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This study aims to test the hypothesized moderated mediation process combining job resources, job demands, work engagement, job satisfaction and organizational engagement, which proposes that work engagement can be considered as a mediator between the relationship of job resources with job satisfaction and organizational engagement, and such mediation effect is moderated by level of job demand.

Data were collected from Junior Management Grade–Scale I officers of 442 branches of 27 public sector banks situated across four States in North India. The final responses stood at 704. Regression analyses was performed through the SPSS macro (developed by Preacher and Hayes, 2004) for testing of H1 and H2 on the mediation effects. H3 was tested by moderated hierarchical regression analysis. The last two H4 and H5 proposing the moderated mediation mechanism were examined in lines with the four conditions suggested by Muller et al. (2005) and Preacher et al. (2007).

It is suggested that job demands should ideally be adequate and job resources ample to deal with the former, because a suitable fit between these two aspects is related to work engagement, which would further contribute positively to job satisfaction and organizational engagement.

There is dearth of research hypothesizing the moderated mediation process proposing job demands as a moderator in job resources, work and organizational engagement and other work-related outcome relationships. Resting on various propositions and of job demands–resources (JD-R) model, and empirical outcomes of the studies of JD-R perspective, and research gaps identified, this study attempts to propose a unique model of engagement hypothesizing a moderated mediation process, where work engagement might be a mediator between the relationship of job resources with job satisfaction and organizational engagement; such mediation effect is moderated by the level of job demands.

Worker well‐being continues to be fundamental to the study of work and a primary consideration for how organizations can achieve competitive advantage and sustainable and ethical work practices (Cartwright and Holmes; Harter, Schmidt and Keyes; Wright and Cropanzano). The science and practice of employee engagement, a key indicator of employee well‐being, continues to evolve with ongoing incremental refinements to existing models and measures. This study aims to elaborate the Job Demands‐Resources model of work engagement (Bakker and Demerouti) by examining how organizational, team and job level factors interrelate to influence engagement and well‐being and downstream outcome variables such as affective commitment and extra‐role behaviour.

Structural equations modelling of survey data obtained from 3,437 employees of a large multi‐national mining company was used to test the important direct and indirect influence of organizational focused resources (a culture of fairness and support), team focused resources (team climate) and job level resources (career development, autonomy, supervisor support, and role clarity) on employee well‐being, engagement, extra‐role behaviour and organizational commitment.

The fit of the proposed measurement and structural models met criterion levels and the structural model accounted for sizable proportions of the variance in engagement/wellbeing (66 percent), extra‐role‐behaviour (52 percent) and commitment (69 percent).

Study limitations (e.g. cross‐sectional research design) and future opportunities are outlined.

The study demonstrates important extensions to the Job Demands‐Resources model and provides researchers and practitioners with a simple but powerful motivational framework, a suite of measures, and a map of their inter‐relationships which can be used to help understand, develop and manage employee well‐being and engagement and their outcomes.

This study is based on job demands-resources model and the conservation of resources theory explores the roleof psychological capital (PsyCap), as a personal resource, and organizational justice (distributive and procedural), as a contextual resource, in enhancing health through work engagement. The paper aims to discuss this issue.

A sample of 193 Romanian social workers (87.60 percent women) from the national network was used to test two structural models.

Structural equation modeling analysis revealed that work engagement partially mediates the relationship between PsyCap and health, and work engagement totally mediates the relationship between organizational justice and health.

The results emphasize the role of resources, PsyCap and organizational justice, in protecting the social workers’ health.

These findings support the necessity of combined evidence-based programs to develop social worker’s PsyCap and to maintain the optimum level of perceived organizational justice. These intervention programs can, in turn, enhance the work engagement and protect the health of employees in the workplace.

This study indicates a novel conceptual model that has two simultaneous predictors of work engagement and health. It provides insights into how contextual resources (organizational justice) potentiate the effect of personal resources (PsyCap) in enhancing health.

This paper aims to clarify the factors that affect the formation of organizational human capital competitive advantage (OHCCA) and construct its structural dimensions.

This research method adopted grounded theory using 20 interviews of managers from 10 companies. Relevant literature was reviewed to conduct open coding, Axial coding and selective coding to ensure OHCCA concept and dimensions.

Studies have shown that OHCCA formation of results from investment and collaboration of three levels: organization, teams and departments and employees. OHCCA formation is composed of three dimensions of organizational human capital investment: planning, practice and stock.

This research enriches the organizational human capital and competitive advantage theories.

The practical significance is to provide theoretical and practical guidance for organizations in creating OHCCAs.

This research is the first to propose and define the OHCCA concept and construct a three-dimensional structure model. Furthermore, this research has revealed the leading factors that affect OHCCA's formation process.

The majority of job demands-resources (JD-R) research has focused on identifying the job demands, job resources, and personal resources that influence engagement. The purpose of this paper is to assess the significance of proposed associations between organizationally focused resources, organizational engagement climate, and engagement.

The authors tested a model proposing that six specific organizational resources would have positive associations with organizational engagement climate, and positive direct and indirect associations with job resources and employee engagement. Confirmatory factor analysis (CFA) and structural equation modeling (SEM) were conducted on cross-sectional survey data provided by 1,578 employees working in a range of different organizations.

The CFA and SEM analyses yielded good fit to the data. As proposed, all six organizational resources were positively associated with organizational engagement climate. Four were positively associated with job resources, and two were positively associated with engagement. Organizational engagement climate was positively associated with job resources and employee engagement. Significant indirect relationships were also observed.

Despite self-reported data and a cross-sectional design, tests of common method variance did not suggest substantive method effects. Overall, the results contribute new insights about what may influence engagement, and highlight the importance of organizational engagement climate as a motivational construct.

The research offers up potentially useful measures of six organizational resources and a measure of organizational engagement climate that can complement and broaden the current focus on job-level diagnostics. As such, targeted management action and survey feedback processes can be used to identify processes to build sustainable organizational engagement capability.

No previous research has identified a comprehensive set of organizational resources, operationalized organizational engagement climate, or examined their relationships within a JD-R context. The results suggest that the JD-R can perhaps usefully be extended to include more organizationally focused constructs.

Building upon insights from institutional theory and resource-based view (RBV), the aim of this study is to investigate the direct effects of stakeholder pressures on organizational resources, organizational capabilities and green export business strategy and to explore the indirect impacts of organizational resources and capabilities on the link between stakeholder pressure and green business strategy from an emerging economy.

A quantitative study was conducted to test the conceptual model within this study. In total, 235 questionnaires were collected from Turkish exporting manufacturing companies and the data was analyzed through structural equation modeling.

The results of the study demonstrated that stakeholder pressures have strong and positive effects on organizational resources and organizational capabilities for firms from emerging markets. Also, organizational resources, capabilities and stakeholder pressures have significant impacts on green export business strategy, which in turn, influences positively export market and financial performance.

Several implications were presented in this study via examining the forces affecting companies' environmental strategies and how implementing these strategies result in favorable gains in their international operations for emerging country exporters.

The contribution of this study lies in the under-researched context, in discussing the mutually and contradictory roles played by stakeholders and in examining determinants of the adoption of green strategies by emerging-market exporters. In this sense, stakeholders make the life of the company tougher at home by demanding a greener posture; on the other hand, by doing so, they prompt the company to be competitive when selling to developed markets.

The purpose of this paper is to attempt to reconcile previous views of the relationship between organizational slack and performance by examining the influences of heterogeneous corporate strategy and different slack resources. Differences in performance resulting from variations in slack can also be moderated by strategy.

The proposed model was tested by examining operating and financial information from 529 Taiwan high‐tech companies during the period 1997‐2005. Owing to the study, data were both cross‐sectional (across firms) and time series (over years), a panel data approach were applied for hypothesis testing.

The results broadly demonstrate that relationships differ based on strategy and organizational slack. Additionally, this study is the first to empirically identify a U‐shaped relationship between slack and performance, indicating that, in certain circumstances, either more or less slack is better for performance.

The results support a dynamic perspective regarding the slack‐performance relationship was proposed for different strategy and different types of slack resources. Moreover, the authors argue that not only resource heterogeneity, but also firm strategic orientation, should be considered when performing change activities. Restated, the authors believe the best interest for a firm aspiring to conduct organizational change behaviors is to maintain the “fitness” among the environment, strategy orientation, and slack resources will induce higher performance. This study, thus demonstrates how organizational change behaviors are influenced by slack resources and strategy heterogeneity.

This paper aims to investigate how various organizational interfaces between firms, units and functions, and the interplay between them, are developed and mobilized in product development processes.

The theoretical framework is based on the industrial network approach, including interactive resource development and the concept of organizational interfaces. A single case study is conducted at a world-leading industrial tool manufacturer, illustrating how resources are combined over time, crossing boundaries of firms, units and functions in the development of a hand-held digitalized tool for quality assurance in the production of cars. Data have been collected through semi-structured interviews, with additional data in the form of project reports, internal documents and practices for external collaboration.

In addition to inter-organizational interfaces, the study identifies a typology of scouting, embarking and integration interfaces at unit level (geographically spread units of one multinational corporation) and interpretation and reciprocal interfaces at function level. The conclusions show that these interfaces affect the outcome of three aspects of the product development process: product characteristics and functionality features, system integration and organizational network extent. Existing interfaces serve as a platform for developing interaction further and provide the interfaces with new content, thus moving between different types of interfaces. Product development processes also involve new interfaces where there was no previous interaction between the parties.

This research has implications for the interplay between interfaces in cases involving multiple external and internal actors in resource combining efforts.

External interactions between firms influence and impact internal activities and resources. Managers need to be aware of the complex interdependencies between external and internal interfaces and resources. Managing organizational interfaces is about both exploiting established interfaces and developing new ones. Consequently, existing interfaces may be activated differently to align with new interaction purposes, which, in turn, requires efforts to combine resources according to the new conditions.

Previous research contains a typology of organizational interfaces between customers and suppliers. The study expands on this research by identifying internal interfaces between units and functions.

The purpose of this paper is to contribute to a growing body of research on the applicability of resource-based theory (RBT) to the information systems (IS) area. In particular, the paper provides an understanding of the IS value creation process, and strategies for managing it by demonstrating the application of cross-impact analysis.

RBT and systems theory are adopted as a theoretical framework in this study. Cross-impact analysis is used as a method for investigating interactions among elements of an IS value creation system. These elements were identified through 22 semi-structured interviews with organisational stakeholders, and assessed in terms of direction and strength of their interactions, and depicted in a coordinate system.

The result of the analysis is a meaningful classification of elements in an IS value creation system as: levers, indicators, identities, buffers or trends, based on their position in the system. The results provide additional clarity and insights into the relationships between IS and organisational resources and their effect on IS value.

The research findings have important implications for researchers and managers in terms of understanding the impact of interactions among IS and organisational resources on formulating successful strategies for managing the IS value creation system.

This study explores interactions among IS/information technology resources and organisational resources by using cross-impact analysis. It shows that interactions among the identified resources do have a major influence on the overall IS value creation system.

The purpose of this paper is to examine the effect of the pilot implementation of an industry-specific web portal as an IT resource on textile SMEs organisational performance. Using a resource-based perspective, portal delivery functionalities, considered as non-physical IT resources, are analysed using the dimensions of portal usefulness, portal interface, and service-oriented portal functions on SMEs users’ perceived outcomes of organisational performance.

Qualitative and quantitative approaches are used to explore the research hypotheses. Data were collected using field interviews and survey from senior executives of small- and medium-sized enterprises (SMEs) in the Taiwanese textile industry.

Results indicate that the service-oriented portal function dimension, consisting of portal maintenance service, B2B function, and cloud computing, significantly influences organisational performance. Unexpected findings, such as the negative impact of greater industry benchmark information on perceived SME performance, deserve further investigation.

The study extends the theory and knowledge on the resource-based view and its implications on e-business organisational performance of SMEs. The study also offers findings relevant to the design of portal sites for SME administrators and information service providers. Limitations of the research include a small size and the industry-specific data limiting the generalisability of the findings.

Research results practically serve as informative indicators for policy makers, information service providers, and SMEs executives to evaluate feasible elements for web portal design in traditional industry. Findings from this study may help portal service providers in designing better web portal functionalities for SMEs.

This study contributes to the IT business value literature by identifying the linkages between industry-specific portal delivery functionalities and perceived organisational performance through the examination of portal usefulness, portal interface, and service-oriented portal function for textile SMEs.