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Dubai Quality Award (DQA) is one of the quality awards that has been implemented in the United Arab Emirates (UAE) for the purpose of improving organisational performance. The objective of this study is to determine whether receiving the DQA has positive impacts on Human Resource Development Practices (HRDP) and organisational performance (OP) of the award-winning companies.

Secondary data relating to DQA scores were collected from the Department of Economic Development archive of UAE and primary data relating to HRDP and OP were collected from the individual DQA recipients. Data elicited were subjected to statistical analyses by using the structural equation modelling (SEM) approach. This was to identify the nature of relationships existing between DQA criteria and organisational performance outcomes through the mediating effect of HRDP.

The results indicated that winning of DQA significantly enhances organisational performance and that HRDP is a statistically significant mediator between DQA and OP. Based on the findings of this study, a model has been developed by linking the DQA criteria, HRDP and organisational performance.

Despite few of its limitations, this study is first of a kind in UAE that investigated the relationships among DQA criteria, HRDP and OP. The findings are expected to help the UAE companies to adjust their management policies and practices for enhancing their organisational performance. The findings can also be applicable to companies in other countries, especially Gulf countries that have similar awards such as DQA.

The purpose of this study is to introduce a unified framework which integrates knowledge management processes (knowledge creation, sharing, storage and documentation and acquisition), innovation capability (product, process, marketing and organizational and organizational performance (operational, financial and product quality). Then empirically test the effect of knowledge management processes (KMP) on innovation capability (IC), the effect of IC on organizational performance (OP) and the impact of KMP on OP through the mediator (IC).

A questionnaire was designed and addressed to the general managers of the Jordanian companies making up the target population. Statistical techniques employed included confirmatory factor analysis and structural equation modeling (SEM) using AMOS 24 to test the hypotheses.

The results show that KMP influences IC, IC affects OP and KMP impacts OP through the mediator (IC).

The use of longitudinal data and comparisons with this study would provide further insights that would assist in generalizing knowledge related to the relationships among KMP, IC and Os' P.

If organizations fully comprehend KMP and IC, they would be able to implement them successfully, creating value for their companies and improving OP.

The existing research on KMP and IC is primarily conceptual and descriptive in nature, and empirical research confirming the real impact of KMP when developing IC is lacking. Also. the relationship between innovation capabilities and OP has not been adequately studied. Hence, this study introduces a conceptual framework which integrates KMP, IC and OP and simultaneously empirically tests the relationships among them.

The study aims to scrutinize the concomitant associations between corporate social responsibility (CSR), perceived organizational support (POS), green transformational leadership (GTL) and organizational performance (OP). This paper aims to explore the role of intervening variable to measure the strength on the relationship between CSR and OP.

This research administered a survey through self-administered questionnaire among the staff-level employees of construction companies of Nepal. Fully filled 305 responses from the participants were analyzed using a structural equation model. The study used self-structured questionnaire as research tool and face-to-face meetings as data collection technique.

The research indicates that POS showed competitive partial mediation relation between CSR and OP. Besides, a novel exploration of the moderation effect of GTL displays a supportive role in harmonizing the CSR with organizational support to achieve better OP. This study enriches empirical evidence to understand the linkage between CSR and POS in staff-level employees in the construction area. Moreover, the research shed a light on GTL 's moderating influence on the mediated model of CSR, POS and OP.

Although the results of the study add to the current knowledge base, several limitations highlight avenues for future research. Future studies can explore the relationship in other study areas with added evidence on a similar result with different analysis patterns and study sample. The research model studied in the context of Nepal creating evidence as a representation for the developing countries.

The intervening role of POS and GTL gives new insight for the research-based organization based social behavior and performance

The main purpose of this study is examining the relationship between organizational change capacity (OCC) and organizational performance (OP).

After extensive researches in organizational literature about change and performance, the OCC model from Judge and Douglas consists of eight dimensions (trustworthy leadership, involved mid-management, capable champions, innovative culture, trusting followers, systems thinking, accountable culture, and effective communication), and the OP model from Lee consists of six dimensions (stakeholders' satisfaction, organizational communication, organizational growth, strategic performance, knowledge management, and team collaboration); were considered. In order to test the hypothesis, a series of 130 qualified employees in a knowledge-based organization were questioned. The measurement tool was a two-part questionnaire (OCC and OP). Validity of questionnaire well approved based on face validity method by experts, specialists and professors of management. Using the results of pre-test, Cronbach's α was showed the very high reliability.

Moreover, the results of regression analysis showed that regression line ascribes changes in dependent variable (OP) to independent variable (OCC). It means that high percentage of change in OP (77.3 percent) will be explainable and predictable with OCC. Then, with utilizing of parametric and non-parametric tests, the relationship between OCC and OP; and between components of OCC and OP was investigated. Finally, Pearson and Spearman correlation tests results confirmed the significant relationships. Overall, the results of this study show the significant, positive, strong relationship between OCC and OP.

As not many studies have been done about the impact of organizational change on OP, the paper's findings will be useful to assess the adaptation ability of organization with changing environment and the impact of this adaptation on OP.

The purpose of this paper is to develop an extensive conceptualization of strategic management accounting (SMA) facets, as well as to explore the impact of these facets on both financial and non-financial measures of organizational performance (OP).

Data are collected from 435 accounting managers working in Saudi companies listed in the Saudi Stock Exchange. The study applies hierarchical regression analysis to test the association between SMA facets and OP.

The results show that SMA facets significantly affect OP, assessed in the two major categories of financial and non-financial performance.

The dominance of companies listed in the Saudi Stock Exchange in the data set limits the generalizability of the findings.

The present study supports the idea that companies can enhance their OP by adopting some facets of SMA such as the availability of appropriate structural arrangements, supportive resources, adequate information types and usages and good organizational climate.

The current study expands the conceptualization of SMA in light of organizational context as a set of facets to overcome the polarization found in the existing literature and explores their impact on OP, including non-financial performance, for which empirical evidence is still scant.

The purpose of this paper is to examine the effect of knowledge management capabilities (KMCs) on organizational learning (OL) and supply chain management practices (SCMPs). In addition, to study the effect of OL, KMC and supply chain management on organizational performance (OP).

To study the relationships between KMC, OL, SCMP and OP, different techniques such as factor analysis, correlation analysis and structural equation modeling were used to verify the validity of the proposed conceptual model, and to test the suggested hypotheses, data collected from 165 companies in the Saudi food industry (representing a response rate of 64.9 per cent) were used.

According to the study’s findings, SCMP and OL are positively affected by KMC. Moreover, OP is directly affected by KMC, OL and SCMP.

Owing to the specific nature of the sample, the findings of the current research are applicable only to the food industry.

The current research introduced a conceptual model, which has been tested and verified in the Saudi food industry. The findings recommend that both KMC and OL as well as SCMP will contribute to improving the OP. In addition, KMC will improve the SCMP and OL.

The aim of this paper is to examine the determinants of organizational performance (OP) of business enterprises located in China and to explore how individual demographic and organizational characteristics affect OP.

This study applies quantitative methods to examine the OP. Data were collected from 405 managers across 306 organizations in China.

The study finds that, overall, OP is related to five factors, namely, finance and customer, internal business, work satisfaction, pay and benefits and innovation and technology (INT). The results from this study provide new perspectives and support the overall validity of the nomological network of OP factors. The findings also provide guidelines on which perspectives of performance organizations should be enhanced.

The five-factor model of OP provides benefit to any organization or individual who intends to examine OP in China. In addition, the findings suggest that organizations should explore ways to enforce their performance. The findings also inform organizational decision makers about practices for performance improvement.

The present study was undertaken to advance understanding of OP in China in several ways. The most significant element of this study was the five-factor performance model generated from the structural equation modeling analysis. The results from MANOVA highlight the potential impact of organization theory on how demographic and organizational variables influence OP in China.

Beyond critique of current maturity models, the research literature has neglected to supply empirical evidence of the value knowledge management (KM) holds for organizations. The majority of studies, in common with other emergent business philosophies, are focused on large organizations of developed economies, where readily available implementation resources are an underlying assumption. This paper aims to address this issue and to assess the correlation between the successful institutionalization of KM and organizational performance (OP) in a developing economy.

From a large urban South African university engaged in numerous collaboration programs with industry, the authors gained insight into KM maturity and organizational performance (OP) of three industry groups, over a five‐year period. The authors apply an inventory developed by Kruger and Snyman to a set of nine organisations distributed over three economic sectors in South Africa.

By evaluating the relationship between KM maturity and OP from within three “time dependent” perspectives, insight was gained to answer the aim of the research undertaken, “Is there a correlation between KM maturity and OP in South Africa?” Diagrammatic presentation of OP scores and KM maturity growth revealed that in five out of the nine organizations there is a clearly identifiable relationship between KM maturity and OP in South Africa in both entities over the period under investigation. In certain instances, the correlations were not easily noticeable and/or were non‐existent. From a mathematical perspective, in comparing the correlation between growth in KM maturity and year‐on‐year growth in OP, it was revealed that six of the eight companies that recorded positive growth in KM maturity also recorded positive (year‐on‐year) growth in OP. In a similar manner, it was established that the company recording negative growth in KM maturity also recorded negative (year‐on‐year) growth in OP.

Because the South African scenario can be considered a benchmark for developing economies characterized by continued change, diversity and even elements of silent intolerance and conflict, this study may be viewed as a “pilot study” to provide a baseline and insight into future research of KM for enabling OP.

This paper is of relevance to strategic managers and KM practitioners interested in gaining insight into the correlation between KM maturity and organisational performance.

This paper aims to examine different hypotheses concerning the effects of public service motivation (PSM) and other attitudinal or institutional dimensions on organizational performance (OP). Specifically, based on the experience of Chinese provincial governments, this study provides new evidence about how PSM may affect OP.

This study collected data from a survey of different provincial government departments in Sichuan Province, Hubei Province, Hunan Province and Chongqing Municipality in 2011. Using data from 761 respondents, Pearson correlation analysis and regression analysis were used to explore the relationships between related factors.

PSM, job satisfaction, affective commitment and job involvement have statistically significant effects on OP, and these results are consistent with the findings of previous researches that PSM positively affected OP at a significant level. The results suggest that, if civil servants have a strong PSM, the performance of their organizations will be high.

Future research should look for additional factors that affect OP, comparing employees’ perceptions of an organization’s performance with objective data to determine whether, and to what degree, subjective measures of performance are valid measures of OP in the public sector.

In the process of improving government performance, it is significant to give attention to the government employees’ mentality. The government training and promotion system should encourage civil servants to care about the public interest. A more flattened organization should be considered as part of the next steps in government reform, and more opportunities should be provided to involve more government employees in policy making.

This study helps to clarify the effects of individual factors of PSM on OP in China in a tightly controlled bureaucratic environment, where related data are hardly accessible.

Business processing organizations are continuously focusing on customer knowledge management (CKM) due to the competitive business environment. CKM is being recognized as an essential source for improving organizational performance (OP). This study focuses on understanding CKM and its impact on OP. It also explores the moderating role of big data analytics capability (BDAC) on OP. Moreover, the mediating role of operational and strategic agility on OP was empirically tested.

Positivist research doctrine has been deployed and data was collected using structured survey using cross-sectional approach. The data were collected from 392 employees working in business processing software houses in the emerging market of Pakistan. Structural equation modeling (SEM) was deployed for the estimation of theoretical model.

The study's findings indicate that CKM has no significant impact on OP; although the presence of BDAC moderates the relationship significantly. Moreover, the study recommends that CKM and BDAC to be tested in the project environment, considering organization's operational and technical capabilities.

The study proclaims that BDAC can be helpful for organizations to improve their capabilities and output. Likewise, enhancing BDAC reduces failure rates of the projects.

This study provides a critical theoretical and practical contribution to project management in business processing organizations. Big data analytics can be of value for diagnostic, predictive and prescriptive analysis in the project management context.