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Interest in the relationship between organizational culture and performance is not new but it still attracts considerable attention from researchers. In the literature on organizational learning, organizational culture is mainly conceived as an essential condition to facilitate and support learning and consequently as an important feature in achieving organizational performance nowadays. In the scope of this research topic, the purpose of this paper is to analyze the effect of organizational learning culture on two organizational outcomes – profitability and customer satisfaction, and the mediation effect of total quality management (TQM) in these relationships.

The data were collected from 107 firms and the technique used for data analysis was structural equation modeling.

The results reveal a positive direct impact of organizational learning culture on organizational profitability and a positive indirect effect, through TQM, on customer satisfaction.

These findings support to a body of literature that claims the relevance of developing a cultural orientation toward learning in organizations in order to contribute to organizational success. This study also takes into account some methodological features in order to increase the quality of culture-performance research.

O interesse na relação entre cultura organizacional e performance, embora não sendo novo, continua a atrair uma atenção considerável da investigação. Na literatura sobre aprendizagem organizacional, a cultura organizacional é maioritariamente entendida como uma condição essencial para facilitar a aprendizagem nas e das organizações e, consequentemente, como um aspeto importante para garantir um desempenho organizacional positivo. No âmbito desta temática, este estudo analisa o efeito de uma cultura organizacional orientada para a aprendizagem em dois tipos distintos de resultados organizacionais – a rentabilidade e a satisfação do cliente, assim como o papel mediador da gestão pela qualidade total nestas relações.

Os dados foram recolhidos numa amostra de 107 empresas e utilizaram-se modelos de equações estruturais para a sua análise.

Os resultados revelam um efeito positivo direto da cultura de aprendizagem na rentabilidade e um efeito positivo indireto, via gestão pela qualidade total, na satisfação dos clientes.

Estes resultados são consonantes com a literatura que defende a relevância de desenvolver uma orientação cultural para a aprendizagem nas organizações, de forma a contribuir para o sucesso organizacional. Este estudo tem, igualmente, em consideração vários aspetos metodológicos que visam contribuir para a qualidade da investigação da relação cultura-performance.

The traditional approach of operations management has evaluated an organisation’s performance based on four main areas: cost, quality, time and service. However, the necessity to introduce environmental protection measures in firms so as to achieve sustainable development has forced a redefinition of the operations function. This paper reviews the literature on operations management and environmental issues, in order to determine the role of operations in sustainability. We justify the need to include environmental performance as a new dimension of operations performance. Finally, we analyse environmental performance as an operations objective and present certain aspects that should be taken into account when measuring it.

From the decision‐maker's viewpoint, the success of a social responsibility program rests heavily on a corporation's ability to create links in the public consciousness between the CSR activities of an organization and its performance to different stakeholders. However, thinking broadly about CSR outcomes often results in a list that is much too long to be of any practical use. The purpose of this paper is to provide an empirical study to provide understanding as to why business organizations are increasingly engaging in corporate social responsibility issues.

The paper investigates whether CSR initiatives have any impact on six organizational outcomes through an empirical investigation of 100 large firms in the Spanish MERCO (Monitor Español de Reputación Corporativa) using repeated ANOVA measures.

The results indicate that the benefits of CSR issues fall within five major categories; namely: quality of products and services, global business, innovativeness, corporate culture, and ethical obligations. However, it is surprising to find that CSR had no significant effect on financial soundness.

The use of admiration can enable stakeholders to develop consensus and creative processes relating to the design of new requirements where CSR activities are incorporated into business activities.

The implication for management practice is that CSR activities represent a long‐term programme to change, and a proactive way to improve admiration.

The paper shows that social responsibility is not always detrimental to company goals and performance

This study uses structural equation modeling to test a model of the impact of human resources management practices on perceived organizational performance, on a large sample of European companies. The influences of competitive intensity, industry attractiveness, and strategic management are considered in the model, and their direct and indirect influence on organizational performance is assessed. The model produced an adequate fit, and results show that strategic management does influence human resource practices. Human resource flexibility practices and performance management have a positive impact on organizational performance, while training was not found to have a significant impact. A direct positive impact of competitive intensity and industry attractiveness on strategic management was supported by the data, as well as a direct positive effect of industry attractiveness on perceived organizational performance.

This article presents a new approach to modeling the relationships of eco-innovation. The impact of eco-innovation on organizational performance is well known, but the opposite direction has not been explored.

The research used an online questionnaire survey emailed to 100 Ecuadorian managers. Data obtained from the 62 respondents were analyzed through structural equation modeling.

The results confirm that while eco-innovation increases company performance, higher performance is negatively related to eco-innovation, with managers preferring to dedicate company resources to projects with more significant benefits and lower outlay.

This study was conducted in one country, so generalizability may be limited. Moreover, the cross-sectional data prevent inferences of causality.

Eco-innovation activities are important to managers and can help them with a new definition of company strategy. The findings confirm that eco-innovation drives performance but not vice versa. It could be necessary to modify the strategy to create a sustainable business.

The results elucidate both directions of the relationship between eco-innovation and performance, representing a new contribution to the literature. The results also confirm that eco-innovation activities are valuable tools in building and developing emerging economies.

Este documento presenta un nuevo enfoque del modelo de la eco-innovación. La relación entre la eco-innovación y el resultado empresarial es bien conocida. Sin embargo, la relación inversa no ha sido investigada con la misma dedicación.

En nuestra investigación utilizamos el método de encuesta electrónica. Se enviaron cuestionarios a 100 gerentes ecuatorianos, recibiendo las 62 respuestas válidas. Los datos obtenidos se analizaron mediante modelos de ecuaciones estructurales.

Los resultados confirman que las eco-innovaciones aumentan el resultado de la empresa. Sin embargo, la relación inversa tiene signo negativo; en este contexto, los directivos prefieren dedicar los recursos de la empresa a diferentes proyectos con mayores beneficios y menor gasto que aquellos centrados en la eco-innovación.

Nuestros resultados completan el análisis de las relaciones entre la eco-innovación y el rendimiento empresarial y representan una nueva contribución a la Academia. Los resultados también confirman que las actividades de eco-innovaciones son herramientas valiosas para construir y desarrollar economías en mercados emergentes.

Este estudio se realizó en un entorno específico de un país, por lo que las generalizaciones son limitadas. Nuestros datos son intersectoriales, lo que dificulta establecer relaciones de causalidad.

Los resultados de las actividades relacionadas con la eco-innovación son importantes para los gerentes y pueden ayudarlos redefinir la estrategia de la empresa. Los resultados confirman que la eco-innovación impulsa el rendimiento y muestra que no existe la misma relación entre el rendimiento y las eco-innovaciones. Se podría sugerir que es necesario modificar su estrategia para crear un negocio sostenible.

The purpose of this paper is to investigate the interactional relationships between sustainable human resource management (HRM) and positive organizational outcomes, in the context of the United Arab Emirates (UAE), focusing on employees’ perception and mediation of the direct relationships drawing on the theoretical background of the social exchange theory.

Data were collected using a web-based survey (293 usable responses). Respondents were full-time employees from the UAE’s oil-and-gas sector. The proposed hypotheses were tested using hierarchical regression for direct and indirect relationships. Confirmatory factor analysis was used to confirm the validity of the proposed framework.

Sustainable HRM has a significant direct effect on sustainable employee performance and perceived sustainable organizational support. The mediating influence of organizational knowledge sharing (OKS) and employee empowerment were significant to varying degrees, proving the different interactions between the study constructs.

The mediating effect found for OKS and employee empowerment suggests that organizations should consider multiple combinations of practices to sustain positive outcomes, especially in dynamic markets. The alignment between different managerial practices can enhance anticipated organizational outcomes. Establishing knowledge-sharing practices will, therefore, help in enhancing employee performance, supporting the role of sustainable HRM. Empowering employees will also help in establishing a sense of perceived support that employees will value, leading to positive reciprocity from employees.

This study extends the literature on sustainable HRM and its links to positive organizational outcomes in the context of the UAE. The study also demonstrates that mediators of the direct relationships can have varying effects and associations with different organizational outcomes.

While companies have increasingly encouraged employees to adopt a customer orientation, less attention has been given to the impact that customer orientation has on employees' job outcomes and performance. Previous research has used job demands-resource theory (JD-R) and proposed several mechanisms through which customer orientation influences performance, yet the intervening variables in the process have shown inconsistent results. The purpose of this paper is to investigate the contextual role of organizational justice on the relationship between customer orientation and performance through work engagement. In this way, offering more understanding of the contingent effects that intervene in the customer orientation–performance relationship.

Using a structural equation model (SEM) in a sample of 249 marketing, sales and management managers in Chilean companies, this paper tested different hypotheses concerning the role of work engagement, organizational justice and customer orientation in relation to perceived performance.

This study informs that organizational justice (procedural and distributive justice) moderates the relationship between customer orientation and performance through work engagement. Precisely, the findings reveal that at lower values of organizational justice, changes in customer orientation negatively influence work engagement and in turn performance.

The results contribute to strengthening customer orientation theory by integrating a contextual variable often omitted: organizational justice. By exploring the moderation effect of organizational justice on customer orientation, this paper reveals contingent effects of employees' perceived fairness on the organization in the relationship between customer orientation and performance through work engagement. The findings encourage managers to look after employees' perceived organizational justice when they implement customer-oriented approaches, in particular, of those employees who work in the frontline sales and service positions.

Mientras las empresas han incentivado la adopción de una orientación al cliente por parte de los empleados, menos atención se ha dado al impacto que la orientación al cliente tiene en los resultados laborales y el desempeño. Investigación previa ha usado la teoría de Demandas y Recursos del Trabajo (Job Demands-Resource Theory en inglés) y propuesto varios mecanismos a través de los cuales la orientación al cliente tiene un efecto en el desempeño, no obstante las variables que intervienen en el proceso han mostrado resultados inconsistentes. Por tanto, este estudio tiene por objetivo investigar el rol contextual de justicia organizacional en la relación entre orientación al cliente y performance a través del compromiso organizacional. De esta manera, ofrecer mayor entendimiento de los efectos contingentes que intervienen la relación orientación al cliente-desempeño.

Usando un modelo de ecuaciones estructurales en una muestra de 249 ejecutivos de marketing, ventas y negocios en compañías chilenas, este estudio evalúa diferentes hipótesis respecto al rol del compromiso organizacional, justicia organizacional, y orientación al cliente en relación a la percepción del desempeño organizacional.

Este estudio demuestra que la justicia organizacional (como justicia distributiva y procedural) modera la relación entre orientación al cliente y desempeño a través del compromiso organizacional. Precisamente, los resultados revelan que a menores valores de justicia organizacional, cambios en la orientación al cliente influencian negativamente el compromiso organizacional y a su vez el desempeño.

Los resultados contribuyen a fortalecer la teoría de Orientación al Valor del Cliente integrando una variable contextual que a menudo ha sido omitida: Justicia organizacional. Explorando la moderación de la justicia organizacional en la orientación al cliente, esta investigación revela efectos contingentes de la percepción de justicia de los empleados en la organización en la relación entre orientación al cliente y el desempeño percibido a través del compromiso organizacional. Estos hallazgos invitan a los gerentes a preocuparse por la percepción de justicia de los empleados cuando deciden implementar la orientación al cliente en especial con quiénes trabajan en la provisión de servicios y atención a clientes.

The purpose of this paper is to propose a model to evaluate the degree of intellectual capital (IC) maturity into organizations.

This is a qualitative, applied research designed as an exploratory and descriptive investigation. It employs a case study to apply the intellectual capital maturity model, which is developed from the literature review. The Proknow-C method of systematic literature review is the procedure adopted for the literature review in Scopus, Science Direct and Web of Science databases. In total, 21 IC constructs were derived from such review and assessed by 18 reviewers (judges).

In the scientific literature, IC is mainly viewed as a resource or set of resources an organization for the creation of competitive advantage and value. Using the information gathered about different views on IC, this study proposes a construction of the theoretical model, based on the models of the capability maturity model–Software Engineering Institute and Asian Productivity Organization–Knowledge Management, the management model and the application protocol.

This research offers view on the nature of the concept of IC showing (IC) as a business asset through maturity scale. The analysis of the concept of IC is focused at organizational and dimensional levels.

This study contributes to the further development of the concept of IC regarding its measurement in organizations through the maturity scale.

Considering the entrepreneurship nature and the high number of small and medium enterprises (SMEs) in the Latin American region, this study seeks to empirically test the relationship between organizational culture (OC), transformational leadership (TF) and organizational performance (OP) to support their long-term survival.

Under a post-positivism paradigm, quantitative approach and correlational scope, this research analyzed the interrelationship between OC, TF and OP across Peruvian SMEs. Confirmatory factor analysis (CFA) and structural equation modeling (SEM) were used to test the hypotheses based on the responses of 276 SMEs’ top executives from the commerce, services, manufacturing, construction and agriculture industries.

OC fully mediates the relationship between TL and OP. Although TF solely does not drive OP, the mediating effect of OC is crucial for SMEs’ long-term survival, especially considering their contribution to employment, poverty reduction and GDP in developing countries. Entrepreneurial transformational leaders inspire their followers to achieve goals, strive to develop individual skills, transmit confidence and leave aside their own interests to focus on the common goal of growing their entrepreneurship competitively.

The three variables under analysis have been applied to large companies and SMEs. However, this research enriches previous findings, highlighting the necessity for an adequate OC derived from an entrepreneur with TL, contributing to the survival of SMEs, whose results are critical for developing countries’ economies.

Considerando la naturaleza emprendedora y el elevado número de pequeñas y medianas empresas (PYMES) en Latinoamérica, este artículo busca probar empíricamente la relación entre cultura organizacional (OC), liderazgo transformacional (TF) y desempeño organizacional (OP), con el fin de contribuir a su sobrevivencia en el largo plazo.

Bajo el paradigma post-positivista, con un enfoque cuantitativo y un alcance correlacional, esta investigación analiza la interrelación entre las variables OC, el TF y el OP en PYMES peruanas. Para ello se utilizó análisis factorial confirmatorio (CFA) y modelo de ecuaciones estructurales (SEM) considerando las respuestas de 276 altos ejecutivos de PYMES provenientes de las industrias de comercio, servicios, manufactura, construcción y agricultura.

La cultura organizacional media completamente la relación entre el liderazgo transformacional y el desempeño organizacional. Aunque el liderazgo transformacional por sí solo no influye en el desempeño organizacional, el efecto mediador del TF es clave para la supervivencia a largo plazo de las PYMES, especialmente si se tiene en cuenta su contribución al empleo, su impacto en la reducción de la pobreza y el PBI, en los países en desarrollo. Los emprendedores con liderazgo transformacional inspiran a sus seguidores para alcanzar objetivos, se esfuerzan por desarrollar las habilidades de cada individuo, transmiten confianza y dejan de lado sus intereses personales para centrarse en el objetivo común del crecimiento de su emprendimiento con competitividad.

Las tres variables en estudio han sido aplicadas en empresas grandes y PYMES. Sin embargo, esta investigación enriquece los hallazgos previos, destacando la necesidad de contar con una adecuada cultura organizacional derivada de un emprendedor con liderazgo transformacional, contribuyendo con la supervivencia de las PYMEs, cuyos resultados son críticos para la economía de los países en desarrollo.

The aim of the present study is to test the main differences between private small/medium‐sized family businesses and non‐family businesses with regard to management variables such as: strategy, strategic planning, manager's training and professionalism and financial techniques implementation.

In this empirical research, we use a sample of 639 small and medium‐sized industrial firms, distributed in 456 family and 183 non‐family firms, with the intention of determining whether family SMEs possess specific structural characteristics distinct from non‐family ones. The data collection technique used was a questionnaire obtained from a postal survey, and addressed to the manager of the company.

Results show that managers of family firms use some management tools such as management accounting systems and cash budgets for the decision making process and also give less importance to strategic planning and personnel training programmes as a competitiveness factor.

There is a need for additional research because the findings indicate that there are different managerial behaviours between family and non‐family firms, but we need to corroborate and look for the basis of such differences, in order to address what the advantages and disadvantages of family firms are.

The results lead us to support the need for family firms to focus on “management development”, which should be understood as the general enhancement and growth of management skills through a learning process.

The paper contributes with new empirical evidence about the management function in family businesses. It is also expected that the results of the study help policy makers to make further efforts facilitating the progress of family firms, knowing they are the real engine driving and contributing to welfare of developed economies.