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The paper aims at studying the effect of management practices on the extensive and intensive export margins of Egyptian manufacturing firms.

The study relies on the 2020/2021 Egyptian Industrial Firm Behavior Survey (EIFBS) which comprises 2,383 manufacturing firms representing small, medium, and large sized firms located in different regions of Egypt: Urban Governorates, Lower Egypt, and Upper Egypt. It constructs an overall management z score for each firm to estimate its effect on a firm’s probability of exporting and value of exports using Ordinary Least Squares (OLS) regressions.

Results indicate that good management is associated with a higher probability of firm exporting as well as higher export revenues conditional on exporting, robust to controlling for the level of domestic sales. These effects do not differ by firm ownership or type of sector, but rather by firm size, with managerial competence raising the probability of exporting more for large-sized firms. Additionally, good management is associated with higher firm productivity, innovation and worker training propensities which gives evidence that it is both an efficiency and a quality enhancer. Moreover, monitoring and targeting practices have significant positive effects on both margins, while incentives are only significant for the extensive margin.

Firms that aim at enhancing their export prospects and revenues should devote resources to review and upgrade their management systems to boost their product quality and production efficiency. Policy-wise, the government should create a competitive market environment that is open to both domestic and foreign firms’ entry to stimulate the adoption of better management practices.

The paper is the first to explore the link between firm management practices and export outcomes for a MENA country (Egypt). It makes use of a recent survey, the 2020/2021 Egyptian Industrial Firm Behavior Survey (EIFBS). The findings shed light on the importance of different management components (monitoring, targeting and incentives) in driving a manufacturing firm’s export performance.

Organizational scholars studying compensation often place an emphasis on certain employee groups (e.g., executives). Missing from this discussion is research on the compensation systems for low-wage jobs. In this review, the authors argue that workers in low-wage jobs represent a unique employment group in their understanding of rent allocation in organizations. The authors address the design of compensation strategies in organizations that lead to different outcomes for workers in low-wage jobs versus other workers. Drawing on and integrating human resource management (HRM), inequality, and worker literatures with compensation literature, the authors describe and explain compensation systems for low-wage work. The authors start by examining workers in low-wage work to identify aspects of these workers’ jobs and lives that can influence their health, performance, and other organizationally relevant outcomes. Next, the authors explore the compensation systems common for this type of work, building on the compensation literature, by identifying the low-wage work compensation designs, proposing the likely explanations for why organizations craft these designs, and describing the worker and organizational outcomes of these designs. The authors conclude with suggestions for future research in this growing field and explore how organizations may benefit by rethinking their approach to compensation for low-wage work. In sum, the authors hope that this review will be a foundational work for those interested in investigating organizational compensation issues at the intersection of inequality and worker and organizational outcomes.

This chapter discusses how the real options theory can be useful for understanding the adoption of human resources management (HRM) practices. The authors review how the real options theory has provided insights into the processes through which firms manage uncertainties involved in the adoption of HRM practices. The authors offer propositions for future HRM research from the real options perspective. The authors contend that analyzing HRM practice adoptions through the lens of real options theory can enhance our understanding of the mechanisms through which firms choose which HRM practices to adopt and how they adjust the timing, scale, and methods of investment in these practices. Specifically, the authors suggest that differences in information relevant to valuation of HRM options are the source of distinct choices of HRM options across firms. Finally, the authors propose advancing knowledge on HRM practice adoptions by using a portfolio of options approach, as well as considering factors like competitors, path dependence, and switching options.

A healthcare unit's effectiveness largely depends on how well its interprofessional teams work together. Unfortunately, the strategies used to improve these teams often lack substance. This study analyzed these strategies and found a performance gap.

This study took a unique mixed-method approach, systematically reviewing both qualitative and quantitative studies that identified strategies to enhance interprofessional teams in healthcare units. To gauge the effectiveness of these strategies, the researcher utilized an Importance-Performance Analysis (IPA) in four specialized clinical training centers in Hamadan province, Iran. The analysis of the IPA involved 35 experts from these centers as the statistical population.

Based on a systematic review, there are seven categories: contextual, strategic, communication, organizational, individual, Human Resources Management (HRM), and environmental for promoting interprofessional teams with a total of 36 sub-indicator. Based on the IPA, the HRM aspect shows the most extensive performance gap. The individual and organizational aspects fall under resource wastage, and the environmental aspect is within the indifferent zone. Also, some critical sub-indicators, such as incentives/rewards, roles and responsibilities, financial resources, team-initiated innovation, the culture of respect, partner resources, humility, data availability, set expectations, and team availability, are in the weak areas.

This research has identified critical areas for improvement in promoting teamwork in clinical training centers through a comprehensive gap analysis. It also presents practical policy solutions to address these weak points, providing a clear roadmap for enhancing interprofessional teams in healthcare units.

Improving teamwork in healthcare can be challenging, but it is possible with proper strategies and tools. One of the highlights of the recent study was the combination of systematic review studies with IPA to identify areas for improving interprofessional teamwork in clinical training centers.

Drawing on upper echelons theory, the authors study how the career horizon of a CEO promotes green innovation through the incentive mechanism. Meanwhile, from the perspective of speed and amount of value realization, the authors also identify two sets of shift parameters that reduce or increase incentive gap between short-career-horizon CEOs and long-career-horizon CEOs. Specifically considering the digital trend in China and the heterogeneity of firms and industries, this study aims to examine the moderating effects of firm digitalization, industrial digital transformation, slack resources and polluting firms.

In the context of China’s transitional economy, this study uses all A-share listed companies in China from 2007 to 2021, resulting in a total of 4,286 companies with 29,310 company-year observations.

The results support the hypothesis that CEO career horizon significantly facilitates green innovation at the firm level. The positive effect is attenuated by both firm digitalization and industrial digital transformation, but is amplified by slack resources and by the polluting firms. After a series of robustness tests, the research conclusions remain valid.

To extend the upper echelons perspective of existing research into CEO−green innovation, the authors make important contributions in four ways. First, this study contributes to green innovation literature by adding an unexplored yet increasingly important managerial determinant. Second, it advances research on the role of the CEO in green innovation by revealing a new theoretical mechanism. Third, it deepens the understanding of CEO career horizon by exploring its influence on innovations in the context of corporate social responsibility (CSR). Fourth, it identifies boundary conditions that motivate CEOs in distinguishable ways, to provide a nuanced understanding of the relationship between CEO career horizon and green innovation.

Human capital is acquired not only through formal education (e.g. general skills) but also through training at the workplace. Prior studies have ignored the role of government subsidies explicitly for on-the-job training, which may influence firm training decisions and firm innovation performance. Hence, the authors establish a comprehensive theoretical framework to consider these issues and fill these gaps.

Considering the Chinese manufacturing firms listed in the Shanghai and Shenzhen Stock Exchange from 2010 to 2017, the authors investigate the influence of training investment on innovation performance by illustrating the role of human capital updating in enhancing firm innovation. The authors also explore serval mechanisms on how training investment influences innovation performance.

The authors propose that training investment promotes firm innovation performance, whereas government training subsidies negatively moderate this relationship. The authors also reveal how technicists' involvement and corporate culture mediate the relationship between training investment and innovation performance.

This study provides policy implications for stimulating firm innovation by improving learning and absorption ability, strengthening cultural identity and implementing system norms. Effective policies should be adopted to provide subsidies for on-the-job training of enterprises, particularly for firms with technical executives and firms in diversified life-cycle.

This work contributes to the literature on the role of on-the-job training in promoting firm innovation and reveals the crowding-out effect of subsidies. This study also shows the heterogeneous effects of training investment on firm innovation.

This study examines the impact of perceived human resource management practices on talent turnover intention, with work engagement mediating and self-efficacy moderating the relationship. It examines how employees' perceptions of pay satisfaction, empowerment, participation and communication are related to their turnover intentions.

A total of 283 valid questionnaires from UAE government employees were used for data analysis. Partial least squares structural equation modeling (PLS-SEM) was used to examine the proposed hypothesis.

The results reveal that employees' perceptions of pay satisfaction, empowerment, participation and communication are significant contributors to work engagement. The findings further demonstrate that work engagement significantly negatively affects talent turnover intention and acts as a mediator between employees' perceptions of individual human resource management practices and talent turnover intention. However, the results contradict the hypothesis that self-efficacy moderates the association between work engagement and talent turnover intention.

This study focuses on the impact of perceived human resource management practices on talent turnover intention, an area that has received limited attention in literature. By focusing on perceived human resource management practices, this study illuminates employees' subjective experiences and how they perceive human resource management practices intended to reduce talent turnover intention. The inclusion of the mediating effect of work engagement offers a more profound understanding of how employees' perceptions of human resource management practices influence their turnover intentions. This comprehensive approach to understanding the interplay between these variables provides valuable insights for organizations seeking to improve their human resource management practices and talent turnover intention.

Applying resource-based view and the configurational approach theory, this study seeks to understand the moderating role of age and gender between human resource practices and employee competencies relationship.

43 food processing firms of India participated in the study. Applying multilevel approach, the responses of 295 human resource managers and 3,557 employees were used for the analysis.

The human resource practices–employee competencies relationship was stronger in the case of young employees. Furthermore, the relationship was better in case of male employees over female employees. The results urge for greater attention toward age and gender diversity issues while tailoring human resource practices for enhancing employee skills. This article contributes the human resource management literature by exploring the role of age and gender, which has been used as the control variables as the moderating variables for governing the human resource practices–employee competencies relationship.

Special focus can be placed on extensive custom in-house training and development activities. Proper division of work can be done for new employees and experienced employees depending upon their learning capabilities. The firms can do so by either implementing formal or informal organizational structures to achieve full gains. Firms should focus largely on narrowing the development practices adopted for diverse age groups of workforce population. The four practices proposed by the Organization for Economic Cooperation and Development (2006) for ensuring effectiveness of development practices and its impact on old age employee effectiveness and attitude should be put in practice.

The originality of this study lies in its exploration of the intricate interplay among age, gender and human resource practices in shaping employee competencies. By understanding how these factors interact within the human resource practices–employee competencies framework, this research offers a unique perspective on the evolving workforce dynamics. It goes beyond the conventional human resource management strategies to uncover nuanced insights, shedding light on tailored approaches that consider the specific needs and aspirations of diverse employees. This innovative perspective contributes to a more inclusive, efficient and adaptable work environment, enriching both the academic understanding of human resources and the practical implementation of strategies for contemporary organizations.

The purpose of this study is to investigate the influence of green finance on human well-being in China in the context of urbanization and aging population. It aims to explore the contributions of green finance in such demographic scenarios.

This study innovates and optimizes the calculation of the carbon intensity of human well-being (CIWB) index and strengthens the integrity of the assessment model for green finance development. It uses the serial multiple mediator model and moderation effect analysis to address the impact of green finance on human well-being in China on the provincial level from 2009 to 2020.

Green finance has a significant, positive and direct impact on human well-being. Simultaneously, it influences human well-being indirectly through three transmission channels. Urbanization and an ageing population are significant individual mediators through which green finance contributes to human well-being improvement. Notably, these two mediators also work together to transfer the promotional impact of green finance to human well-being.

The government can perfect the regulations to strengthen the market ecosystem to accelerate the development of green finance. Reforms on the administrative division to expand the size of cities with the implementation of ageing friendly development strategy is also necessary. Attracting incoming foreign direct investment in sustainable projects and adjusting public projects and trade activities to fulfil the sustainable principles are also regarded as essential.

The findings challenge traditional views on the impact of aging populations, highlighting the beneficial role of green finance in improving well-being amidst demographic changes. This offers a new perspective on economic and environmental sustainability in aging societies.

A multi-dimensional well-being indicator, CIWB and the serial multiple mediator model are used and direct and indirect impacts of green finance on human well-being is exhibited. It offers novel insights on the transmission channels behind, identifies the mediating role of urbanization and ageing population and offers empirical evidences with strong academic and policy implications.

The best workplaces have been left out from the literature of social sustainability. These companies may cause a significant impact on society given their excellent human resources practices and the employer brand reputation derived from them. This study aims to fill this gap by analysing the social sustainability for the best organisations to work for in Spain.

Using data from an annual ranking for the best workplaces in Spain during 2013–2021, it is proposed to analyse critical social sustainability indicators, comparing organisations within and outside the ranking. Therefore, the authors ask whether companies from the ranking have greater female presence in CEO positions, generate more employment, pay higher salaries and contribute more to the public sector. Methodology comprehends descriptive, exploratory and inference techniques.

Although companies within the ranking achieve a higher score on it when the CEO is female, it does not translate into a greater female CEO presence with respect to companies outside the ranking. On the other hand, best workplaces achieve higher employment rates and pay higher salaries, almost all the time. Also, these excellent companies to work for generate more contributions to the public sector.

This research covers the relation between best human resources practices and social sustainability development, because the former is a great opportunity for pursuing the innovative and long-term policies necessary for the latter. Therefore, findings are valuable for managers and policymakers.