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This paper illuminates the distinction between individual and organizational actors in business-to-business markets as well as the coexistence of formal and informal mechanisms of coordination in multinational corporations. The main questions addressed include the following. (1) What factors influence the occurrence of personal contacts of foreign subsidiary managers in industrial multinational corporations? (2) How such personal contacts enable coordination in industrial markets and within multinational firms? The theoretical context of the paper is based on: (1) the interaction approach to industrial markets, (2) the network approach to industrial markets, and (3) the process approach to multinational management. The unit of analysis is the foreign subsidiary manager as the focal actor of a contact network. The paper is empirically focused on Portuguese sales subsidiaries of Finnish multinational corporations, which are managed by either a parent country national (Finnish), a host country national (Portuguese) or a third country national. The paper suggests eight scenarios of individual dependence and uncertainty, which are determined by individual, organizational, and/or market factors. Such scenarios are, in turn, thought to require personal contacts with specific functions. The paper suggests eight interpersonal roles of foreign subsidiary managers, by which the functions of their personal contacts enable inter-firm coordination in industrial markets. In addition, the paper suggests eight propositions on how the functions of their personal contacts enable centralization, formalization, socialization and horizontal communication in multinational corporations.

This study proposes to understand the conditions favorable for readiness for organizational change. The analysis helps in proposing managerial interventions that would be useful for change management in an organization.

The study employs an empirical methodology to investigate the effect of individual and organizational factors on readiness for organizational change. The study has used descriptive research design. Bivariate linear regression is used to test the hypotheses, and multiple regression is used to identify the pertinent factor that affect individual's readiness for organizational change. Thereby, a causal relationship model is proposed, using few pertinent factors which are tested using the structured equation modeling (SEM) technique.

First, each of the factors independently has a significant effect on readiness for organizational change. Second, the prior experience of change, commitment towards organization and participation in decision-making are the pertinent factors that affect readiness for organizational change. Lastly, commitment towards organization partially mediates the relation between participation in decision-making and readiness for organizational change.

The analysis helps in proposing managerial interventions that would be useful for change management in an organization. It investigates how individual and organizational characteristics influence employees' readiness for organizational change, causing them to adopt the change process.

To the best of the authors’ knowledge, this is one of the first studies that investigates the pertinent individual factors and the organizational factors that affect readiness for organizational change in the context of an emerging economy, India.

The purpose of this paper is to investigate the influence of organizational factors on individual decision-making under conditions of uncertainty and time pressure. A method to assess the impact of individual and organizational factors on individual decisions is proposed and experimented in the context of triage decision-making process.

The adopted methodology is based on the bias-variance decomposition formula. The method, usually applied to assess the predictive accuracy of heuristics, has been adjusted to discriminate between the impact of organizational and individual factors affecting heuristic processes. To test the methodology, 25 clinical scenarios have been designed and submitted, through simulations, to the triage nurses of two Spanish hospitals.

Nurses’ decisions are affected by organizational factors in certain task conditions, such as situations characterized by complete and coherent information. When relevant information is lacking and available information is not coherent, decision-makers base their assessments on their personal experience and gut feeling.

Discriminating between the influence of organizational factors and individual ones is the starting point for a more in-depth understanding of how organization can guide the decision process. Using simulations of clinical scenarios in field research does not allow for capturing the influence of some contextual factors, such as the nurses’ stress levels, on individual decisions. This issue will be addressed in further research.

Bias and variance are useful measurements for detecting process improvement actions. A bias prevalence requires a re-design of organizational settings, whereas training would be preferred when variance prevails.

The main contribution of this work concerns the novel interpretation of bias and variance concepts to assess organizational factors’ influence on heuristic decision-making processes, taking into account the level of complexity of decision-related tasks.

The purpose of this paper is to study the attitudes of higher education employees to the change with Lean at public universities in Morocco in order to determinate the factors of resistance to change and to look for the motivating factors that encourage these employees to participate in change project with Lean.

A questionnaire sent to all administrative and technical staff of higher education at five public universities in Morocco during year 2019. This study has analyzed both a person-oriented approach and a variable-oriented approach and characterized by using Lewin’s change model to manage change with Lean.

The results show that individual, organizational and group factors have a positive impact on employees’ attitudes toward change with Lean but individual factors are more important than other factors.

The research is limited to universities in Morocco and mainly public universities. It is only interested in the first stage in the change process with Lean (unfreezing). Understanding employee attitudes, determining motivation factors and the causes behind resistance to change before embarking in change journey with Lean Higher Education (LHE) enables the public universities in Morocco (management) to better prepare for change by reducing resistance to change to create a favorable climate to implement LHE.

The majority of research works to date focus on implementation of LHE without giving interest to the preparation of the organizational change, this last is very much requested to determine the driving and restraining forces in order to reduce the resistance to change that is the main reason of failure of many change programs. This paper attempts to determinate the factors of resistance to change which allows to the public universities in Morocco to overcome them before moving to the changing stage.

The purpose of this paper is to develop a theoretical framework for measuring public sector managers' career success.

The theoretical foundation used in this study is social cognitive career theory. To conduct a literature search, several keywords were identified, i.e. career success, objective and subjective career success, managers, managerial career development and social cognitive career theory. Several electronic databases available in the university's library, such as Emerald, EBSCOHost, SAGE, Science Direct and Blackwell Synergy, were used to search for resources. Literature includes sources written in both English and Malay.

The four factors that have predictive potential on managers' career success are individual‐related factors, organizational‐related factors, managerial competencies‐related factors, and the person‐environment fit factor. Career success should be operationalized using both objective and subjective career success.

The study was exploratory, based on a literature review. Empirical study is needed to examine the predictive potential of the four key factors (i.e. individual‐related factors, organizational‐related factors, managerial competencies‐related factors, and person‐environment fit factor) for public sector managers' career success.

Strengthening the HRD framework through organizational development, personnel training and development and career development may develop and unleash individual potential which leads to positive career outcomes (objective and subjective career success).

The research constructs a theoretical framework which outlines the predictive potential of four key factors on public sector managers' career success. The four key factors can be developed through HRD practices.

The purpose of this paper is to determine the effect of individual and organizational dimensions on creating the resistance to change according to the role of unlearning and knowledge stickiness in merging of libraries as planned change.

Borrowing from the Lewin’s field theory, knowledge stickiness theory and unlearning the framework of planned change process designed. The paper opted for a survey study using the questionnaire, five depth interviews and focus group discussion with librarians, middle and senior managers.

The paper provides empirical insights about pattern of planned change in the Ferdowsi University of Mashhad library. The role of knowledge stickiness and unlearning factors associated with process of planned change. It suggests that successful change act as overcoming forces of unlearning to knowledge stickiness on two dimensions: individual and organizational.

Because of the chosen research case, the research results may lack statistical generalizability. Therefore, researchers are encouraged to test the proposed propositions further.

The importance of managing obsolescence knowledge in individual and organizational dimensions in process of planned change is highlighted as managerial point of view.

The purpose of this study is to investigate individual and organizational factors that influence the relationship between career development and job performance improvement.

This study adopts multilevel analysis, using the 2013 Human Capital Corporate Panel data set compiled by the Korea Research Institute for Vocational Education and Training.

Taking into consideration 572 employees over 61 companies, our findings reveal that job satisfaction and organizational commitment are significant individual factors that affect job performance through career development. Moreover, mentoring/coaching is found to be an organizational factor that influences job performance improvement through career development, while job rotation interferes with job performance through career development.

The framework of the present study is consistent with the framework for organizational career development created by McDonald and Hite (2016), which emphasizes considering both organizational and individual factors together.

The results of this study provide empirical evidence and practical implications for leaders, line managers and human resource managers who are responsible for employees’ career development when they plan career development interventions.

This study offers a conceptual framework for career development, paying special attention to multi-level development.

Effective risk management (RM) requires not only proactive prevention, but also reactive response where the role of individual managers is pivotal as they are the main players to perform RM behavior. Hence, the key questions related to effective corporate RM can be identified as how actively managers engage in RM behaviors and how well the firm supports their RM behavior. The purpose of this paper is to understand the mechanism of managers’ engagement in an active RM behavior and highlight the role of knowledge and organizational support in explaining the mechanism.

A structural model built on the theory of planned behavior and the institutional theory is proposed to empirically examine the factors affecting managers’ RM intention. The survey of 150 senior managers from different divisions of six major companies in Korean food industry was conducted.

The data analysis brings forward three key findings: individual factors (behavioral belief about RM, social pressure and RM knowledge) positively influence RM intention; organizational factor (organizational RM support) positively affects managers’ RM knowledge; and both individual and organizational factors are affected by organizational environment and/or RM championship.

This study contributes to the literature by identifying the mechanism in that managers perform RM behavior voluntarily. This study also contributes to the practice by informing practitioners of the importance of implementing a company-wide RM system and motivating managers for an active RM behavior.

Even the smartest organizations believe that “good enough is never good enough.” Highly intelligent people may be able to do important things individually; still, it is their accumulated brainpower that allows them to do great things. Collective intelligence means when a group of people do things that seem intelligent. On the other hand, when intelligent people are gathered or hired in an organization, they tend toward collective stupidity and slow-wittedness. Therefore, the purpose of the present study is to develop a model of the factors affecting and affected by collective stupidity.

This study was conducted using a mixed-method approach and in two phases: qualitative and quantitative. First, in the qualitative phase and in order to achieve new findings, semi-structured interviews with experts from 12 knowledge-based companies were used to design a conceptual model and formulate the hypotheses. At the end of the qualitative phase, the conceptual model and relationships between variables were drawn. Then, in the quantitative phase, by running structural equation modeling, the antecedents and consequences of collective stupidity derived from the qualitative phase findings were analyzed and the research hypotheses were tested in 110 industrial knowledge-based companies.

The results of the qualitative phase revealed that individual, group and organizational factors were the antecedents of collective stupidity, with individual factors having three dimensions, collective ones including two dimensions and organizational ones focusing on the characteristics of managers/companies. It was also found that collective stupidity had individual consequences in three dimensions and organizational consequences in five dimensions; and one-sidedness, non-strategic thinking, organizational injustice and weakness in the management of key personnel were extracted as mediators. The results of the quantitative phase confirmed the research model and showed that individual factors and organizational consequences had the lowest (0.037) and highest (1.084) effect sizes on collective stupidity, respectively.

The study of the phenomenon in a particular context and the difficulty of generalizing the findings to other situations, the small size of the study population due to the disproportionate number of experts to the total staff in the qualitative phase, and the limited participation of experts due to the negative nature of the issue in the quantitative phase. Taking advantage of the diversity of experts' mental abilities through equipping the organization with tools for recognizing collective stupidity, improving collective decision-making, enhancing the efficiency of think tanks and organizational prosperity in the age of knowledge economy, preventing damage to the body of knowledge of the company and reducing social loafing can be the main operational implications of this study.

Using a mixed-method approach for analyzing the antecedents and consequences of collective stupidity in this study and examining such a phenomenon in a knowledge-based organizational context and its implementation in a developing country can be among the innovations of the present research. By following a few studies conducted in this field in addition to the organizational pathology of the phenomenon using a fundamental method, this study obtained deep results on how to make the maximum use of experts’ capacities. This was to the extent that in all of the three sections, i.e. the antecedents and consequences of collective stupidity, a new factor emerged.

In the realm of energy behaviour studies, very little research has been done to understand industrial energy behaviour (IEB) that influences the willingness to adopt (WTA) energy-efficient measures. Most of the studies on energy behaviour were focused on the residential and commercial sectors where the behaviour under investigation was under volitional control, that is, where people believe that they can execute the behaviour whenever they are willing to do so. The purpose of this paper is to examine the factors influencing the industry’s intentions and behaviour that leads to enhanced adoption of energy efficiency measures recommended through energy audits. In particular, this paper aims to extend the existing behaviour intention models using the total interpretive structural modelling (TISM) method and expert feedback to develop an IEB model

TISM technique was used to determine the relationship between different elements of the behaviour. Responses were collected from experts in the field of energy efficiency to understand the relationship between identified factors, their driving power and dependency.

The results show that values, socialisation and leadership of individuals are the key driving factors in deciding the individual energy behaviour. WTA energy-saving measures recommended by an energy auditor are found to be highly dependent on the organisational policies such as energy policy, delegation of power to energy manager and life cycle cost evaluation in purchase policy.

This study has a few limitations that warrant consideration in future research. First, the data came from a small sample of energy experts based on a convenience sample of Indian experts. This limits the generalizability of the results. Individual and organizational behaviour analysed in this study looked into a few select characteristics, derived from the literature review and expert feedback, which may pose questions about the standard for behaviours in different industries.

Reasons for non-adoption of energy audit recommendations are rarely shared by the industries and the analysis of individual and organisational behaviour through structured questionnaire and surveys have serious limitations. Under this circumstance, collecting expert feedback and using the TISM method to build an IEB model can help to build strategies to enhance the adoption of energy-efficient measures.

Various policy level interventions and regulatory measures in the energy field, adopted across the globe, are found unsuccessful in narrowing the energy-efficiency gap, reducing the greenhouse gas (GHG) emissions and global warming. Understanding the key driving factors can help develop effective intervention strategies to improve energy efficiency and reduce GHG emissions.

The industry energy behaviour model with driving, linking and dependent factors and factor hierarchy is a novel contribution to the theory of organisational behaviour. The model takes into consideration both the individual and organisational factors where the decision-making is not strictly under volitional control. Understanding the key driving factor of behaviour can help design an effective intervention strategy that addresses the barriers to energy efficiency improvement. The results imply that it is important to carry out post energy audit studies to understand the implementation rate of recommendations and also the individual and organisational factors that influence the WTA energy-saving measures.