and expert interviews. The study was performed in Iran as the host nation of multiple IEPC projects.

It was found that NPMC involvement has a significant contribution to the success of nearly all project management areas in IEPC projects. However, quality, schedule and budget management were the top-ranked areas. The study combines the results of previous studies with the interviews and questionnaire to create a tool designed to capture strategy actions and detailed activities designed to build capabilities in IEPC teams through the involvement of NPMCs.

A practical tool is developed which aims to enhance NPMC integration into IEPC projects. The tool is in-line with the project management concept of work-breakdown structure; which is understandable by project stakeholders.

The employment of NPMCs, and their potential role in IEPC projects has not been formally investigated and guidelines for such collaborations do not exist. The current study provides a platform for regulating such facilitators and enhancing project success.