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This paper aims to assess the existing situation of psychological empowerment to employees and explore the relationship between psychological empowerment and competitive advantages in service sector of Nepal.

The study followed descriptive cum exploratory research design. Data collected through structured questionnaire based on Menon’s three-component model and Wright’s four-component model used to measure psychological employment and competitive advantages from employees of banking and hospital sector.

Psychological empowerment of employees in service sector is significantly different between public and private organizations. Even though the factors that are extracted are quite different than of Western practices, psychological empowerment has positive and significant impact on the competitive advantages.

This study is mainly based on service sector of Nepal: Banking and Hospital.

This paper is useful to academicians and practitioners seeking to develop psychological empowerment to achieve competitive advantages in their organizations and help to add values in people management areas particularly in South Asian corporations.

This is perhaps the very first investigation of its kind in the Nepalese context.

This study aims at investigating the effect of psychological empowerment on job burnout and competitive advantage with the mediating role of organizational commitment and creativity.

The statistical population included all the managers and staffs of Tooka Company in Iran, and for data analysis, 120 completed questionnaires were used. Data analysis was carried out by SPSS 18 and Amos 20 software and structural equation modeling method. To test the mediating relationships, bootstrap method was used.

The findings showed that psychological empowerment has a significant direct effect on job burnout and competitive advantage. Also, psychological empowerment has a significant indirect effect on job burnout through the mediating role of organizational commitment. In addition, psychological empowerment has a significant indirect effect on competitive advantage through the mediating role of organizational creativity.

This study is among the first to investigate the relationship between psychological empowerment, job burnout, competitive advantage, organizational commitment and creativity.

El trabajo tiene como objetivo investigar el efecto del empoderamiento psicológico en el burnout y la ventaja competitiva, junto con el papel mediador del compromiso y la creatividad de la organización.

La población incluyó a todos los gerentes y personal de la Compañía Tooka en Irán. Para el análisis de datos se utilizaron 120 cuestionarios completos. El análisis de los datos se realizó mediante el software SPSS 18 y Amos 20 y el método de modelado de ecuaciones estructurales. Para probar las relaciones de mediación, se utilizó el método bootstrap.

Los resultados muestran que el empoderamiento psicológico tiene un efecto directo significativo en el burnout y la ventaja competitiva. Además, el empoderamiento psicológico tiene un efecto indirecto significativo en el burnout a través del papel mediador del compromiso organizacional. Además, el empoderamiento psicológico tiene un efecto indirecto significativo sobre la ventaja competitiva a través del papel mediador de la creatividad organizacional.

Este trabajo es uno de los primeros en investigar la relación entre empoderamiento psicológico, burnout, ventaja competitiva, compromiso organizacional y creatividad.

A pesquisa atual teve como objetivo investigar o efeito do empoderamento psicológico na síndrome de Burnout no trabalho e na vantagem competitiva com o papel mediador do compromisso organizacional e da criatividade.

A população estatística inclui todos os gestores e funcionários da Tooka Company no Irã e para a análise de dados, foram utilizados 120 questionários. A análise de dados foi realizada em SPSS 18 e amos 20 e com a metodologia de equações estruturais. Para testar os relacionamentos mediadores, o método bootstrap foi usado.

Os resultados mostraram que o empoderamento psicológico tem um efeito direto significativo no Burnout no trabalho e na vantagem competitiva. Além disso, o empoderamento psicológico tem um efeito indireto significativo no Burnout no trabalho através do papel mediador do compromisso organizacional. Além disso, o empoderamento psicológico tem um efeito indireto significativo na vantagem competitiva através do papel mediador da criatividade organizacional.

Esta pesquisa está entre as primeiras a investigar a relação entre empoderamento psicológico, Burnout no trabalho, vantagem competitiva, compromisso organizacional e criatividade.

Quality, flexibility, and commitment are the buzz‐words of management strategy and reflect many of the goals currently sought in business. In order to contribute to these business goals, human resource professionals have had to rethink the contributions they make. This has led to the creation of yet more buzzwords – including the buzzword “empowerment”. Argues that interest in empowerment is not matched by a wider reflection on the factors which have promoted and facilitated these goals, nor is it matched by any wider reflection on the nature of organizations. Argues that these oversights have led to an implicit and passive definition of empowerment being used. To redress this balance, analyzes the forces which have promoted innovation in management, and have made empowerment “thinkable”. Makes a case for viewing empowerment as an ideological construct, and from here offers an alternative, activist model of empowerment.

This research objective is to (1) examine the effect of organizational factors on quality performance, (2) examine the effect of quality performance on competitive advantage and (3) examine the mediating role of quality performance between organizational factors and competitive advantage.

The research sample includes 140 employees in the Windusari village-owned enterprise, in Magelang, Indonesia. Data are collected using 5-Likert scale questionnaires which follow Ferdousi et al. (2019). The dependent variable is a competitive advantage. The Independent variable is organizational factors which are top management support, employee empowerment, employee involvement, reward and recognition, training and customer focus. The mediating variable is quality performance. Data analysis uses path analysis provided by structural equation modeling.

Based on path analysis, organizational factors have a positive effect on quality performance, quality performance has a positive effect on competitive advantage and quality performance mediates the effect of organizational factors on competitive advantage. The results confirm the concept of quality management where continuous improvement of products and services can meet customer expectations and bring the organization to a better position in the industry to face other competitors.

This research extends the previous studies of the relationship between organizational factors and organizational outcomes by considering the effectiveness of the organizational process. This research also contributes to giving new evidence about the relationship between organizational factors, quality management and competitive advantage in the village-owned enterprise in Magelang, Indonesia. This research also contributes to updating the literature on the theory of quality management.

The purpose of this paper is to provide an initial empirical insight into the mediating role of quality performance on the association between six specific organisational factors (top management support, employee involvement, employee empowerment, reward and recognition, training and customer focus) and competitive advantage.

A survey questionnaire was used to collect data from 179 garment organisations in a developing country, Bangladesh.

The results show that quality performance mediates the association between three specific organisational factors (top management support, employee involvement and reward and recognition) and competitive advantage. In addition, a fourth organisational factor, employee empowerment, exhibited a direct association with competitive advantage.

The findings provide managers of developing economies with an important insight into the critical role of quality in achieving competitive advantage. In line with the resources-based view, the findings suggest that managers should deploy their limited resources to focus on providing top management support for, encourage employee involvement in and provide adequate rewards and recognition in respect to quality initiatives.

The ability of a business to outperform its rivals is known as its competitive edge, and it presents special difficulties in the context of the “digital revolution,” or the fourth industrial revolution. To obtain a competitive edge in the startup operations 4.0 era, this study aims to examine the organizational, technological and competence-related challenges presented by Industry 4.0. It does this by concentrating on the tools, competencies, methods, approaches, tools and strategies that are crucial. Using the Total Interpretive Structural Modeling (TISM) technique, the goal is to find, analyze and classify enablers for startup operations 4.0.

A closed-ended questionnaire and planned interviews were used in the data collection process. In startup operations 4.0, the cross-impact matrix multiplication applied to classification method is used to rank and categorize competitive advantage factors, whereas the TISM technique is used to analyze how components interact.

The study highlights the critical significance of the “Internet of Things (IoT),” “information technologies,” “technological platforms,” “employee empowerment,” “augmented reality (AR)” and “operational technologies” in its identification of 12 enablers for startup operations 4.0.

The main focus of the study is on the variables that affect startup operations 4.0’s competitive advantage.

Academics and important stakeholders can better understand the factors influencing competitive advantage in startup operations 4.0 with the help of this research.

Large businesses have been profoundly impacted by Industry 4.0 principles; however, startup operations 4.0’s competitive advantage has not received as much attention. This paper offers a fresh take on the concept of competitive advantage in startup operations 4.0 research.

For people to be the bridge to competitiveness, they must be hired and trained not simply for the work their hands can do, but also for their ability to think and learn and make a difference. Building a learning workforce requires that managers cultivate a great working environment and a culture of empowerment. To understand how to manage people so that they become the catalyst to competitive success, a multi‐method research study was undertaken that combined both secondary and primary research techniques. The findings revealed that the characteristics of a great working environment include the following: compensation that communicates that people truly are valued, exceptional facilities, a facilitative company culture, good relations between management and employees, a flexible work place, a family‐friendly culture, and investments in employee competencies. Similarly, a culture of empowerment is built on a foundation of affirmation, belonging, and competence. Unfortunately, few companies understand that antecedents of effective people management and even fewer are willing to make the sustained investments required to harness the learning and passion of the workforce. Tremendous opportunities exist to leverage the human resource for competitive advantage.

Global business pressures have forced manufacturers to restructure design and production processes, adopting radically different management practices to gain competitive advantage. Employee empowerment continues to receive attention as a means of effectively appropriating and deploying human skills and knowledge. Employees are seen as critical components of the innovation‐led model of manufacturing which is evolving in response to unstable markets. This paper explores the concept of empowerment and conditions for its effective realisation in Computer Integrated Manufacturing production. Existing theory which underpins the authors’ view of empowerment is considered as a framework to facilitate further investigation of empowerment in Computer Integrated Manufacturing.

This paper offers an account of empowerment as an ideological construct. Rejecting management accounts of empowerment as limiting and logically inconsistent, the paper offers a dynamic analysis of empowerment as an essentially ambiguous concept. Based principally upon an analysis of two case studies undertaken in US automobile plants, the paper attempts to explore the specifics of two empowering initiatives. Through this analysis the paper attempts to explore the ways in which managers have attempted to make use of this ambiguity in order to construct a particular discourse on empowerment within these establishments. Yet the paper also attempts to analyse the limits and fragility of this process and deploys the concepts of “set overlap” and “interest space” to analyse these tensions.

The purpose of this paper is to provide insights into the overarching role of learning capabilities by presenting a framework to describe how learning capability development is captured by combining the three main elements of internal marketing orientation, exploratory capabilities and resource recombination.

This is a conceptual paper building upon the theoretical integration approach of Mayer and Sparrowe (2013) to establish competitive empowerment through learning capability development, effective internal response and resources recombination.

The competitive learning capability model provides a firm’s foundation for theorizing organizational competitive models from an internal perspective, by mastering learning capability development at the centre of the model.

The paper emphasizes the competitive connotation of learning capabilities as a construct in strategic management. It shows the underlying role of learning across organizational processes; hence, its theoretical significance through the learning capabilities model.

This paper argues that learning is at the centre of organizational competitiveness. Firms can achieve more fruitful results by continuously implementing resource integration strategies built on their learned experiences.

The principal significance of this paper lies in the achievement of conceptualizing learning from a strategic management perspective. Insight in this area helps bridge organizational efforts in pursuit of competitive advantage by exploiting key core learning competencies embedded in a firm’s resources and capabilities.