Search results
1 – 10 of 208Robert E. Overstreet, Joseph B. Skipper, Joseph R. Huscroft, Matt J. Cherry and Andrew L. Cooper
The purpose of this study is to empirically evaluate the relationship between learning culture, workforce level, human capital and operational performance in two diverse supply…
Abstract
Purpose
The purpose of this study is to empirically evaluate the relationship between learning culture, workforce level, human capital and operational performance in two diverse supply chain populations, aircraft maintenance and logistics readiness.
Design/methodology/approach
Drawing upon competence-based view of the firm and human capital theory, this paper analyzes data from two studies.
Findings
The results provide support for the hypothesized model. Workforce level moderates the relationship between learning culture and human capital, and human capital partially mediates the relationship between learning culture and operational performance.
Research limitations/implications
The findings have implications for behavioral supply chain management research and implications for educating and training the supply chain management workforce. While the populations represent a diverse set of logistics functions and responsibilities, the participants are all military members, which may limit generalizability.
Practical implications
This study should help leaders understand the importance of learning culture and the perceived differences in its effect on human capital based upon workforce level.
Originality/value
This research is among the first to investigate the role of workforce level and answers a multitude of calls for research into the human side of supply chain management.
Details
Keywords
This study examines trust-repair practices at the team level after organizational change.
Abstract
Purpose
This study examines trust-repair practices at the team level after organizational change.
Design/methodology/approach
A qualitative research approach was adopted, and data were collected from key informants through focus group discussions and interviews. The data analysis involved thematic coding and followed the structured procedure.
Findings
This study found that after organization change, trust can be repaired at the team level by improving team leaders' information sharing and knowledge in change management, and by enforcing communication, collaboration and ethical behaviour among team members.
Research limitations/implications
This paper makes three key contributions by (1) identifying trust violations in teams, (2) proposing trust-repair mechanisms and (3) extending the understanding of trust-repair and preservation at the team level following organizational change.
Practical implications
This paper provides practical information from a real-work context and can improve managers' understanding of active trust-repair.
Originality/value
This paper outlines active trust-repair mechanisms in an organizational change context and expands the current theory by presenting novel insights into organizational trust-repair at the team level. This study contributes to trust literature by proposing promising avenues for future trust-repair research.
Details