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The purpose of this paper is to study the relationship between management’s commitment and effective occupational safety and health committees (OSHCs), which are a form of representative employee involvement in Malaysia.

Using data from a survey of 231 manufacturing companies in Malaysia, the study empirically examines both passive and active management commitment and its relationships with the perceived effectiveness of OSHCs.

Respondents to the survey, who were members of OSHCs, felt that both passive and active management commitments had significant, positive relationships with OSHCs’ perceived effectiveness, with active management commitment having a stronger relationship with the dependent variable – the effectiveness of OSHCs. All three variables were perceived to be at the medium level, with active management commitment recording the lowest mean value.

The research is limited by the fact that it is cross-sectional. However, this allows its findings to be placed in the context of past research, underpinned by Malaysia’s manufacturing sector and legislative framework.

This paper provides suggestions for how the perceived effectiveness of OSHCs can be improved in the Malaysian context.

This study conceptualises management’s commitment in terms of passive and active commitment, given the context of the current legislative framework, and it addresses the relationships between both types of management commitment and the effectiveness of OSHCs, in the heretofore-unexamined Malaysian manufacturing context.

Greenfield sites have been seen as the most favourable setting for the adoption of human resource management (HRM). Presents a study of two greenfield employers’ attempts to introduce and maintain HRM philosophy and practices. Contrasts one management’s creation of HRM philosophy with another’s efforts to replicate its principles in a new unit. Describes and assesses these managements’ practices over the ten years since start up. Demonstrates that in the face of market pressures, greenfield managers are no more capable of maintaining soft‐version practices than their brownfield counterparts. Shows how these managers attempted to legitimize hard‐version practices by continuing to rely on language which reflected the humanistic principles of HRM. Concludes that without a radical reappraisal of management’s values, the long‐term aims of HRM will elude greenfield and brownfield sites alike.

The present work investigated the effect of corporate social responsibility and top management support on employee ecological behaviour (EEB) with the mediating role of green culture and green commitment. Social identity theory (SIT) was used to describe the association between green culture, green commitment and EEB. Further, a conceptual model that summarises the interaction between perceived corporate social responsibility, top management support, green commitment, green culture and the adoption of ecological behaviour was developed.

The paper opted for a quantitative design using convenience sampling by collecting the data through a structured questionnaire gathered from 308 academics working in five Malaysian higher education institutions.

Corporate social responsibility and top management support positively influence green culture and commitment. Moreover, green commitment positively influenced EEB and fully mediated the relationship between corporate social responsibility and EEB and between top management support and EEB.

The academic staff of universities was the target population of this research. Nevertheless, universities have a diverse population with complex activities that can affect the implementation of a sustainable workplace within the campus. Future research should also examine non-academic staff, including administrative, technical and operational staff, due to different employees' perceptions.

As far as the authors know, this is the first study to assign the mediator role to green culture in a relationship between top management support and EEB amongst academic staff in the Malaysian context. Future research should consider other intervening variables that influence adopting ecological behaviour.

IBM, General Motors, RCA, Westinghouse, Control Data, Union Carbide, Tektronics, Lockheed, Northrup Aircraft, Babcock and Wilcox, Waters Associates, Solar Turbines, and American Express are operating effective quality circle efforts. Companies like Motorola, Champion International, TRW, and others use different forms of team building that are closely related to the quality circle concept. As a result, the print and electronic media are creating waves of favourable publicity about the idea. These “success stories” are leading a number of executives to consider quality circles for their company. Unfortunately, publicity releases and press reports seldom alert top management to potential problems.

The purpose of this paper is to examine the status of technology adoption of Indian apparel manufacturing firms and the organizational factors that affect the level of technology adoption.

Fourteen technologies applicable to apparel manufacturing were examined. A survey with an online questionnaire to apparel manufacturers in India was conducted to collect the data.

The most frequently adopted technology was the internet. The least frequently adopted technologies found in this study were robot‐related. The level of a firm's technology adoption was found to be significantly related to firm size positively and its export orientation negatively. It was also moderately related to competitive advantage. The effects of top management commitment, cost of capital, and technical skills were not significant.

Generalizability of the results is cautioned because the data were from the firms in one industrial town. The results indicate that technology adoption is related to the recent, intensified trade competition. The relationships among export orientation, price competition, and technology adoption need to be studied further.

Given the importance of upgrading in today's competitive global trade environment, this study builds a knowledge base of the technology adoption in apparel manufacturing and influential factors in developing countries.

Export performance research has proliferated in the last decade. Significant progress has been made in developing better theory and knowledge of the export performance of firms. However, the field of inquiry is characterized by a diversity of conceptual, methodological, and empirical approaches that inhibit the development of clear conclusions regarding the determinants of export performance. In this article, an updated review and synthesis of the empirical literature on determinants of export performance between 1987 and 1997 is offered. Using a combination of the narrative and vote‐counting approaches, 50 studies were identified, reviewed, and synthesized. Major directions for future research are also discussed.

This paper provides a synthesis of world class manufacturing literature by identifying eight critical factors of world class status in a manufacturing environment. These factors can be used individually or collectively to assess a profile or organization‐wide world class manufacturing implementation practices. Researchers can use the critical factors to build theories and models that relate these factors to world class status and an organization's relative position to others in the same environment. Decision makers can isolate the critical factors that are necessary for world class implementation.

The aim of the research is to investigate how managers' personal traits, emotions and attitudes shape their tolerance of ambiguity (TOA); and consequently, the influence of managers' ambiguity tolerance in organizations' financial performance.

Survey data were collected from 54 Greek banks. A total of 412 senor-level managers completed questionnaires examining TOA, personal traits, emotions and attitudes in the workplace. Principal components analysis and ordinary least-squares regressions were used to explore the hypotheses of the paper.

Three factors characterize managers' emotions in the workplace, namely pleasure, arousal and dominance; and, respectively, two factors their involvement, namely importance and interest. Further, locus of control, importance, job satisfaction, pleasure and organizational commitment critically affect managers' TOA, which, in turn, seems to influence positively organizations' profitability.

Further research is required in Greek banking industry regarding the influence of managers' emotional and cognitive attributes in organizations' financial performance. Likewise, this research should be expanded to other industries.

The findings provide further support on the significance of emotional and cognitive attitudes in the workplace; the paper suggests policies to enhance managers' TOA, and thus, organizations' profitability.

The originality of this study lies in the finding that emotional and cognitive characteristics affect managers' TOA, which, in turn, influences significantly organizations' profitability. Another significant contributing factor is that the study is carried out in Greece, where few studies have been conducted in this area.

Digital disruption no longer ensures the security or longevity of established firm structures and business models. Instead, it necessitates that firms reinvent their business models, including business processes, people, and technologies that align with the organizational goals. Despite the exponential growth of digital disruption, prior literature indicates that the concept of business model innovation is poorly understood in developing economies. Furthermore, little is known about how low-tech firms in developing economies should adapt and reinvent their business models to cope with and shape digital disruption as it unfolds. Grounded in two overarching theoretical frameworks, namely the theory of disruptive innovation and the resources–processes–values (RPV) framework, this chapter addresses this void in prior literature. Based on multiple case study analyses of 10 low-tech firms in diverse industries in Sri Lanka, the findings indicate that successful disruptive business model innovation in low-tech firms in Sri Lanka is predicated on an effective technology management strategy, suitable organizational structure, compatible organizational culture, and devoted corporate governance. Moreover, external influences like changing market dynamics, competition, and shifts in consumer behavior also significantly influence disruptive business model innovation of selected firms. This chapter acts as a springboard for future researchers by extending the theory of disruptive innovation and RPV framework to low-tech industries in developing economies.

Circular supply chain management (CSCM) is considered a promising solution to attain sustainability in the current industrial system. Despite the exigency of this approach, its application in the food industry is a challenge because of the nature of the industry and CSCM being a novel approach. The purpose of this study is to develop an industry-based systematic analysis of CSCM by examining the challenges for its application, exploring the effects of recognised challenges on various food supply chain (FSC) stages and investigating the business processes as drivers.

Stakeholder theory guided the need to consider stakeholders’ views in this research and key stakeholders directly from the food circular supply chain were identified and interviewed (n = 36) following qualitative methods.

Overall, the study reveals that knowledge, perception towards environmental initiatives and economic viability are the major barriers to circular supply chain transition in the UK FSC.

This research provides a holistic perspective analysing the loopholes in different stages of the supply chain and investigating the way a particular circular supply chain stage is affected by recognised challenges through stakeholder theory, which will be a contribution to designing management-level strategies. Reconceptualising this practice would be beneficial in bringing three-tier (economic, environmental and social) benefits and will be supportive to engage stakeholders in the sustainability agenda.