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Patriotism is often described as the “love of country” that individuals display in the acclamation of their national community. Despite the prominence of this sentiment in various societies around the world, organizational research on patriotism is largely absent. This omission is surprising because entrepreneurs, human resource (HR) divisions, and firms frequently embrace both patriotism and patriotic organizational practices. These procedures include (among other interventions) national symbol embracing, HR practices targeted toward military members and first responders, the adulation of patriots and celebration of patriotic events, and patriotic-oriented corporate social responsibility (CSR). Here, the authors argue that research on HR management and organization studies will likely be further enhanced with a deeper understanding of the national obligation that can spur employee productivity and loyalty. In an attempt to jumpstart the collective understanding of this phenomenon, the authors explore the antecedents of patriotic organizational practices, namely, the effects of founder orientation, employee dispersion, and firm strategy. It is suggested that HR practices such as these lead to a patriotic organizational image, which in turn impacts investor, customer, and employee responses. Notably, the effect of a patriotic organizational image on firm-related outcomes is largely contingent on how it fits with the patriotic views of other stakeholders, such as investors, customers, and employees. After outlining this model, the authors then present a thought experiment of how this model may appear in action. The authors then discuss ways the field can move forward in studying patriotism in HR management and organizational contexts by outlining several future directions that span multiple levels (i.e., micro and macro). Taken together, in this chapter, the authors introduce a conversation of something quite prevalent and largely unheeded – the patriotic organization.

The objective of this chapter is to identify the key characteristics of Global Services businesses that will thrive and achieve success in the future. These factors are integrated into three main pillars, which we refer to as the Triple-Win. The first and most obvious pillar is technology as a tool. The second pillar is the design and sustainability of the business model, without which the previous factor would be merely a cost and not an investment. And last but not the least, there is the purpose which gives meaning to the proposal, focusing on the human being and their environment. The DIDPAGA business model sits at the intersection of these three elements.

The aim of this chapter is to present a comprehensive definition of Global Services that encompasses the wide variety of phenomena currently present in the international trade in services to bring to light the shift we are witnessing from Business Process Outsourcing (BPO), Information Technology Outsourcing (ITO), and Knowledge Process Outsourcing (KPO) models toward end-to-end (E2E) services and to highlight the factors which have had and will have an effect on these processes in the coming years.

Organizational innovation (OI) is important for multinational enterprises to adapt to changes in their broader technological and market environments. Despite its power to transform organizations, OI has remained at the periphery of international business (IB) scholarship. The purpose of this paper is that IB is particularly equipped to further the understanding of OI. IB studies place significant value on “context” and how the context in which the firm operates can enable or hinder the evolution of internal routines and practices, leading (or not) to OI.

The authors identify the key challenges which have contributed to the seemingly less important role of OI in IB, notable among them being the ambiguity of concepts associated with OI across different research fields. The authors advance the research agenda by offering a comprehensive definition of OI. The authors then put forward an integrative framework where the authors discuss the importance, and contribution, of IB to OI and vice versa.

The literature is characterized by terminological and empirical ambiguity. Some management scholars have coined the term “management innovation” with a clear element of invention and state-of-the-art attached to it. Others have referred to “organizational innovation,” when exploring incremental and targeted changes to extant team- and firm-level practices. In turn, IB scholars developed their own terminology, often (implicitly) referring to technological innovations as “asset-type firm-specific advantages” (FSAs) and associating OI with “transaction-type” FSAs.

The authors offer a new definition for OI – to address the challenges associated with terminological ambiguity. The authors put forward an integrative framework of OI in IB. The proposed framework of OI emphasizes the wider organizational context in which OI takes place, i.e. firm heterogeneity; and the broader external (IB) context of OI.

To examine the development of research into the relationship between business process outsourcing (BPO) and innovation, a bibliometric methodology utilizing quantitative analytical methodologies was used. With the aid of a visualization analysis of scientific publications, this study also assessed the state of BPO and innovation practices.

Using the Web of Science database, articles on BPO and innovation that published between 1992 and 2022 were retrieved. Records that had been extracted were examined in terms of publication year, nation, journal, subject area, authors and affiliations with organizations. The research on acupuncture for pain relief was visualized using the VOSviewer application.

An analysis of 219 original and review papers found that during the past 30 years, the overall number of publications has fluctuated constantly. The London University, the Copenhagen Business School and the London School of Economics were the institutions that produced the most articles in this topic. The three main categories of research that emerged from a network analysis based on the co-occurrence of keywords are innovation, outsourcing and performance.

A BP-innovation model must be created, and BPO must go beyond operational duties to incorporate management-wide shared strategic decisions in order to ensure improved performance of the firms. BPO enables a company's management to share knowledge and expertise about the strategic difficulties of outsourcing. A variety of technological and non-technological resources must also be considered when integrating an information technology (IT) infrastructure into BPO decisions in order to achieve greater performance.

Validity of the paper can be justified by it contribution to the existing knowledge. First, linking BPO and innovation – by integrating the arguments of various academics, the study unifies the disparate components and contentious discussions in the relationship between BPO and innovation. Second, this study highlights a research trend, significant studies, relevant terms and concepts in the real world. Third, the study provides future researchers with a tip for statistically analyzing BPO, particularly in light of innovation.

This empirical study aims to explore how actors in specific human resource practices (HRPs) such as line managers (LMs) impact employee productivity measures in the context of financial institutions (FI) banks.

This cross-country study adopted a qualitative methodology. It employed semi-structured interviews to collect data from purposefully selected 12 business facing directors (BFDs) working in the top 10 banks in Nigeria and the UK. The data collected were analysed with the help of the trans-positional cognition approach (TPCA) phenomenological method.

The findings of a TPCA analytical process imply that in the UK and Nigeria’s FIs, the BFDs line managers’ human resources practices (LMHRPs) resulted in a highly regulated workplace, knowledge gap, service operations challenges and subjective quantitatively driven key performance indicators, considered service productivity paradoxical elements. Although the practices in the UK and Nigerian FIs had similar labels, their aggregates were underpinned by different contextual issues.

To support LMs in better understanding and managing FIs BFDs productivity measures and outcomes, we propose the Managerial Employee Productivity Operational Definition framework as part of their toolkit. This study will be helpful for banking sectors, their regulators, policymakers, other FIs’ industry stakeholders and future researchers in the field.

Within the context of the UK and Nigeria’s FIs, this study is the first attempt to understand how LMHRPs impact BFDs productivity in this manner. It confirms that LMHRPs result in service productivity paradoxical elements with perceived or lost productivity implications.

Flexible staffing arrangements have become a permanent feature of employment in many industrial societies. This article examines how employers perceive the consequences of using flexible staffing arrangements. It presents and assesses theoretically informed hypotheses on organisational situations in which negative consequences are more likely to be perceived.

This study uses data (n = 761) from a bespoke employers survey, fielded in the Netherlands in 2019. Structural equation modelling (SEM) is used to measure and explain employers' perception of downsides to flexible staffing arrangements.

Employers report distinct downsides to the use of flexible staffing arrangements in terms of performance, management and employee well-being. Model estimates show that employers using flexible staffing arrangements to acquire specific expertise or to follow other organisations in their sector perceive more downsides.

Empirical research on employers' perception of the disadvantageous consequences of using flexible staffing arrangements is scarce. This article highlights that this practice can discourage investments in human capital and lead to a sense of insecurity among young workers. It draws attention to the relevance of distinguishing between strategic motives when trying to understand organisational behaviour regarding non-standard forms of employment.

This study aims to investigate why and how shared service centres (SSCs) are implemented as well as how they affect audit firm practice and audit quality.

In this qualitative study guided by the theoretical framework of institutional theory, the authors conducted 25 semi-structured interviews in seven European countries, including 16 interviews with audit partners from Big 4 firms, 6 with audit team members, 2 with interviewees from second-tier audit firms and 1 with a member of an oversight body.

The authors show that the central rationale for audit firms to implement SSCs is economic rather than external legitimacy. The authors find that SSC implementation has substantial effects on audit practices, particularly those related to standardisation, coordination and monitoring activities. The authors also highlight the potential impacts on audit quality.

By exploring the motivation for and effects of SSC implementation amongst audit firms, the authors offer insights into the best practices related to subsequent change processes and audit quality.

Knowledge management (KM) significantly affects supply chain management (SCM) and its performance in today's highly competitive corporate climate. It is crucial to consider this relationship to achieve optimal supply chain performance (SCP). This study aims to assess this impact by defining and examining the multi-dimensional relationships between KM Process Elements (KMPEs) and SCP Evaluation Criteria (SCPEC) within a comprehensive theoretical framework.

Integrating KMPEs and SCPEC becomes an uncertain decision-making problem due to data deficiency and the vagueness of decision-makers’ judgments. To address uncertainties, this study uses interval-valued neutrosophic (IVN) sets and proposes an IVN model consisting of SWARA, which is one of the effective multi-criteria decision-making (MCDM) approaches, and house of quality (HOQ) methods. IVN-SWARA is used to weight the SCPEC while IVN-HOQ establishes relationships and prioritizes the KMPEs and SCPEC.

The results show that reliability is the most significant SCP evaluation criterion. Among the KMPEs, capitalization, sharing, and transfer exhibit stronger associations with the SCPEC compared to the other elements. Capitalization as one of the KMPEs was found to be the most critical one, and efficiency is the criterion most affected by all elements of the KM process.

This study uses innovative methodologies to evaluate the adoption of KM processes on SCP under uncertain environments and involving multi-decision-makers. The proposed integrated model demonstrates flexibility and practicality in combining KM and SCM, leading to improved SCP. Notably, this study presents the development of IVN-SWARA and the use of the integrated IVN-SWARA - IVN-HOQ decision tool, which are novel contributions to the existing literature.