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The purpose of this study is to examine the serial mediating mechanism between self-leadership and employee creativity through organizational commitment and work engagement. Drawing on the self-determination theory and broaden and build theory, this study investigates the indirect effect of self-leadership on employee creativity through organizational commitment and work engagement.

The relationships were investigated using PROCESS macro for SPSS. Data were collected from 324 employees working in the Indian automobile industry. Structural equation modelling was used to evaluate the model fit of the measurement model.

The results of the study revealed that self-leadership impacts employee creativity. Further, the findings showed that both organizational commitment and work engagement individually mediate the relationship between self-leadership and employee creativity. The key finding of this research was the partial serial mediation of organizational commitment and work engagement in the relationship between self-leadership and employee creativity.

This is one of the primary studies that examined the serial mediating effect of organizational commitment and work engagement in the relationship between self-leadership and employee creativity. This study contributes to the existing literature on self-leadership and employee creativity by evincing the mediating mechanism of organizational commitment and work engagement.

This study aims to examine the roles of organisational control, structure, culture and technology in preventing occupational fraud. This study is essential in the current time. It brings a significant impact on both theory and practice. In the existing studies, there is a lack of clarity on a specific mechanism to prevent organisational fraud. The problem is that they tend to generalise the types of organisational fraud. Conceptually, organisational fraud may include corruption, double funding, asset misappropriation, bribery or falsification of documents. However, many scholars tend to neglect such diversities. Consequently, many occupational fraud cases become unstoppable, particularly corruption. To deal with this topical issue, the current study applies the term “occupational fraud” cited by the Association of Certified Fraud Examiners, consisting of corruption, asset misappropriation and fraudulent financial statement.

This study surveyed three Indonesian Local Governments. This study focussed on management levels that have strong power for coordinating governmental activities. The author chose these local governments because their local leaders (the regents) were jailed due to corruption scandals. As expected, this study gives us different perceptions of how fraud mitigation should be designed in the organisation.

The results suggest that corruption is a little bit complex than other types of occupational fraud. It is improbable to be prevented through technological and administrative approaches. As such, organisations need to think of extra efforts that could perfectly tailor the organisational control and organisational culture, organisational structure and technological advancement. The benefit of this effort is related to diagnosing the fit or misfit of organisation designs in addressing the dynamic dimensions of corporate governance. Then, it can also strengthen the efficacy of preventive measures to deal with occupational fraud.

This study provides a provocative discussion regarding the public perception of occupational fraud, consisting of corruption, asset misappropriation and financial statement fraud. And this study also offers a new refined conceptual analysis of how to deal with such types of occupational fraud by incorporating contingency theory and the Committee of Sponsoring Organizations of the Treadway Commission (COSO’s) internal control components.

Addresses the standardization of the measurements and the labels for concepts commonly used in the study of work organizations. As a reference handbook and research tool, seeks to improve measurement in the study of work organizations and to facilitate the teaching of introductory courses in this subject. Focuses solely on work organizations, that is, social systems in which members work for money. Defines measurement and distinguishes four levels: nominal, ordinal, interval and ratio. Selects specific measures on the basis of quality, diversity, simplicity and availability and evaluates each measure for its validity and reliability. Employs a set of 38 concepts ‐ ranging from “absenteeism” to “turnover” as the handbook’s frame of reference. Concludes by reviewing organizational measurement over the past 30 years and recommending future measurement reseach.

The mechanism by which leadership influences organizational performance has largely been unexplained. This study intends to fill this gap. This study identified the six specific leadership practices: promoting inter-unit collaboration, managing diversity, providing performance feedback, ensuring goal directedness, developing employees, and resource provision. This study also identified a number of generic functions of leadership, that is, promoting cooperation, clarifying employees’ roles, and improving skills in organization. Then the mediating effects of the three generic functions were tested in order to link the specific leadership practices to organizational performance. The paper aims to discuss these issues.

Structural equation modeling was used for analyzing the data from the 2014 Federal Employee Viewpoint Survey to investigate the mediating model.

The effects of the six specific leadership practices on organizational performance were mediated by the three generic leadership functions.

The result of this study delineated the linking paths between leadership practices and organizational performance which has largely remained as a black box. Moreover, since the specific leadership practices are categorized by the generic functions that are instrumental for organizational performance, it provides theoretical and empirical grounds for managerial prescriptions for improving organizational performance.

The purpose of this paper is twofold: first, to document that employees’ use of social networks (SNs) does not necessarily bring negative consequences and can indirectly benefit organizations and second, to compare the roles of public SNs and enterprise social networks (ESNs) in bringing benefits to organizations. Consequently, this study, on the basis of stimulus‒organism‒response theory, directly investigated and compared the roles of public SNs and ESNs in promoting employees’ organizational commitment from affective, normative, and continuance dimensions with regard to the mediating role of job satisfaction.

For this purpose, 240 employees of Asia-Tech Company, one of the high-speed internet service providers in Iran, who had joined Skype for Business ESN, were included in this study. Partial least squares (PLS) method was used to examine the validity of the measurement and structural models. To this end, Warp-PLS software (version 5.0) was employed.

The results of the study suggested that public SNs have a positive impact on affective and normative commitment; however, no significant impact was observed for continuance commitment. ESNs directly affect none of the dimensions of organizational commitment. Although both types of SNs have impacts on job satisfaction, the greater impact was found for the public SNs. Job satisfaction also has a positive effect on all three dimensions of organizational commitment.

To the best of authors’ knowledge, no study has directly investigated and compared the roles of ESNs and public SNs in promoting organizational commitment from affective, continuance and normative dimensions with regard to the mediating role of job satisfaction. The most important theoretical contribution of the present research was to document that the employees’ use of SNs does not necessarily entail the waste of resources and has various advantages, such as strengthening organizational commitment (in affective, normative and continuance dimensions) and job satisfaction. In fact, this study disclosed the bright side of SNs in the workplace.

In this paper, the authors have tried to propose an organizational antecedent’s model of sustainable entrepreneurial orientation. It is believed that firms with high degree of entrepreneurial orientation are more plausible to prosper. Therefore, the authors are looking on how they can use organization factor to achieve sustainable entrepreneurial orientation.

This study uses a multiple case-study approach while incorporating content analysis and interpretive structural modeling. After reviewing previous studies on entrepreneurial orientation and corporate entrepreneurship, multiple case study including six firms from different industries in Iranian economic context were studied to discover the main organizational antecedents of sustainable entrepreneurial orientation using content analysis. Furthermore, interpretive structural modeling methods were used to determine the relationship between realized antecedents.

The findings show that the organizational antecedents of sustainable entrepreneurial orientation are coaching, succession plans, organizational learning, chief executive office, professional staff, organizational alignment and key resources and capabilities. The proposed structural model shows the relationship between organizational antecedents of entrepreneurial orientation and coaching is determined as the building stone of sustainable entrepreneurial orientation.

Researchers believe that findings will help managers and practitioners on how to design organizational factors in their organization. Hence, they can strengthen factors that promote entrepreneurial orientation and make it sustainable to enhance organizational performance.

While entrepreneurial orientation construct is a well-recognized concept in the previous studies, little is known about its organizational antecedents. Current research identified model organizational antecedents to achieve sustainable entrepreneurial orientation.

The purpose of this paper is to investigate the extent to which organizational level of functionality is affected by its leadership, its staff, the way task is performed in the organization (culture), and the structural and governance makeup of organizations. This study also determined the direct and indirect impacts of these variables on organizational functionality in general and drawing lessons to educational organizations in specific.

This is a quantitative study. Data from 185 participants were analyzed using SPSS software version 24. The data analysis procedure for this study followed various steps. First, multiple factor analysis was conducted to narrow the long list of items and to create a manageable list of construct variables for analyses. Then path analysis, using a series of multiple regression, was conducted to identify the degree of relationship between the independent and dependent variables. Finally, a path model coefficient diagram was created.

Using path analysis, a new model that depicts the level of interactions among the proposed variables and the extent and direction of influence of each variable on organizational level of functionality has been created. In addition, a path diagram that illustrates the model is provided and explained. This study also determined the direct and indirect impacts of these variables on organizational functionality. Finally, conclusions and implications of the study for educational organizations were presented.

It should be noted that path analysis studies, by nature, are based on assumptions provided by the researchers. Hence, future studies using different variables and different assumption may not necessarily generate the same result. In addition, this study looked at a broader view of organizations rather than a specific type.

This study expanded the use of organizational diagnosis frameworks, beyond studying organizational performance, to study organizational level of functionality which can be used to diagnose the level of function (or dysfunction) of organizations in a holistic manner.

The present study contributes to the body of literature in organizational diagnosis in various ways; chief of which is the creation of a new path model which shows the direct and indirect effects of specific variables in numeric terms.

Unlike previous studies on the topic, this study suggests that organizational level of functionality should be studied using variables internal to the organization, because any two organizations of similar purpose and capacity, located in similar environment, could function differently due to factors internal to the organizations. Investigating organizational level of functionality using variables internal to the organization is assumed to provide a deeper diagnosis and self-assessment as it minimizes the noises created by variables external to the organization. All the variables in this study are therefore carefully selected to be internal to organizations.

The purpose of this paper is to investigate the influence of organizational factors such as culture, leadership, structure and top management support on organizational commitment in Bangladeshi service sector.

This study is based on empirical findings administered on 217 managerial personnel in the service organizations based in Bangladesh.

Findings of this study reveal that among the variables that are hypothesized in this study; team orientation, stability, transformational leadership, transactional leadership, decentralization, formalization and top management support have an influence on organizational commitment.

This study has identified and integrated factors that can influence organizational commitment in Bangladeshi service sector. Larger sample size including multiple country or culture may bring more explanatory power, comparability and increased generalizability.

The outcome of this study will help business managers to identify and understand the organizational factors that can influence organizational commitment.

This study extends current research on organizational commitment by identifying and integrating the organizational factors and providing a simplistic model for the relationship between organizational factors and organizational commitment in the context of Bangladeshi service organizations.

This paper aims to attempt to bring together various organisational aspects that have never been collectively investigated before in the strategic management literature. Its main objective is to examine the relationship between “strategic orientation” and “firm performance”, in the light of two firm-specific factors (“distinct manufacturing capabilities” and “organisational structure”). The proposed research model of the present study is built upon the resource-based view (RBV) of the firm and the organisational aspect of the VRIO framework (the “O” from the VRIO model).

The study proposes a newly developed research model that adopts a four-factor approach, while examining a number of direct and indirect effects. The examination of the proposed research model was made with the use of a newly developed structured questionnaire that was distributed on a sample of Greek manufacturing companies. Research hypotheses were tested using the structural equation modelling technique. The present study is explanatory (examines cause and effect relationships), deductive (tests research hypotheses), empirical (collects primary data) and quantitative (analyses quantitative data that were collected using a structured questionnaire).

The empirical results suggest the coexistence of three distinct categories of effects on “firm performance”: strategy or “utility” effects, depending on the content of the implemented strategy; firm-specific effects, depending on the content of the organisational resources and capabilities; and organisational effects, depending on the implemented organisational structure. More specifically, the statistical analysis underlines the significant mediating role of “strategic orientation” and the complementary role of “organisational structure”. Finally, empirical results support the argument that “strategy follows structure”.

The use of self-reported scales constitutes an inherent methodological limitation. Moreover, the present study lacks a longitudinal approach because it provides a static picture of the subject under consideration. Finally, the sample size of 130 manufacturing companies could raise some concerns. Despite that, previous empirical studies of the same field, published in respectable journals, were also based on similar samples.

When examining the total (direct and indirect) effects on “firm performance”, it seems that the effect of “organisational structure” is, almost, identical to the effect of “distinct manufacturing capabilities”. This implies that “organisational structure” (an imitable capability) has, almost, the same contribution on “firm performance” as the manufacturing capabilities of the organisation (an inimitable capability). Thus, the practical significance of “organisational structure” is being highlighted.

There has been little empirical research concerning the bundle of firm-specific factors that enhance the impact of strategy on business performance. Under the context of the resource-based view (RBV) of the firm, the present study examines the impact of “organisational structure” on the “strategy-capabilities-performance” relationship, something that has not been thoroughly investigated in the strategic management literature. Also, the present study proposes an alternate measure for capturing the concept of business strategy, the so-called factor of “strategic orientation”. Finally, the study adopts a “reversed view” in the relationship between structure and strategy. More specifically, it postulates that “strategy follows structure” and not the opposite (“structure follows strategy”). Actually, the empirical data supported that (reversed) view, challenging the traditional approach of Chandler (1962) and calling for additional research on that ongoing dispute.

In this article, the authors aim to review the extant literature and analyze the theoretical influence in the academic research of organizational decline and related topics (turnaround and bankruptcy, for example). They examine the theoretical contribution and the most influential authors to better understand the intellectual structure that connects theories and authors that have researched organizational decline. This study makes it possible not only to understand the current state of the art of research on organizational decline but also to uncover and guide future studies on organizational decline, based on the conceptual gaps identified.

Empirically, the authors conduct a bibliometric study involving analyses of citations and co‐citations to uncover the connections between authors and theories used. The bibliometric study was performed in 18 top‐ranked management journals. Their sample of 104 articles was retrieved from ISI Web of Knowledge.

The authors identified four clusters of research areas, and conclude that evolutionary theories support a considerable number of works, including studies on the effects of inertia, isomorphism and adaptation. Sociological approaches have also been used, namely examining the adjustment of the internal structures and actions to enhance positioning. Other research on decline is based on works on learning and decision making as well as on decline and turnaround strategies.

The main limitations concern the methods and the sample. Although the authors selected 18 top management journals, they do not encapsulate the entire stock of existing knowledge.

Well‐known and reputable corporations, not only the small entrepreneurial firms, also face organizational decline and failure. Although organizational decline is a reality, there is a notable scarcity of research on the topic. Organizational decline is more often studied in small companies and attributed to the liability of newness and a lack of several types of physical, technological, financial and social resources. Although the authors expected a priori to identify works using a resource‐based view, that was not the case, perhaps because since the 1990s strategy scholars' interest in studying organizational decline diminished. Notwithstanding, organizational ecologists continue to work on organizational decline as it is one of the central areas of their work.