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This study aims to indicate the advantages of using cloud computing services, including the ways in which firms use cloud-based services to achieve accessibility, better communication, flexibility and effective provision of services. However, little evidence has been obtained related to the effectiveness of applying cloud computing services to supply management chains.

In this study, a sample of 223 top 1,000 manufacturing firms in Taiwan that had implemented cloud-based supply chain management systems (CSCMs) was surveyed to determine what kind of internal resources in these companies were allocated to this implementation effort, how collaborative relationships were established in the existing supply chain to help make the transitions successful, how well their systems are working now that they have been implemented and whether these new systems have improved cycle time performance and the overall performance of their organizations. The study also examines the interrelationships among these variables.

The results reveal that, from the perspective of the managers who were surveyed, an effective allocation of internal organizational resources does have a positive, strong effect on external CSCM conditions. They also showed that when the relationship between internal and external resources is well constructed, the result is that CSCM improves supply chain management cycle time performance, which, in turn, leads to positive organizational performance.

The study reports some useful insights from the managers of CSCM systems related to how the execution of CSCM solutions can improve cycle time and organizational performance by enhancing internal organizational management and joint collaboration among supply chain partners. The findings from this survey will be useful to managers who are considering creating cloud-based supply management systems in the future.

This study aims to identify and prioritize Green human resource management (GHRM) practices from the policymaker’s perspective in the United Arab Emirates (UAE)-based manufacturing and service sectors to facilitate sustainable environmental performance.

Drawing upon the ability–motivation–opportunity (AMO) and corporate environmentalism theory, this study uses the analytic hierarchy process (AHP), a multi-criteria decision-making model, to rank the most influential enablers of GHRM practices. Data were collected from 24 C-suite executives of UAE-based manufacturing and service units.

Top management orientation for Green, Green organizational culture and Green corporate strategic planning were the most critical enablers that promote GHRM practices in the UAE’s manufacturing and service firms. Past research has mostly overlooked the strategic variables and focused only on organizational level antecedents based on HR bundles of practices.

Data were collected only from UAE firms, hence limiting its generalizability. The study shall help organizations operating in emerging countries adopt the best GHRM practices toward Green goal agendas.

This research provides an AHP framework that can be used to conceptualize and prioritize GHRM practices, which aids in a firm’s Green decision-making and transition toward sustainable Green growth. This study furthers understanding of GHRM practices play out at the various levels-of-analysis within organizations to present a comprehensive paucity of integrative and multi-level studies over recent years. The study may be relevant for other organizations in other national contexts with similar governance homogeneity.

This study aims at investigating the impact of some selected organizational and cultural factors on organizational learning (OL). It also attempts to study the moderating role of management support on the influential relationship between these organizational and cultural factors and OL within the context of Jordanian mining sector (JMS).

A descriptive-analytical approach is applied to collect and analyze the data. A survey questionnaire is used as a primary data collection instrument. The study sample includes 400 participants from the seven selected manufacturing companies within the context of JMS. Smart PLS 3 and IBM SPSS version 25 were applied to answer the study questions and to test the hypotheses.

Organization strategy has a statistical significant impact on OL. Moreover, cultural factors (innovation; teamwork; knowledge sharing) have a significant impact on OL. The results of the moderating variable revealed that the level of management support is not moderating the relationship between organizational factors and OL. Nonetheless, it is revealed that management support is moderating the relationship between organizational culture and OL.

It seems that a continuous management support is an important facilitating feature to motivate a learning culture. Cultural attributes, including innovation, teamwork and knowledge sharing must be taken into consideration as facilitating factors to encourage OL. Gradual changes must be introduced to create innovative, teamwork and knowledge-sharing culture. Additionally, a specific strategic goal should be part of the organizational corporate strategy and action plans must be developed to achieve this goal in a systematic manner.

The inclusion of management support as a moderating factor could add an original contribution to the current body of knowledge concerning OL. Moreover, this study argues that the core concept of learning might be there but a systematic process of learning and the contextual factors influencing this concept still need more concern.

The history of Organizational Development (OD) reveals a much older tradition of organizational science than the conventional wisdom would suggest. By the 1960s and 1970s OD became self‐confident and dynamic. This period was not only highly experimental but established the principles of OD for much of the twentieth century. By the end of the twentieth century new images of OD had occurred and much of the earlier thinking had been transformed. This review illustrates some examples under a series of themes that have had a major impact on the discipline of OD and on the wider thinking of organizational theorists and researchers.

To put forward the, to date, unidentified viewpoint that organisational action research and project management have many shared properties – making it a useful exercise to compare and contrast them in relation to organisational management structures and strategies.

A conceptual exploration, drawing on a wide range of supporting literature, is used here.

Project management represents a mainstay strategy for much of the organisational research seen in health care management – and has done for many years. More recently, the exploratory literature on project management has identified many limitations – especially when matched against “traditional” examples. Many health services have witnessed a more recent organisational management drive to seek out alternative strategies that incorporate less hierarchical and more participatory research methods. Action research certainly fits this bill and, on further examination, can be incorporated into a project management ethos and vice versa.

The views expressed here are of a theoretical construct and have not been implemented, as they are presented in this paper, in practice. The intention, however, is to do so in some of the author's future studies.

If the management of health service organisations are to evolve to incorporate desirable structures that promote consumer‐oriented empowerment and participation (where the consumers also include the workforce), then having a wider array of research tools at one's disposal is one way of facilitating this. Incorporating action research principles into project management approaches, or the other way round, or marrying them both to form a “hybrid” research strategy – it is argued here – represents an appropriate and representative way forward for future organisational management studies.

In terms of originality, this represents a conceptual piece of work that puts forward constructs that have, to date, not featured in the health care literature. Its value lies in suggesting further options for organisational‐oriented health care research.

The purpose of this paper is to explore the influence of human factors in quality management on quality improvement practices and organisational performance in the Yemeni industrial sector.

Data were collected via a quantitative survey with a questionnaire distributed to 261 managers from 87 industrial companies. Replies from 210 managers give a response rate of 80 per cent. Data were analysed with Statistical Package for the Social Sciences 16.0, including factor analysis, reliability analysis, descriptive statistics, and correlation analysis. Structural equation modelling was carried out using Amos to evaluate the model and hypotheses.

Human factors influence positively quality improvement practices and organisational performance. Quality improvement practices positively influence organisational performance. Human factors indirectly and significantly influence organisational performance via the mediator of quality improvement practices.

The findings will be useful to both researchers and managers, especially those in Yemeni industrial companies. For further work, this study can be expanded to cover companies in other Middle East countries, and it may include more human factors.

The study is one of a few that investigate the influence of human factors on quality management. Additionally, this study is the first to carry out such research in the Yemen and the Middle East region.

This conceptual paper aims to develop a multi-level mental health management framework for project management practitioners (PMPs) in architecture, engineering and construction (AEC) project organizations through organizational design theories to extend current knowledge on mental health by revealing organizational, project and external environmental factors contributing to mental health management in AEC project organizations.

A systematic literature review was adopted to propose a theoretical model that integrated five organizational design theories: institutional theory, agency theory, resources-based theory (RBT), contingency theory and complexity theory.

The model reveals permanent organization, project organization and external environment factors for mental health management in AEC project organizations. It further proposed hypothetical interrelationships between elements of permanent organization, project organization, external environment and mental health management indicators to unravel the resultant effects of the interactions on mental health of PMPs.

This research contributes to the body of knowledge by developing a multi-level mental health management framework that identify and shows how combination permanent organization, project organization and external environment elements impact mental health of PMPs in AEC project organizations. It offers a model that offers guidance to practitioners on permanent organization and project organization management practices that can be implemented to improve mental health.

The purpose of this paper is to examine organizational-related factors of a public health laboratory in northern Thailand through the perspectives of staff.

A quantitative research on organizational factors that affected management. Staff at the public health laboratory provided their perceptions and facts existing within the organization with regards to the following factors that could affect management performance; leadership, organizational culture, work environment and organizational commitment.

It was found that leadership, work environment and organizational commitment had a significant impact on management performance while organizational culture did not.

The research on management could be applied to enhance leadership, work environment and organizational commitment to achieve management performance.

The quantitative research on organizational factors could help determine management performance. Moreover, leadership, work environment and organizational commitment can significantly predict the organization’s management performance.

Little research has focused on the impact of organizational crisis on their internal stakeholders – the employees. This paper aims to fill this void by examining the impression management strategies used by senior managers in managing their employees during organizational crisis and the impact of these strategies on employees.

The authors collected qualitative data from three organizations and used multiple analytical lenses (such as thematic, content and trope) to explore patterns in senior managers’ management of employees during crisis.

Emerging patterns in the data revealed that the emotional state and reactions of employees (individual and collective) during crisis include anger, fear, shame, depression and shock. Additionally, data revealed two major contradictions (tensions) in managing employees during crisis: maintaining and compromising standard and managers’ wants versus employees’ desire in the way organization crisis is managed. Based on these preliminary findings and using affective event theory and the theory of collective emotions as a frame, the authors built a conceptual model that depicts the relationship between organizational crisis, impression management and emotion-driven employee attitudes and behaviors.

A major limitation in the current research is that authors’ data are largely composed of text (e.g. from newspaper and websites). Nevertheless, the textual data were based on actual interviews with stakeholders and victims and have more than compensated for the limitation. Theoretically, by examining the emotional states and reactions of internal (rather than external) stakeholders to organizational crisis, the authors extend the literature in the area of organizational crisis and crisis management, while the testable propositions in this conceptual model have a potential to open up new pathways for studying organizational crisis. Practically, it is imperative for managers to have skills to identify and manage key employees’ emotional states and reactions to crisis. Managers should align their words and actions during crisis management to increase employees trust. Also pre-crisis planning should include specific guidelines on how to identify and manage employees’ individual and collective emotions during crisis.

The results show that inappropriate impression management strategies may worsen employees’ emotional states and reactions (individual and collective) during crisis; therefore, it is imperative for managers to have skills in identifying key employees’ emotional states and reactions to crisis and the impression management strategies appropriate in managing them. A training that sharpens managers’ emotional intelligence will be helpful in managing the emotions of employees (individual and collective) during crisis. Also, pre-crisis planning should include specific guidelines on how to identify and manage employees’ individual and collective emotions during crisis, while senior managers’ words and actions during crisis need to be synchronized to engender employees’ trust.

This study demonstrates that beyond emotions of employees during crisis, there are contradictions and tensions in the senior manager’s management of their employees during crisis. Also, outcomes of a quantitative test of the conceptual model developed from the current study should improve the generalizability of the results and open up new pathways for future research in this area.

The purpose of this paper is to explore what meanings organizational actors and researchers invest in the term trust, to provide insights from a qualitative perspective of employees' trust in their supervisors and in organizational management when change occurs, and to highlight the affective components of trust in this context.

A social constructionist platform is used to explore how organizational actors form perceptions of the trustworthiness of managers of change and what emotions result. In total, 24 participants from different organizations and hierarchical positions were interviewed on a variety of change experiences.

Positive and negative emotions were related to trust in the ability, benevolence and integrity of immediate supervisors and more senior change managers. The emotions were more intense for distrust than for trust. Some participants referred to challenges to their own integrity. Perceptions of organizational justice during change were important contributors to the creation and erosion of trust in management.

The relevance of propensity to trust and pre‐existing levels of trust were not investigated and researching these factors, particularly in longitudinal studies, will provide a clearer picture of emotional responses to the perceived trustworthiness of change managers. Exploring cross‐cultural issues in the trustworthiness of change leaders would add depth to the field.

Developing trust in management though transparency, other fair practices and a positive organizational culture will help to gain commitment to organizational change.

This study adds to the scant literature on qualitative investigations of trust, emotions and organizational change by presenting insights from an analysis of employees' trust in the ability, benevolence and integrity of their own supervisors and those of more senior management in a range of organizations and types of change.