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Article
Publication date: 19 December 2022

Dinçer Aydın and Esma Mıhlayanlar

Many parameters influence the success of sustainable projects (SPs) in the architecture–engineering–construction. One of these important parameters is the project delivery…

Abstract

Purpose

Many parameters influence the success of sustainable projects (SPs) in the architecture–engineering–construction. One of these important parameters is the project delivery attributes (PDA), which are influenced by the project delivery system (PDS) while affecting the selection of it. This study aims to evaluate the significance of PDAs in influencing both the performance and success of SPs in Turkey, where the interest in SPs is high.

Design/methodology/approach

The impact of PDAs was determined by applying the two-round Delphi method with a semistructured interview involving the main stakeholders of a construction project, like owners, designers, contractors and consultants who played active roles in SPs, as well as academics to theoretically evaluate the issue. The significance of PDAs was assessed using the relative importance index, and the results were validated using the interrater agreement analysis.

Findings

The study identified key PDAs impacting SPs as owner character, commitment and motivation; simulation and energy modelling; and timing of stakeholders/early involvement.

Originality/value

The investigation of the significance of the PDAs is a lesser-studied context. Therefore, a research framework that enables an effective set of methods for solving the sectoral problems of PDAs that have impacts on SPs has been proposed. The framework is expected to open new opportunities for the generation and regulation of the PDSs for SPs. The findings will provide valuable insights to project stakeholders, particularly owners, local authorities and policymakers to assess which PDAs have a greater impact on sustainability performance when setting PDSs in SPs in other developing countries.

Details

Journal of Engineering, Design and Technology , vol. 22 no. 5
Type: Research Article
ISSN: 1726-0531

Keywords

Article
Publication date: 17 September 2024

Ghiwa Assaf and Rayan H. Assaad

Project bundling is an innovative practice that groups or bundles several infrastructure projects into a single contract. While project bundling has various benefits, agencies are…

Abstract

Purpose

Project bundling is an innovative practice that groups or bundles several infrastructure projects into a single contract. While project bundling has various benefits, agencies are facing some challenges when bundling their projects, including properly assessing the feasibility (or infeasibility) of project delivery methods (PDMs) of interest. More specifically, project owners face the challenge of properly selecting between traditional and alternative PDMs for their bundled projects. Although some research efforts were devoted to providing guidelines in relation to different aspects related to project bundling, no previous study was conducted to help project owners performing PDMs-related feasibility analysis for bundled projects, which differ from normal, singly delivered projects. To fill this knowledge gap, this paper develops a decision-support tool that assists agencies in deciding whether they should select a traditional or alternative PDM (i.e. whether to go with the Design-Bid-Build (DBB) PDM or not) for their bundled projects.

Design/methodology/approach

An analytical methodology comprised of four main steps was followed in this paper. First, an expert survey was developed and distributed to industry experts to quantify the importance of 25 project bundling objectives. Second, principal component analysis was used to determine the weights for the different project bundling objectives. Third, a series of statistical tests was implemented to identify different feasibility tiers. Fourth, a user-friendly decision-support tool was developed, and its capabilities were demonstrated.

Findings

The results showed that six tiers exist to classify the feasibility (or infeasibility) of traditional PDMs (i.e. the DBB method) for bundled projects. The research outcomes have also reflected that the following five project bundling objectives contribute the most to making traditional PDMs (i.e. the DBB method) more feasible for bundled projects: (1) Having well-defined design features; (2) Requiring prior knowledge or experience with similar project size and scope; (3) Completing the overall project on schedule; (4) Keeping rate of expenditures within cash flow plan; and (5) Acquiring specific legislative, regulatory and jurisdictional requirements early on.

Originality/value

This research adds to the body of knowledge by equipping agencies and project owners with a decision-support system that helps them identify whether traditional or alternative PDMs are more appropriate for the specific objectives of their bundling program(s). By making the right PDM decision, project owners can enhance their bundling practices (especially in relation to the PDM proper selection) and ultimately the performance of their bundled projects.

Details

Engineering, Construction and Architectural Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-9988

Keywords

Article
Publication date: 6 August 2024

Gechinti Bede Onyeneke and Tomokazu Abe

This study aimed to illustrate the conditions under which cultural diversity enhances workgroup creativity. It does so by investigating the impact of ethnic diversity on workgroup…

Abstract

Purpose

This study aimed to illustrate the conditions under which cultural diversity enhances workgroup creativity. It does so by investigating the impact of ethnic diversity on workgroup creativity through the mediating mechanisms of cognitive diversity and information elaboration, while also exploring the role of inclusive leadership in this process.

Design/methodology/approach

Multi-source data was collected from a sample of 338 employees nested within 56 workgroups across three distinct organizations. Conditional process analysis was used to empirically test the proposed hypotheses.

Findings

The results show that ethnic diversity, a surface-level cultural attribute, contributed to diversity in deep-level cognitive resources, and that workgroups were able to capitalize on these variations in deep-level cognitive resources to enhance their creativity when they engaged in the elaboration of task-relevant information. Results also demonstrated that the effective management of workgroup processes through inclusive leadership helped materialize the performance-promoting effects of cultural diversity. Overall, the findings support the notion that cultural diversity is indeed beneficial to workgroups.

Originality/value

Prior research has typically examined cultural diversity in workgroups from the perspective of either surface-level or deep-level cultural attributes, leading to conflicting findings. Our study takes a multifaceted approach to cultural diversity and its influence on workgroup creativity, offering a more nuanced understanding. Additionally, by integrating the concept of inclusive leadership, a relatively new conceptualization of leadership specifically relevant to diverse workgroups, we clarified strategies for fostering positive workgroup performance.

Details

Cross Cultural & Strategic Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2059-5794

Keywords

Article
Publication date: 8 July 2024

Muhammad Farrukh, Saman Attiq, Muhammad Rafiq, Ali Raza and Nabeel Younus Ansari

Although the importance of high-performance work practices to foster individual-level outcomes is well documented, how team-level perception of HPWPs impacts team-level outcomes…

Abstract

Purpose

Although the importance of high-performance work practices to foster individual-level outcomes is well documented, how team-level perception of HPWPs impacts team-level outcomes is not well researched, particularly in the hospitality sector. To fill this research gap, the role of team-level perception of HPWPs in fostering team engagement through team psychological capital is investigated.

Design/methodology/approach

A survey was conducted using a structured questionnaire.

Findings

The study findings suggest that in the presence of HPWPs, front-line service employees have high psychological resources and are more engaged in performing their organizational tasks.

Originality/value

The hotel management should benefit from high-performance work practices to enhance employees' attachment with their service organizations for exhibiting work engagement.

Details

Employee Relations: The International Journal, vol. 46 no. 5
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 5 July 2024

Mahdi Vesal, Ali Gohary and Mohammad H. Rahmati

This paper aims to examine the impacts of financial and nonfinancial incentives on the development of employee work motivation and knowledge sharing in the postpandemic…

Abstract

Purpose

This paper aims to examine the impacts of financial and nonfinancial incentives on the development of employee work motivation and knowledge sharing in the postpandemic environment. The paper further investigates the role of transformational leadership as a moderator in enhancing the relationship between work motivation and knowledge sharing.

Design/methodology/approach

Adopting a quantitative approach, the study uses data collected from multiple informants, specifically senior managers, in Nepalese manufacturing and service business-to-business (B2B) firms.

Findings

Contrary to prior research, the results reveal that nonfinancial incentives have a stronger impact on work motivation in the postpandemic era. This enhanced work motivation, in turn, contributes to knowledge sharing, with transformational leadership further strengthening the relationship.

Practical implications

The findings suggest that B2B firms should consider moving toward leveraging nonfinancial incentives to motivate employees to develop knowledge sharing initiatives, especially in challenging circumstances such as those experienced in the postpandemic era. In addition, it is recommended that chief executive officers adopt a transformational leadership style to facilitate effective knowledge sharing within their firms.

Originality/value

In a developing economy and amid the challenges of the global pandemic, there has been limited research exploring the possible effects that financial and nonfinancial incentives could have on work motivation and knowledge sharing. This research bridges this gap by providing a fresh perspective on work motivation and knowledge management in B2B firms, contributing novel insights to the literature.

Details

Journal of Business & Industrial Marketing, vol. 39 no. 9
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 5 February 2024

Paul Tang, Jennifer Y.M. Lai, Xiaoyun Chen and Siu Fong Isabel Fu

Drawing on social exchange theory, this study aims to investigate the reciprocal relationship between an employee’s knowledge sharing and his or her coworkers’ responses to this…

Abstract

Purpose

Drawing on social exchange theory, this study aims to investigate the reciprocal relationship between an employee’s knowledge sharing and his or her coworkers’ responses to this focal contributor in terms of knowledge sharing and helping behaviors.

Design/methodology/approach

A two-wave online survey collected data from 84 respondents who provided ratings on each member on their team, representing 440 dyadic relationships. Hierarchical linear modeling analyzed the between-subjects and within-subject data simultaneously.

Findings

Employees generally reciprocate contributors’ knowledge sharing with an exact act (i.e. knowledge sharing) through the mechanism of peer respect. However, respect generated by knowledge sharing is enhanced only when the knowledge contributor is competent.

Originality/value

Research on how an employee’s knowledge sharing actually influences other members of a team is lacking. This study addresses this gap by examining responses to a team member’s knowledge sharing from a peer’s perspective. It also reveals when knowledge sharing is more pronounced in earning peer respect.

Details

The Learning Organization, vol. 31 no. 5
Type: Research Article
ISSN: 0969-6474

Keywords

Article
Publication date: 25 June 2024

Wan Noor Azreen Wan Mohamad Nordin, Nurul Liyana Mohd Kamil and VGR Chandran Govindaraju

This study aims to use self-determination and social exchange theory to investigate how transformational leadership influences employees’ motivation for their work behaviors, with…

Abstract

Purpose

This study aims to use self-determination and social exchange theory to investigate how transformational leadership influences employees’ motivation for their work behaviors, with job autonomy serving as a mediator. This study hypothesized that transformational leadership could promote employees’ autonomy in performing their tasks, leading to the development of innovative work behaviors and organizational citizenship behaviors.

Design/methodology/approach

Using a multilevel approach, data was collected from 409 public service employees across 39 departments.

Findings

The findings indicate the significant impact of transformational leadership on shaping employees’ innovative work and organizational citizenship behavior. Notably, job autonomy emerges as a pivotal mediator, facilitating the positive effects of transformational leadership by empowering employees to explore innovative tasks beyond their prescribed roles, thereby enhancing team effectiveness and employee engagement.

Originality/value

This study’s originality lies in its innovative use of multilevel analysis to reveal job autonomy’s mediating role, offering fresh insights into promoting innovation and organizational in public service settings.

Article
Publication date: 24 May 2024

Carolin Neffe, Celeste Wilderom and Frank Lattuch

The purpose of this study is to test the role of familiness-related team forces induced by the CEO of family firms. In particular, we report on the effects of the transformational…

Abstract

Purpose

The purpose of this study is to test the role of familiness-related team forces induced by the CEO of family firms. In particular, we report on the effects of the transformational leadership style of CEOs on their respective top-management team (TMT) and firm performance when viewed through a familiness lens.

Design/methodology/approach

Survey measures were taken from a snowballed sample of 72 CEOs of German family firms as well as from 245 members of their TMTs. We tested the aggregated firm-level data with objective performance indicators of the firms they led.

Findings

Support was obtained for the three hypothesized team-force mediations and the four-path mediation model. The relationship between CEO’s transformational style and high family-firm performance is found to be serially mediated by TMT cohesion, behavioral integration and efficacy. Together, these three types of collective forces are assumed to be the familiness effect of a family-member CEO with a transformational leadership style.

Originality/value

With our model, we quantitatively tested familiness-type forces vis-à-vis firm performance. Theoretical and practical implications of these findings are discussed.

Details

Leadership & Organization Development Journal, vol. 45 no. 6
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 29 March 2024

Jing Jiang, Huijuan Dong, Yanan Dong, Yuan Yuan and Xingyong Tu

Although employee overqualification is a common occurrence in the workplace, most research has focused on overqualification at the individual level rather than at the team level…

Abstract

Purpose

Although employee overqualification is a common occurrence in the workplace, most research has focused on overqualification at the individual level rather than at the team level. Drawing on social cognitive theory, this study aimed to uncover how leaders' perception of team overqualification influenced their cognition and follow-up behavior.

Design/methodology/approach

We performed two studies to test our model. In Study 1, we conducted an experiment to examine the causal relationship between leaders' perception of team overqualification and leadership self-efficacy. In Study 2, a two-wave field study was conducted to test the overall model based on a sample obtained from a steel company in China.

Findings

We found that leaders' perception of team overqualification reduced leadership self-efficacy, which in turn hindered leaders' empowering behavior. In addition, leaders' social face consciousness strengthened the negative relationship between leaders' perception of team overqualification and leadership self-efficacy, such that the relationship was more negative when leaders' social face consciousness was high rather than low.

Originality/value

Our study contributes to the literature on employee overqualification and its effects on leaders through investigation at the team level to show how leaders respond to overqualified teams.

Details

Journal of Managerial Psychology, vol. 39 no. 5
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 2 September 2024

Inmaculada Beltrán-Martín, Juan Carlos Bou-Llusar, Beatriz García-Juan and Alejandro Salvador-Gomez

The purpose of this paper is to bring new insights into the underexplored mediating role of psychological empowerment (PE) in the link between high-performance work systems (HPWS…

Abstract

Purpose

The purpose of this paper is to bring new insights into the underexplored mediating role of psychological empowerment (PE) in the link between high-performance work systems (HPWS) and employees’ affective commitment. Furthermore, given the distinct behaviour that the different dimensions of PE have shown in previous studies, we have followed the call for more empirical research in this field by considering such specific dimensions. Thus, the present paper examines, from a multilevel perspective, the extent to which Spreitzer’s (1995) employee PE dimensions (meaning, competence, self-determination and impact) mediate the relationship between HPWS and employee affective commitment.

Design/methodology/approach

A multilevel approach, with matched data from HR managers and a sample of 504 core employees in 142 Spanish firms, is used to test the hypotheses through structural equation modelling methodology.

Findings

We corroborate that three of the dimensions of employee PE (meaning, self-determination and impact) mediate the relationship between HPWS and employee AC.

Originality/value

The study contributes to the existing literature by elucidating the importance of generating motivating feelings in employees as a way of promoting affective reactions in organisations. More specifically, it highlights the usefulness of examining and boosting different segments of the psychological empowerment construct when seeking committed employees.

Details

International Journal of Manpower, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0143-7720

Keywords

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