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Purpose of This Chapter: >The study examines the importance and effect of working over office hours and lengthy commutes on work–life balance because both consume time away from the official working hours. The study utilized perceived organizational support to measure the moderating role of working over office hours, lengthy commutes, and work–family balance.

Design / Methodology / Approach: An inferential statistics cross-sectional study collected data from 437 full-time employees of IT-BPM companies in 5 metropolitan cities in India. The study used the PLS-SEM to examine the hypotheses.

Findings: The results show a negative relationship between working over office hours and lengthy commutes on work–family balance. This study also found the moderating effect of perceived organizational support on working over office hours and lengthy commutes on the work–family balance. Also, the study revealed that half of the respondents spend three hours, and one-fourth of the respondents spend four and half hours working over office hours and lengthy commutes.

Research Limitations: This research is limited to IT-BPM companies in India. Nevertheless, the findings highlight the factors associated with IT-BPM employee work–family balance, and only two factors were identified.

Practical Implications: This study enhances the work–family balance’s theoretical and practical effects. The results provide a competitive benchmark for IT-BPM managers, administrators, and governing bodies of employee well-being.

Originality: To the best of the author’s knowledge, this study is the first to adopt extrinsic variables in work–family border theory to measure the work–family balance of IT-BPM employees.

Drawing on the resource-based view (RBV) and knowledge-based view (KBV) theories, this study contributes to deepen the knowledge that corporate social responsibility (CSR) exerts on firms' innovation, considering the role played by cooperation. The research also seeks to ascertain the factors that influence the development of business cooperation.

The database used is the Community Innovation Survey (CIS, 2014) applied in the European Union (EU) during the time period 2012–2014. A sample of 7083 Portuguese firms were analyzed through the partial least squares structural equation modeling (PLS-SEM).

The results suggest that CSR positively relates with firms' innovation, and business cooperation partially mediates this relationship. The outcomes also reveal that investing in certain types of innovation activities increases the firms' willingness to cooperate.

The findings contribute to encourage an open innovation strategy as an easy and effective way to cope with rapid trends and changes, since it demonstrates the complementary between innovation and cooperation, as sources of value creation. From a triple bottom line (TBL) perspective, it also highlights that CSR must include social, economic and environmental initiatives, and should be a part of the firms' innovation strategy. As a result, managers who intend to contribute for society in the long term should plan, monitor and manage all CSR dimensions.

In the era of hyper-competitiveness, firms, especially project-based management structures, have to focus on ideas for both new and existing sets of products and services, i.e. ambidextrous innovation. The ambidextrous innovation can be helpful, but achieving such a level is a problem to be solved. This study aims to yield ambidextrous innovation by using innovative culture and knowledge that has been gained from learning.

The present research collected data from Saudi Arabian public-sector firms. The data collected is analyzed using the partial least squares structural equation modeling (PLS-SEM).

The findings of the study suggest that a range of factors can be operationalized in project-based firms to establish organizational learning and innovation culture. These factors include agile-based project management, leveraging existing innovative capabilities and growth mindset in case of innovative organizational culture and additional factors of agile-based knowledge management along with others in case of organizational learning. The PLS-SEM further concluded that both organizational learning and innovative organizational culture, in turn, help project-based Saudi Arabian public-sector firms to develop their ambidextrous innovation capability.

The PLS-SEM further concluded that both the organizational learning and innovative organizational culture, in turn, help project-based Saudi Arabian public-sector firms to develop their ambidextrous innovation capability.

The purpose of this paper is to explore empirically how the two kinds of strategic orientations including export market orientation (EMO) and technology orientation (TO) predict innovation performance (IP) and export performance (EP), by investigating the mediation effect of IP and the moderation effect of external network (EN).

The statistical population of this research is the food and agricultural products exporting firms which participated in the 26th International Agrofood Exhibition in Tehran, Iran. The sample of 296 managers filled out questionnaires using systematic random sampling methods. Structural equation modeling was used to analyze the data.

Results demonstrate that the increase of EMO and IP is related to a rise in EP. Furthermore, the research finds that IP is a partial mediator in the link between EMO and EP. Finally, the moderation impact of the external networks in an association between TO and IP is supported by the data.

This study is one of the limited number of studies to consider the mediation impact of innovation performance in the relationship between EMO and EP, and it is actually the first study, to the best of the authors’ knowledge, to investigate the moderating impact of EN in the relationship between TO and IP in the context of one developing country.

The purpose of this paper is to research the impact of digitalization on employees' future competencies and the conditional role of human resource development (HRD) in the relationship between independent and dependent variables.

Empirical research covered 1209 enterprises from all of Slovakia, Poland and the Czech Republic. The research was conducted from 2019 to 2021. Using structural equation modeling (SEM), a theoretical model was tested and verified.

Confirmatory factor analysis has shown a good fit for the tested model. The purpose and character of our data showed a good alignment with the SEM partial least squares method, as the goal is to predict a construct. The model showed that employee-oriented digitalization positively affected the employees' future competencies, with no impact of customer-oriented digitalization treated as a control variable. Also, the moderating role of HRD has not been shown to be significant for the “digitalization – competencies” relationship.

Previous studies on the development of personnel competencies treated these competencies as antecedents of digital transformation and examined the formal role of HRD in building the competencies. The novelty of this study lies in exploring the pattern of interactions among the impact of an environment built by innovative technologies and HRD on the competencies of the future. Also, the research embedded in the environment of Poland, the Czech Republic and Slovakia has contributed to the complex understanding of the transition to digitalization, as this region has often been omitted in the field of human resource management (HRM) research focused on exploring digital transformation.

The purpose of this study is to examine role stress over the course of an alliance between supply chains. This study examines ambiguity as antecedent to multiple organisational outcomes.

This study subsequently uses a time series design that uses a close replication of the authors’ initial study. The design affords the opportunity to examine the dynamics associated with the evolution of the alliance.

This study recognises that the relationships developed by collaborating firms are enacted by downstream entrepreneurs in the supply chain, yet this observation is rarely incorporated into interfirm research. The authors illustrate that the alliances have a significant downstream influence on operations at the retail level.

This longitudinal research has the potential to reduce common method variance and enhance causal inference. The second limitation concerns the simultaneous collection of the predictor and criterion variables. The third limitation is the use of single informants as the primary vehicle for the analysis of the theoretical model when prior research indicates that multiple informants offer enhanced reliability and validity.

The findings contribute to the management theory of business entrepreneurship and strategic alliances and research on supply chains.

This study underscores the need to examine alliances via time series. Research that attempts to generalise from data collected at a single point in time is unlikely to be able to capture the dynamics associated with the development of a joint venture and offers limited opportunity to make inferences about the causal order of relationships. The model based on longitudinal data reveals that the stage of an alliance influences the level of vertical control and ambiguity and the effect of control on role ambiguity.

The growing complexity of consumer engagement (CE) due to the impact of Internet of things (IoT) has been attracting significant attention from both academics and industry practitioners especially in recent times. Hence, understanding this phenomenon remains very crucial to the body of knowledge. This study conducted a systematic review on IoT and CE with the aim of proposing future research opportunities using the TCCM model.

Extant literature studies were systematically examined by sourcing high ranking ABS journals from EBSCO, ScienceDirect and Emerald. A total of 58 articles were included in the final analysis of this research.

The analysis established the need to conduct more research on CE due to the impact of new technological implementation in retail. The results further suggest the need for extensive research across African countries and emerging markets to enable broader empirical generalizations of research outcomes. Using the TCCM framework, the authors indicated directions for future empirical research.

This study exposes the current trends in CE and IoT. The results and analysis are both compelling and verifiable, hence, establishing a firm base of reference for future research in related fields.

This study aims to examine the impact of the gameful experience on behavioural outcomes. Drawing from stimulus–organism–response theory, it proposes and tests a new model that investigates the relationship between the gameful experience, brand loyalty and intention to use gamified branded applications in the sports context. In addition, it explores the mediating role of customer–brand engagement (CBE) and the moderating role of self-image congruity (SIC).

A sample of 436 active users of sport-related branded gamified applications was used to test the model. Data was collected from online sports forums, brands’ Facebook communities and during sporting events.

Results indicate that the gameful experience positively and directly impacts behavioural intentions but does not directly influence brand loyalty. This relationship becomes partially significant when mediated by CBE. In addition, results show that users with high levels of SIC are more likely to continue using the gamified application, whereas users with low levels are more likely to engage with the brand.

This study expands the gamification literature in the sports sector by revealing the importance of the gameful experience in driving loyalty, behavioural intentions and CBE. It proposes a new model that sheds light on the emotional aspect of the interaction between a user and a gamified system and the importance of exploring the effects of moderators, such as SIC, in these relationships.

Current research suggests culture as a driving force of successful digital innovation (DI) that may not only built an organization's capability to digitally innovate but also reduce impeding factors within the organization. Only few empirical accounts support this hypothesis so far. Details of how culture supports DI are yet under-researched. This article aims to investigate the relationship between culture, organizational DI capabilities and DI barriers.

The authors address this issue by using survey data from German municipalities (n = 668), build a structural equation model (SEM) and analyze data using partial least squares SEM.

Results indicate that the business process management (BPM) culture dimensions continuous improvement and process innovation support DI capabilities. Barriers exist that partially mediate the impact of culture on capabilities.

The results of this study show that BPM culture is not a uniform construct and that its dimensions have both positive and negative impact on the building of organizational digitalization capabilities.

The purpose of this study is to extend sales control research to inside sales. Aside from a few notable exceptions (Conde et al., 2022) much of the sales control literature has focused on a single control mechanism rather than a sales control portfolio perspective. The authors add multiple layers to Conde et al. (2022) by capturing secondary operational data and manager interviews to access sales control theory in practice.

With operational data from a Fortune 100 financial services company and sales manager interviews, the authors present evidence that managers apply a portfolio of controls to ensure sales agents’ overall performance.

Findings support that cultural controls have a greater influence on overall performance than a focus solely on process and outcome controls. Inside sales managers can generate better results when they focus on creating an employee-centric culture rather than controlling sales agents with formal sales controls.

This study extends sales control research by examining inside sales managers’ formal and informal sales controls. Historically, inside sales had sales leaders balance a myriad of sales controls grounded in strict oversight. With a few notable exceptions, the limited inside sales control research provides the opportunity to display an inside sales manager’s need to jointly focus on operational results and sales outcomes, illustrating the importance of cultural controls compared to other sales process and outcome controls. This research considerably extends sales controls research by focusing on inside sales.