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1 – 5 of 5Paula O'Kane, Martin McCracken and Travor Brown
To explore human resource (HR) practitioner perspectives of the effectiveness, challenges, and aspirations of the performance management (PM) system to inform future directions…
Abstract
Purpose
To explore human resource (HR) practitioner perspectives of the effectiveness, challenges, and aspirations of the performance management (PM) system to inform future directions for PM design and success.
Design/methodology/approach
Interviews with 53 HR practitioners from a cross-section of organisations operating in the United Kingdom, Canada and New Zealand.
Findings
Practitioner's discussed the criticality of effective conversations across all elements of the PM system. Using an interpretive approach, and through a lens of social exchange theory (SET), we used their voice to develop a conversations-based PM model. This model centres on effective performance conversations through the design and implementation of the PM system. It includes four enablers and five environmental elements. The enablers (aligned goals, frequent feedback, skills development, and formality) depend on skilled interactions and conversations, and the organisational environmental elements (design, development function, buy-in, culture, and linkage to other systems) are enhanced when effective conversations take place.
Practical implications
Practitioners can use the conversations model to help shape the way they design and implement PM systems, that place emphasis on upskilling participants to engage in both formal and informal honest conversations to build competency in the enablers and assess organisational readiness in terms of the environmental elements.
Originality/value
By listening to the under-utilised voice of the HR practitioner, and through a lens of SET, we developed a PM model which emphasises reciprocity and relationship building as key tenets of the PM system. While past research recognises the importance of effective conversations for PM implementation, it has largely silent been about the role of conversations in system design. Our model centres these conversations, presenting enablers and environmental elements to facilitate their core position within effective PM.
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Ernesto Tavoletti and Vas Taras
This study aims to offer a bibliometric analysis of the already substantial and growing literature on global virtual teams (GVTs).
Abstract
Purpose
This study aims to offer a bibliometric analysis of the already substantial and growing literature on global virtual teams (GVTs).
Design/methodology/approach
Using a systematic literature review approach, it identifies all articles in the Web of Science from 1999 to 2021 that include the term GVTs (in the title, the abstract or keywords) and finds 175 articles. The VOSviewer software was applied to analyze the bibliometric data.
Findings
The analysis revealed three dialogizing research clusters in the GVTs literature: a pioneering management information systems and organizational cluster, a general management cluster and a growing international management and behavioural studies cluster. Furthermore, it highlights the most cited articles, authors, journals and nations, and the network of strong and weak links regarding co-authorships and co-citations. Additionally, this study shows a change in research patterns regarding topics, journals and disciplinary approaches from 1999 to 2021. Finally, the analysis illustrates the position and centrality in the network of the most relevant actors.
Practical implications
The findings can guide management practitioners, educators and researchers to the most meaningful clusters of publications on GVTs, and help navigate and make sense of the vast body of the available literature. The importance of GVTs has been growing in the past two decades, and Covid-19 has accelerated the trend.
Originality/value
This study provides an updated and comprehensive systematic literature review on GVTs. To the best of the authors’ knowledge, it is also the first systematic literature review and bibliometry on GVTs. It concludes by suggesting future research paths.
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Victor Silva Corrêa, Ana Paula Pricila Costa Abreu, Mauro Vivaldini and Marina de Almeida Cruz
This study aims to investigate the influence of social and spatial embeddedness on indigenous rural entrepreneurship in Amazon/Brazil. Rural entrepreneurship has increased in…
Abstract
Purpose
This study aims to investigate the influence of social and spatial embeddedness on indigenous rural entrepreneurship in Amazon/Brazil. Rural entrepreneurship has increased in recent years. Some studies have focused on the relevance of spatial embeddedness in understanding this phenomenon, whereas others have highlighted the importance of social embeddedness. Although some scholars have associated both construct dimensions to understand rural entrepreneurship in developed economies, such an association remains scarce when considering both emerging and developing contexts.
Design/methodology/approach
The strategy was qualitative, using the integrated case study method. The case was the Paiter-Suruí indigenous tribe in the Amazon region, Brazil, recognized for the entrepreneurship of their community. Fourteen indigenous rural entrepreneurs participated in the study.
Findings
Field data show that entrepreneurs embed themselves in dense social networks that influence their decisions, including those involving the creation of enterprises. In addition, entrepreneurs are deeply embedded in rural territoriality (spatial), impacting how they create and seek to develop their own ventures.
Originality/value
The study of an empirical context that is still poorly explored has made two main contributions to the social and spatial embeddedness literature. First, evidence shows social influence on spatial embeddedness and vice versa, suggesting the need to integrate both perspectives. Second, this study contributes to the literature on rural entrepreneurship by shedding light on novel strategies for developing such enterprises. In addition, this study emphasizes the relevance of investigating the challenges that hinder rural entrepreneurial development in emerging and developing contexts.
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Daniela Urresta-Vargas, Valeria Carvajal-Vargas and José Arias-Pérez
As a key driver of organizational agility, open innovation allows for improving time-to-market and complexity, which are the mechanisms that most significantly lower the risk of…
Abstract
Purpose
As a key driver of organizational agility, open innovation allows for improving time-to-market and complexity, which are the mechanisms that most significantly lower the risk of knowledge expropriation in emerging markets. For this reason, there is concern about the negative impacts of hiding knowledge in the context of inter-organizational collaborative work. Therefore, the research goal is to analyze the moderating effect of the three types of knowledge hiding (playing dumb, evasive hiding and rationalized hiding) on the relationship between open innovation (both inbound and outbound) and agility.
Design/methodology/approach
The research model was tested with survey data from a sample of 248 companies located in an emerging country, mostly from sectors of high turbulence in demand and technology.
Findings
None of the three types of knowledge hiding has a negative effect on the relationship between open innovation and agility. Surprisingly, evasive hiding has a positive and significant effect, specifically on the relationship between inbound open innovation and agility.
Originality/value
The study contributes to the discussion on the contradictory influence of knowledge hiding. Although the presence of knowledge hiding in business relationships with their external partners is undeniable, this research makes clear that, when faced with the particular need to be agile, businesses recognize that the benefits of open innovation in terms of time-to-market improvement and complexity outweigh the protectionism underlying hiding. Moreover, the study results suggest evasive hiding is essential for the inbound process to use time effectively and avoid wasting it in discussions that do not promote agility.
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Samuel Awuni Azinga, Anthony Frank Obeng, Florence Y.A. Ellis and Martin Owusu Ansah
This study examines the impact of transformational leadership on employees' innovative behavior via the mediating role of employee affective commitment and the moderating effect…
Abstract
Purpose
This study examines the impact of transformational leadership on employees' innovative behavior via the mediating role of employee affective commitment and the moderating effect of psychological capital.
Design/methodology/approach
A sample of 555 employees from Ghana's textiles and dress-making industry through a three-wave self-administrated questionnaire participated in this study. The study's hypotheses were analyzed using Hierarchical Regression.
Findings
Results revealed that the dimensions of transformational leadership positively influenced employee affective commitment and employees' innovative behavior. Furthermore, employee affective commitment positively influenced employees' innovative behavior. Moreover, employee affective commitment exercised mediation effects in the relationship between transformational leadership and employees' innovative behavior. Hope and Optimism moderated the employee affective commitment and employees' innovative behavior relationship. Self-efficacy negatively moderated the employee affective commitment and employees' innovative behavior relationship. Staggering, resilience had no moderation impact on the employee affective commitment and employees' innovative behavior relationship.
Practical implications
The research provides guidlines to employers to prioritize training and development, institutionalize coaching and promote policies and investment that help to uphold employees’ positive emotions and positive psychological development.
Originality/value
This study tests the mediating role of employee affective commitment and moderating role of psychological capital in relation to transformational leadership and employees' innovative behavior. In addition, it assesses the interactive outcome of positive affect and positive psychological development of employees, which has attracted less theoretical and empirical deliberations.
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