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Article
Publication date: 11 April 2018

Hassan Barau Singhry

Transformational leadership (TL) is one among the leadership behaviors that is important in a period of uncertainty and continuous change. The behavior affects employees’ job…

Abstract

Purpose

Transformational leadership (TL) is one among the leadership behaviors that is important in a period of uncertainty and continuous change. The behavior affects employees’ job satisfaction (JS) and performance. Nevertheless, there is an inconclusive debate over how organizational justice (OJ) can help transformational leaders to influence employees’ (JS). Therefore, the purpose of this paper is to investigate the role of OJ on the relationship between TL and employees’ JS.

Design/methodology/approach

The study employed a quantitative research design based on cross-sectional strategy. Structured questionnaires were distributed and data were collected from a sample of 418 middle managers of public organizations in Nigeria. Multiple regressions aided by structural equation modeling were employed to test four hypotheses.

Findings

The regression results support the mediating role of OJ, such as distributive, procedural, interpersonal and informational justice between TL and JS. Equally, the relationship between TL and JS, TL and OJ, and OJ and JS are all positive and significant. Overall, the influence of TL and OJ has a strong explanatory effect on JS.

Originality/value

This study adds to the literature of human resource management and organizational behavior by empirically validating and integrating TL theory with the four dimensions of OJ theory. The study will be beneficial to the top management and middle-level employees in public organizations.

Details

International Journal of Public Leadership, vol. 14 no. 2
Type: Research Article
ISSN: 2056-4929

Keywords

Article
Publication date: 26 June 2018

Hassan Barau Singhry and Azmawani Abd Rahman

Despite the importance of collaborative planning, forecasting, and replenishment (CPFR), its influence on supply chain innovation capability (SCIC) and supply chain performance…

2995

Abstract

Purpose

Despite the importance of collaborative planning, forecasting, and replenishment (CPFR), its influence on supply chain innovation capability (SCIC) and supply chain performance (SCP) has not been sufficiently examined. The purpose of this paper is to examine the antecedence of SCP through CPFR and SCIC.

Design/methodology/approach

Through cluster and stratified random sampling, 286 responses from top managers of 1,574 Nigerian manufacturing companies were analyzed. Data analysis was performed using structural equation modeling with AMOS graphics.

Findings

The results show that SCIC has a full mediating effect on the relationship between CPFR and SCP. Specifically, CPFR has a significant relationship with both SCP and SCIC, and SCIC also relates significantly to SCP.

Practical implications

This study offers implications for manufacturers in developing countries in general, and in Nigeria in particular, by providing a guideline on how to improve SCP through CPFR.

Originality/value

The paper contributes to the limited studies on CPFR and SCP by extending this line of study into the realm of innovation capability and innovation. It integrates the social exchange theory and the dynamic capabilities theory to examine the collaborative processes of CPFR in the supply chain context. This study stressed the importance of boundary theoretical spanning by extending CPFR and SCP into the domain of innovation capability.

Details

Business Process Management Journal, vol. 25 no. 4
Type: Research Article
ISSN: 1463-7154

Keywords

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