Search results

This paper aims to help understand how community-based social entrepreneurs experience world-class “performance excellence” models and to explore the core values that enable social enterprises to become high-performance organizations.

Underpinned by Mindsponge processes, the proposed conceptual framework critiques the Baldrige criteria for performance excellence (BCPE) model in a global south context. The mixed-methods study fosters an in-depth analysis. First, it validates the BCPE mechanism in community-based social enterprises (CBSEs) before identifying the significant core values and concepts of BCPE that influence CBSEs to achieve high performance.

The BCPE, adapted from global north corporate principles and applied at a community level, can significantly develop global south organization performance excellence. Five core values and concepts from the 11 fundamental beliefs in driving performance excellence were found to support performance excellence in CBSE management. These values and concepts are “customer-focused excellence,” “social responsibility,” “systems perspective,” “visionary leadership” and “focus on success.”

First, factors influencing performance excellence are not limited to the core values elements discussed. Future research may clarify factors extracted from the “Process” category of BCPE to explore further how CBSEs can enhance their performance in a different formation path. Second, this study only considered the Thai-Phuan community in Pho Tak village, Nong Khai, Thailand, to represent as a single case study. However, different, clustered or contrasting CBSEs in other regions remain open for further exploration to enrich the knowledge of “performance excellence” in a community organization. Finally, a longitudinal study would be a welcome addition.

The following must be considered. First is setting a clear direction: the organization’s vision and mission, by purposeful design, should ensure that CBSE managers are leading by example and demonstrating the importance of social and environmental value creation. Second is developing institutional culture: fundamental core values focused predominantly on “customer-focused excellence” and “social responsibility” encourage collaboration by “working together to drive success”. Third is developing integrated management system: CBSEs need to ensure that the management systems can collaborate and complement each component to create performance excellence. Fourth is creating a learning organization: CBSEs need to create a culture of continuous learning through data collection, measurement, analysis and modification.

This study clarifies that the implementation of BCPE is crucial to the establishment of performance excellence at both macro- and micro-level organizations. According to the Malcolm Baldrige National Quality Award, the fundamental drivers of BCPE are the same for all types of organizations and in all sectors, whether in the private sector, education, health care or government (Blazey and Grizzell, 2021). By applying the Baldrige excellence model at the community level, this study found that CBSE can similarly strive for excellence and improved performance. This can lead to strengthened services, increased productivity and enhanced quality of life for the community.

This study provides a novel viewpoint on the Baldrige paradigm. Expressly, BCPE is compatible with global south community-based organizations to enhance performance excellence. Its essential contribution demonstrates that Baldrige model concepts are more widespread within smaller and underdeveloped territories than imagined. The recent (post-study) inclusion of “Community” as an independent sector in the Malcolm Baldrige National Quality Awards validates the research findings and recommendations proposed by this study.

The study examines the mediating effect of knowledge management (KM) in the relationship between the high-performance organisation (HPO) framework and high performance in financial institutions (FIs) in Uganda. The paper aims to develop a framework that promotes high performance in the FIs.

The conceptual model was tested on a sample of 28 financial instituitions using structural equation model.

The findings revealed that the high-performance framework is significantly related to high performance and KM is related high performance. KM mediates the relationship between the high-performance framework and high performance.

The findings revealed that the high-performance framework is significantly related to high performance and KM is related high performance. KM mediates the relationship between the high-performance framework and high performance.

The findings revealed that the high-performance framework is significantly related to high performance and KM is related high performance. KM mediates the relationship between the high-performance framework and high performance.

This study makes several empirical and theoretical contributions, addressing the gap in the literature about the role of the HPO framework in strategic management. This study tests the relationship between the HPO and the firm's performance by taking the mediating effects of KM. The designed model highlights a significant organisational performance approach that can influence the finance sector positively.

This study aims to investigate the factors influencing the adoption of data analytics in performance management. By examining the role of organizational and environmental contexts, this study contributes to the existing literature by proposing a novel and detailed technology-organization-environment (TOE) model for the complex interplay between firm characteristics and the adoption of data analytics. The results offer valuable insights and practical implications for organizations seeking to leverage data analytics for effective performance management.

The research draws upon a data set encompassing over 21,869 companies operating across all European Union member states. A multilevel logistic regression model was developed to evaluate the influence of organizational and environmental factors on the likelihood of adopting performance analytics in organizations.

The findings indicate that the lack of awareness of the benefits of data analytics and its practical application to address specific business challenges is a significant barrier to its adoption. Organizational contexts, such as variable-pay systems, employee training, hierarchical structures and frequency of monetary rewards, also influence the adoption of data analytics.

The study informs managers about the strategic role of data analytics capabilities in performance management for improved business intelligence and driving data culture.

The study helps managers understand the strategic role of data analytics capabilities in performance management, leading to improved business intelligence and fostering a data-driven culture in five key areas: structural alignment, strategic decision-making, resource allocation, performance improvement and change management.

The study advances the TOE theory, making it a more detailed and complete framework, particularly applicable to the adoption of performance analytics. It identifies the main factors of adoption that play a crucial role in this process.

This study aims to examine the effect of a high commitment work system (HCWS) on employee well-being and the mediating role of organizational support and work–life balance.

Using structural equation modeling (SEM) for analysis, a quantitative approach was adopted to collect data from the 235 employees from the public sector in the United Arab Emirates (UAE).

Results show that HCWSs have a significant influence on organizational support and employee work–life balance. Therefore, there is a significant positive effect on employee well-being. The consequence of HCWS on well-being is not mediated by organizational support. Organization and work–life balance do not support the idea of reducing the negative effects of high-commitment work systems on well-being. There is a significant influence of work–life balance on employee behaviors to have well-being.

Managers can devise a strategy to involve the employees to join participating in decision-making. The research advances knowledge of how HCWS improves employee well-being and emphasizes the significance of organizational support in the environment of public organizations. Organizations are expecting to develop new strategies that help employees engage with their environment and increase their confidence. In this perspective, the present study has identified a crucial key factor of HCWS affecting of organization support and employee work–life balance, which can help propelling employees well-being. The research expands the knowledge of the organizational and cultural elements that influence employee behavior and performance in this setting by evaluating the effects of HCWS on employee well-being in the UAE.

This study aims to determine how much company participation in a type of cluster affects its economic performance.

This study includes companies operating in seven industries (automotive, engineering, textiles, information technology (IT) services, furniture, packaging and nanotechnology) in the Czech Republic. The companies are divided into three groups: members of institutionalized cluster, operating in the same region (natural clusters) and operating in other regions. Data envelopment window analysis is used to measure their performance for 2009–2019.

Results show that the effect of clustering differs among industries. Companies in three industries (automotive, engineering, nanotechnology) reveal a positive impact of the cluster initiative on performance growth. Two industries (textile, packaging) with companies operating in a natural cluster show better performance than those in an institutionalized cluster. Moreover, the IT services and the furniture industries show no positive effect of clustering on corporate performance.

This research includes 686 companies from seven industries and monitored for 11 years. On the one hand, the sample includes a relatively high number of companies overall; but on the other hand, the sample is relatively small, especially for nonclustered companies. The reason is the lack of available financial statements for small companies.

From the perspective of practical cluster policy, the authors can recommend that monitoring the performance of member companies in clusters must be one of the criteria for evaluating the success of a cluster, such as cluster initiatives.

This study distinguishes between long-standing natural clusters in a given industry and institutionalized ones that have emerged because of a top-down initiative. An original database is created for clustered and nonclustered companies in seven industries, covering the entire Czech Republic.

This paper aims to investigate how chief executive officer (CEO) responsible leadership impacts corporate social responsibility (CSR) and organization performance by considering diverse organizational climates (including ethical, service and initiative climates) as mediators and CEO founder status as a moderator.

This study analyzed survey data from 212 service organizations in China with structural equation modeling.

The results clearly established that CEO responsible leadership played a crucial role in augmenting both CSR and organization performance by shaping positive organizational climates. Notably, CEO responsible leadership significantly fostered ethical, service and initiative climates. Furthermore, an ethical climate promoted CSR and organization performance, whereas service and initiative climates specifically enhanced organization performance. Additionally, responsible CEOs with founder status exhibited a higher propensity for enhancing ethical, service and initiative climates within service organizations.

Service organizations should take measures to build CEO responsible leadership, especially for CEOs with founder status. Furthermore, service organizations should motivate employees to reach consensus on ethical conducts, superior service and proactive approach to work.

First, the findings on CEO responsible leadership’s effects on CSR and organization performance extend the research on responsible leadership outcomes. Second, this paper adds to responsible leadership literature through exploring the mediating effects of ethical, service and initiative climates. Finally, the finding on the moderating role of founder CEOs offers a novel perspective regarding the boundary condition of the effects of CEO responsible leadership.

Work-life balance (WLB) policies have become a popular topic in both academic literature and organizations. However, previous studies in this area have provided mixed results, and the impact of WLB policies on various indicators of organizational financial performance remains unclear. There has been no comprehensive review that synthesizes the current state of knowledge and indicates future research directions. This review addresses this gap and provides a systematic review of published papers investigating the relationship between WLB policies and organizational financial performance.

The review follows the PRISMA-ScR guidelines for scoping reviews. An analysis of 421 relevant records in Web of Science and Scopus databases identified 22 original empirical studies that focused on the relationship between WLB policies and financial performance at the level of the organization.

Most reviewed studies indicated a weak positive relationship between WLB policies and financial performance. There was the strongest support for the effectiveness of flexible working hours and job sharing, while there was mixed support for the policy of working from home. There were a higher proportion of positive results in studies conducted in Western countries compared to Asian countries, which indicates a potential moderating effect of culture. This review also describes the primary limitations of previous studies, namely, low test power and insufficient evidence about causality.

This review summarizes the growing body of quantitative research on the relationship between WLB policies and organizational financial performance. It presents a model that includes moderators and mediators of this relationship and indicates potentially fruitful areas for future research.

Despite the perceived benefits of implementing virtual reality (VR) training in elite sport, arguably the most important element – the perceptions of practitioners – has been largely understudied. Therefore, the present study aims to explore practitioners' perceptions of VR training in elite football and baseball, with a focus on the important factors, obstacles, perceived knowledge and practical use of the technology.

A quantitative approach measuring practitioner perceptions via an online questionnaire was adopted. Football respondents (n = 25) represented practitioners from major football leagues across the world, and baseball respondents (n = 15) represented practitioners from Major League Baseball.

Both football and baseball respondents reported that the most important factor for implementation of VR training was improvement in on-field performance (technical and tactical); whilst cost was viewed as the biggest obstacle. Both football and baseball respondents also noted that the most likely group to receive VR training would be injured and rehabilitating athletes. Mann–Whitney U tests revealed that football respondents perceived coach (p = 0.02) and executive approval (p < 0.001) as significantly greater obstacles than baseball respondents.

This research provides novel and invaluable information for stakeholders within VR regarding what the elite organisations of different sports perceive as the most important factors for implementation, as well as greatest obstacles preventing use. This information should guide future development and marketing of VR training systems in sport.

This study aims to investigate the effect of leader-leader exchange (LLX) on knowledge sharing through feedback-seeking behavior. The study also explores the moderating role of power distance.

A cross-sectional data of 290 knowledge workers from manufacturing and service firms in India were taken as a sample of the study. The hypotheses were tested using confirmatory factor analysis, structural equation modeling and hierarchical regression.

The results showed that LLX positively affects knowledge sharing and feedback-seeking behavior mediates the relationship between LLX and knowledge sharing. Moreover, power distance does not moderate the relationship between LLX and knowledge sharing.

The present study one of its kind explores the relationship between LLX, feedback-seeking behavior, knowledge sharing and power distance.

Exploration and exploitation have long been documented as prominent approaches to business management and organizational adaptation to external environment. Maintaining balance between these activities is a key to survival and prosperity. However, there is little direct evidence of the effect of such combined usage of both approaches on firm performance in times of crisis, especially within small- and medium-sized enterprises (SMEs). The purpose of this paper is to reveal the role of balanced ambidexterity in shaping firm performance during COVID-19 recession.

Based on a survey of 333 Russian SMEs, the authors test the proposed theoretical framework linking innovative ambidexterity to firm performance level and variability taking into account technological uncertainty.

The results show that innovative ambidexterity tends to increase level and decrease variability of performance outcomes, whereas technological uncertainty acts as a positive contingency for this impact.

The results provide an improved understanding of ambidexterity and organizational literatures by clarifying the contingent nature of the ambidexterity–firm performance relationship during COVID-19 recession.