Search results
1 – 10 of 646Umar Farooq Sahibzada, Asha Thomas, M. Saleem Ullah Khan Sumbal and Mehwish Malik
The study explores the impact of knowledge management (KM) enablers, i.e. trust and organizational climate, on KM processes. The study further observes the indirect relationship…
Abstract
Purpose
The study explores the impact of knowledge management (KM) enablers, i.e. trust and organizational climate, on KM processes. The study further observes the indirect relationship of KM processes on organizational performance via the mediating role of knowledge workers' satisfaction in cross-cultural settings.
Design/methodology/approach
This research used a survey of 784 educational and administrative personnel from higher education institutions (HEIs) in Pakistan and China. Smart Partial Least Square (PLS) 3.2.9 was employed to perform the analysis.
Findings
The result shows that trust and organizational climate influences KM processes, and these KM processes, in turn, impact organizational performance via the partial mediating effect of knowledge worker satisfaction (KWS) in Pakistan. The multi-group analysis confirmed the substantial differential effect of KM processes on KWS in culturally different HEIs. At the same time, the study's overall sample substantiated full mediation in China. Furthermore, the impact of KM processes on organizational performance did not substantiate in China.
Practical implications
Outcomes of this research affirm KM university practice and recommend how higher education academics and administrators prioritize trust, organizational climate, KM processes, and KWS while strengthening organizational performance in a culturally different environment.
Originality/value
A lack of research ascertains the inter-relationship between trust, organizational climate, KM processes, KWS, and organizational performance in culturally different environments. This is one of the initial studies that examine the relationship between trust, organizational climate, KM processes, KWS, and organizational performance in HEIs. The study empirically examines the inter-relationships among these variables and enlightens insights into the current literature by immediately investigating the mediating role of KWS in culturally different environments.
Details
Keywords
Puja Khatri, Preeti Kumari and Asha Thomas
The significant role of universities in generating and diffusing new knowledge in the interest of society has positioned faculty as knowledge creators. The present study…
Abstract
Purpose
The significant role of universities in generating and diffusing new knowledge in the interest of society has positioned faculty as knowledge creators. The present study contributes to the domain of positive psychology by heeding the happiness call in academia. The research intends to develop and validate a scale for measuring happiness at work (HAW) for knowledge creators.
Design/methodology/approach
The study is systematically designed across a series of four independent studies: (1) Dimensionality and item analysis, (2) scale purification, (3) scale refinement and nomological validation and (4) generalizability. Additionally, common method bias (CMB) was checked utilizing the marker variable technique.
Findings
HAW has been established as a second-order reflective-reflective construct with six factors, namely work satisfaction, self-directedness, self-love, positive thinking, positive social relationships and work-family balance. The nomological validity and generalizability of the scale have also been established.
Research limitations/implications
The study is an attempt to address an important topic of HAW among knowledge creators. By conceptualizing HAW as a combination of intraindividual and organizational factors, this study offers a comprehensive measure of HAW that was previously absent in the literature. The results of the study will assist management in making strategic decisions to ensure the HAW of knowledge creators.
Originality/value
Knowledge creators’ happiness is a major concern in academia and has received little attention till date. The primary contribution of this study is the conceptualization and development of a validated scale for measuring knowledge creators’ HAW. A valid and reliable scale for measuring HAW would enable researchers to gain fresh perspectives on the essence, attributes and quantification of this particularly noteworthy construct.
Details
Keywords
Gerard Farias, Nancy E. Landrum, Christine Farias and Isabella Krysa
Since the Brundtland report’s call for sustainability, planetary conditions have deteriorated. This paper suggests that corporate hypocrisy is a major barrier toward the adoption…
Abstract
Purpose
Since the Brundtland report’s call for sustainability, planetary conditions have deteriorated. This paper suggests that corporate hypocrisy is a major barrier toward the adoption of sustainability and offers a typology of business behavior that can move closer toward the adoption of true and strong sustainability.
Design/methodology/approach
This article uses a normative lens to build upon prior literature and anecdotal evidence from the field to present a typology of business archetypes that represent a variety of responses toward sustainability.
Findings
The authors propose five typologies of business behavior that represent responses toward sustainability: business-as-usual, hypocritical pretender, hypocritical co-opter, responsible enterprise and purposeful enterprise. The first three typologies represent existing hypocritical approaches using weak sustainability. The last two typologies decrease corporate hypocrisy; improve alignment of talk, decisions and action; and help an organization adopt true and strong sustainability.
Research limitations/implications
This is a normative paper that critiques existing literature and practices in corporate sustainability and proposes new directions. It necessitates further research in the form of case studies and empirical cross-sectional and longitudinal analysis. It implies assessing firm impact in non-traditional ways and will call for the development of new measures and indicators of firm performance from a social and environmental perspective.
Practical implications
The typology can provide practitioners and researchers with one possible solution to eliminate or decrease corporate hypocrisy in relation to sustainability, reporting and communications.
Social implications
Planetary conditions have worsened, and business activity continues to contribute to deteriorating conditions. This research attempts to help businesses move away from hypocritical and destructive practices and to adopt true and strong sustainability practices for a flourishing planet. Furthermore, the authors articulate policy and practice recommendations in this context.
Originality/value
After decades of failure to make progress in achieving planetary sustainability, this research offers a model for practitioners and researchers to use in defining the actions necessary to achieve the elusive concept of sustainability.
Details
Keywords
This study aims to better inform environmental management at universities by applying and validating the policy integration processes theory through a case study of Manchester…
Abstract
Purpose
This study aims to better inform environmental management at universities by applying and validating the policy integration processes theory through a case study of Manchester Metropolitan University.
Design/methodology/approach
Social network analyses were used to identify, differentiate and categorise working networks of individuals and departments and the interconnections between them.
Findings
In an organisation, networks can be developed and active at departmental level but not at individual level. High numbers of departments can be doing work related to sustainable development whilst having low and medium levels of interconnections between departments. Influence of stakeholders throughout the network suggests levels of sustainable development policy integration at individual and departmental.
Practical implications
New insights provide evidence for universities’ environmental managers of the need of developing and implementing strategies that involve individuals’ work between departments by providing incentives, supporting capacity building and staff empowerment.
Originality/value
This paper applied and validated the theory of policy integration processes, showing that work at individual level and between departments needs more attention.
Details
Keywords
Violina P. Rindova and Antoaneta P. Petkova
Strategy scholars have theorized that a firm's strategic leaders play an important role in firm dynamic capabilities (DCs). However, little research to date has studied how…
Abstract
Strategy scholars have theorized that a firm's strategic leaders play an important role in firm dynamic capabilities (DCs). However, little research to date has studied how leaders shape the development of DCs. This inductive theory-building study sheds new light on the multilevel architecture of DCs by uncovering that the three core DCs – sensing, seizing, and reconfiguring – operate through distinct individual, group, and organizational processes. Further, the role of strategic leadership is critical as organizational processes create DCs only when they are purposefully designed by firms' strategic leaders to enable change and opportunity pursuit. Whether strategic leaders design processes for change and opportunity pursuit, in turn, reflects the extent to which they view change as positive and desirable. Our insights about the role of strategic leaders' positive attitude toward change as an important aspect of firm DCs uncover new interconnections between strategic leadership, organizational design, and the micro-foundations of DCs. Collectively our findings about the role of positive attitude toward change, the purposeful design of processes for change, and the varying manifestations of these processes at different levels of analysis reveal the coupling of strategic and organizational processes in enabling strategic dynamism and change.
Details
Keywords
Angela França Versiani, Pollyanna de Souza Abade, Rodrigo Baroni de Carvalho and Cristiana Fernandes De Muÿlder
This paper discusses the effects of enabling conditions of project knowledge management in building volatile organizational memory. The theoretical rationale underlies a recursive…
Abstract
Purpose
This paper discusses the effects of enabling conditions of project knowledge management in building volatile organizational memory. The theoretical rationale underlies a recursive relationship among enabling conditions of project knowledge management, organizational learning and memory.
Design/methodology/approach
This research employs a qualitative descriptive single case study approach to examine a mobile application development project undertaken by a major software company in Brazil. The analysis focuses on the project execution using an abductive analytical framework. The study data were collected through in-depth interviews and company documents.
Findings
Based on the research findings, the factors that facilitate behavior and strategy in managing project knowledge pose a challenge when it comes to fostering organizational learning. While both these factors play a role in organizational learning, the exchange of information from previous experience could be strengthened, and the feedback from the learning process could be improved. These shortcomings arise from emotional tensions that stem from power struggles within knowledge hierarchies.
Practical implications
Based on the research, it is recommended that project-structured organizations should prioritize an individual’s professional experience to promote organizational learning. Organizations with well-defined connections between their projects and strategies can better establish interconnections among knowledge creation, sharing and coding.
Originality/value
The primary contribution is to provide a comprehensive view that incorporates the conditions required to manage project knowledge, organizational learning and memory. The findings lead to four propositions that relate to volatile memory, intuitive knowledge, learning and knowledge encoding.
Details
Keywords
Yushi Jiang, Sobia Jamil, Syed Imran Zaman and Syeda Anum Fatima
This paper investigates the interactional relationships between sustainable human resource management (SHRM) and organizational performance (OP). Sustainable HRM is an approach…
Abstract
Purpose
This paper investigates the interactional relationships between sustainable human resource management (SHRM) and organizational performance (OP). Sustainable HRM is an approach that links HRM and sustainability. These studies focused on integrating HR with sustainable developments, such as economic and social aspects, in favour of focusing on the environmental aspect. Organizational change is an ongoing process that has to be managed effectively to keep the change in place for a long time.
Design/methodology/approach
A framework was offered to estimate the cause-and-effect relation of the SHRM and OP factors. Data is gathered from professionals from various pharmaceutical industries. This study applied two methods, Fuzzy AHP and DEMATEL Type II. These techniques are used to understand the cause-and-effect factors and their interactions.
Findings
It was observed from the findings that the factor of SHRM, such as Social Justice (F2), Green Job Design (F5), Green Training (F6) and Implementation of Green Policy (F8), was the most critical for the pharmaceutical sector that effects Financial performance (F13), Customer Satisfaction (F15) and Market performance (F14). Pharmaceutical firms ought to coordinate public health advocacy efforts, engage in healthcare initiatives and provide financial support for environmentally friendly efforts that improve social and economic conditions.
Practical implications
For this sustainability, managers concentrate on creating an environment that is healthy and acceptable, and they work hard to mitigate the impact of natural factors and repair damage done to the environment; it is essential to move towards sustainable development to resolve environmental problems. Improving HR efficiency is among essential HRM responsibilities, as they expand the knowledge base of the workforce, enhance human capital, and eventually create valuable intangible assets and promote and encourage sustainable pharmaceutical products for some years.
Originality/value
This research paper has presented exclusive worth to the SHRM and organizational performance literature as it employs fuzzy FAHP and DEMATEL type 2. There is less research on SHRM in the pharmaceutical sector with these factors. In addition, FAHP and TYPE 2 DEMATEL are used in very few researches on SHRM approaches.
Details
Keywords
Charles D.T. Macaulay and Sarah Woulfin
The purpose of this study is to explore the plurality of logics composing an organizational field and how that plurality affects a sport governing body's (SGB) sense of self. The…
Abstract
Purpose
The purpose of this study is to explore the plurality of logics composing an organizational field and how that plurality affects a sport governing body's (SGB) sense of self. The authors sought to determine what logics exist in a specific field and how they interact according to Kraatz and Block's (2017) types of organizational responses. Finally, the authors explore how an organization's responses affect organizational outcomes.
Design/methodology/approach
The authors analyzed 476 unique organizational web pages and documents and 293 news media articles from four news outlets. The authors conduct a content analysis informed by Gioia et al.’s (2013) method to explore the website data to understand the logics of the field. The authors analyze the media articles for media accounts of events and determine how logics inform an SGB's actions (Cocchairella and Edwards, 2020).
Findings
The authors find institutional plurality leads to a fractured organizational sense of self, resulting in poor outcomes. The authors' findings suggest Kraatz and Block's (2017) as well as other previously theorized strategies do not lead to an organization reconciling competing logics. Rather, the strategies employed led to outcomes harming the organization's legitimacy and financial well-being.
Originality/value
There are several calls within the broader management field and the sport management field to address institutional plurality (Kraatz and Block, 2017; Robertson et al., 2022). Unlike previous research studies, this study finds detrimental effects of plurality on an organization. The authors discuss the strength of the strategies employed and why the strategies failed.
Details
Keywords
Mark Govers, Rachel Gifford, Daan Westra and Ingrid Mur-Veeman
Organizational change is a key mechanism to ensure the sustainability of healthcare systems. However, healthcare organizations are persistently difficult to change, and literature…
Abstract
Organizational change is a key mechanism to ensure the sustainability of healthcare systems. However, healthcare organizations are persistently difficult to change, and literature is riddled with examples of failed change endeavors. In this chapter, we attempt to unravel the underlying causes for failed organizational change. We distinguish three types of change with different levels of depth that require different change approaches. Transformations are the deepest forms of change where beliefs and principles need to be modified to successfully influence routines. Renewals are deep forms of change where principles need to be modified to successfully influence routines. Improvements are shallow forms of change where only modifications at the level of routines are needed. Using deoxyribonucleic acid (DNA) as our metaphor, we propose a theory of “organizational DNA” to understand organizations and these three types of organizational changes. We posit that organizations are made up of a double helix consisting of a so-called “social string,” which contains the “soft” interaction or communication among the organization's members, and a so-called “technical string,” which contains “hard” organizational aspects such as structure and technology. Ladders of organizational nucleotides (i.e., Routines, Principles, and Beliefs) connect this double helix in various combinations. Together, the double helix and accompanying nucleotides make up the DNA of an organization. Without knowledge of the architecture of organizational DNA and whether a change addresses beliefs, principles, and/or routines, we believe that organizational change is constrained and based on luck rather than change management expertise. Following this metaphor, we show that organizational change fails when it attempts to change one part of the DNA (e.g., routines) in a way that renders it incompatible with the connecting components (e.g., principles and beliefs). We discuss how the theory can be applied in practice using an exemplar case.
Details
Keywords
Jing Yi Yong, Mohd Yusoff Yusliza, T. Ramayah, Khalid Farooq and Muhammad Imran Tanveer
The study aims to investigate the relationships between green intellectual capital, green human resource management (HRM), and sustainability.
Abstract
Purpose
The study aims to investigate the relationships between green intellectual capital, green human resource management (HRM), and sustainability.
Design/methodology/approach
The research is based on information gathered from 112 large Malaysian manufacturing companies.
Findings
The study findings revealed that green human capital and green relational capital positively influence green HRM. In addition, green HRM positively related to social, environmental and economic performance. Besides, green HRM positively mediates the relationships between green human capital and economic, social and environmental performance. Finally, green relational capital improves sustainability (economic, environmental, and social performance) mediated by green HRM.
Originality/value
The current study contributes to the literature by examining green IC (green human capital, green structural capital, and green relational capital) as an independent variable and green HRM as a mediating variable for sustainability (economic, environmental, and social performance). The findings and recommended for the managers of large manufacturing firms and practitioners to invest in green IC to achieve sustainability through green HRM.
Details