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In multi-business firms, mergers and acquisitions (M&As) serve as a primary growth strategy. Yet, within multi-business firms, the value of an M&A can vary substantially for the different business divisions. Despite this, divisional-level drivers of corporate acquisition decisions and the subsequent performance implications for the divisions remain insufficiently explored. This study, grounded in the internal capital market and resource redeployment theories, seeks to fill this gap by investigating a sample of 1,728 multi-business firms spanning from 1998 to 2017. The statistical findings suggest that firms engage in acquisitions to allocate resources to their more promising divisions, particularly those with higher growth prospects and greater potential for resource sharing among sister businesses. A post-hoc analysis reveals that acquisitions are associated with a rise in the performance of those divisions that are in the same business segment as the acquisition target.

The purpose of the research is to analyze the human resource practices as resilience for the tourism and hospitality business in India during the COVID-19 pandemic.

The study uses an exploratory research design focusing on qualitative interview methods to collect information. Respondents were chosen by using purposive sampling to record human resource practices to develop resilience in the tourism and hospitality sector in India while dealing with the COVID-19 crisis.

The author concludes valuable HR resilience-building practices such as broad resource network, talent management and job redeployment and performance management to enhance the adaptive capacity of tourism and hospitality businesses after the pandemic.

The study offers clear implications regarding understanding how managers react to a crisis or pandemic to enhance employees’ and organizational resilience during a crisis.

The research provides useful and novel insight to managers in the tourism and hospitality business to develop resilience strategies related to human resource practices during a crisis.

Effective teamwork is crucial for patient safety in healthcare. The TeamSTEPPS Teamwork Perceptions Questionnaire (T-TPQ) is a widely used tool for assessing teamwork perceptions. The T-TPQ has been adapted and validated for hospital setting use in several countries. This study aimed to translate and validate the T-TPQ into French for use among Tunisian healthcare professionals, enhancing teamwork assessment and patient safety initiatives.

A rigorous process ensured cultural and linguistic adaptation of the T-TPQ, including back-translation, expert panel review, and pilot testing. 459 healthcare professionals from four hospitals in Kairouan, Tunisia participated. Confirmatory factor analysis (CFA) compared the original five-factor structure with a revised structure based on exploratory factor analysis (EFA).

Both CFA models demonstrated good fit, with no significant difference between them (∆χ² = 22.51, p = 0.79). The original five-factor structure was retained due to its established theoretical foundation. The French T-TPQ exhibited strong internal consistency (α = 0.9). Two-way Random ICCs indicated fair to good test-retest reliability for all the five dimensions (0.633–0.848).

Several limitations should be acknowledged. The use of a questionnaire as a data collection tool is the source of a reporting bias, for fear of being identified or for reasons of “social desirability”. Nevertheless, this social desirability was minimal, as Baker et al. (2010) took steps to mitigate this during the instrument's development. Additionally, for assessing attitudes and perceptions, self-reported measures are deemed more effective, whereas objective measures are advocated for behavioral assessments. Furthermore, the participants were informed of the absence of good or bad answers, the importance of answering as closely as possible, and the confidentiality. Moreover, considering the data collection period, the COVID- 19 pandemic and its potential impact on recruitment, data collection, and participant responses. Although the sample size of 459 met the recommended criteria for conducting confirmatory factor analysis, as suggested by Bentler and Chou (1987) and (Floyd and Widaman, 1995), the COVID-19 pandemic presented challenges in recruitment. The increased workload and stress on healthcare professionals, coupled with staff redeployment and research restrictions within hospitals and care units, likely hindered achieving an even larger sample size. These circumstances also necessitated adjustments to data collection methods to ensure safety and adherence to pandemic protocols. This involved incorporating online surveys option with paper-based questionnaires and implementing stricter hygiene measures during in person data collection. Furthermore, the pandemic impacted the teamwork perceptions as significantly redefined the healthcare environment, placing immense pressure on professionals due to surging patient volumes, staff shortages, and the emotional burden of caring for critically ill individuals. This heightened stress and workload likely influenced teamwork dynamics, potentially fostering both positive adaptations, such as increased cohesion and support, as well as negative consequences like communication breakdowns and decreased morale (Terregino et al., 2023).

We outline significant practical implications for leaders in health care for improving teamwork and patient safety. Or, healthcare leaders can significantly enhance teamwork and patient safety by incorporating the validated French T-TPQ into their improvement strategies. This reliable tool enables the assessment of staff perceptions regarding teamwork strengths and weaknesses, specifically in areas like communication and leadership. By identifying these crucial areas, leaders can implement targeted training programs and interventions. In fact, the existing body of research consistently demonstrates the positive impact of team training interventions, on both teamwork processes and patient outcomes. These interventions have been shown to enhance teamwork skills (Baker et al., 2010; Thomas and Galla, 2013; Weaver et al., 2014). In areas such as communication, leadership, situation monitoring, and mutual support, leading to decreased mortality and morbidity rates (Weaver et al., 2014). Implementing team training programs fosters trust and collaboration around shared goals, contributing to a more effective and safer healthcare environment for both patients and professionals. Additionally, the culturally adapted T-TPQ not only benefits individual healthcare settings but also unlocks opportunities for broader research and collaboration on a global scale. By enabling cross-cultural comparisons and benchmarking, the T-TPQ can deepen our understanding of how teamwork dynamics vary across diverse healthcare environments and cultural contexts. This knowledge is invaluable for tailoring teamwork interventions and training programs to specific populations and settings, ensuring their effectiveness and cultural relevance. Moreover, integrating teamwork training into continuing professional development, interprofessional and medical education initiatives is crucial for cultivating collaborative competencies and building high-performing healthcare teams. Research has shown that interprofessional teamwork experiences significantly enhance collaborative competencies among nursing and medical students, emphasizing the importance of incorporating teamwork training early in healthcare education. This approach equips future healthcare professionals with the necessary skills to navigate complex team environments, ultimately improving patient care quality and mitigating workload issues that contribute to burnout (Simin et al., 2010; Ceylan, 2017; Fox et al., 2018).

The French version of the T-TPQ was semantically equivalent and culturally relevant with adequate test-retest reliability as compared to the English version, expanding its applicability and contributing to understanding teamwork perceptions in this context. The French T-TPQ offers a valuable tool for assessing teamwork, identifying areas for improvement, and implementing interventions to enhance teamwork and patient safety in Tunisia and potentially other French-speaking regions.

Despite its potential, warehouse managers still struggle to successfully assimilate autonomous mobile robots (AMRs) in their operations. This paper means to identify the moderating factors of AMR assimilation for production warehouses that influence the digital transformation of their intralogistics via AMRs.

Drawing on innovation of assimilation theory (IAT), this study followed an explorative approach using the principles of the case study method in business research. The cases comprised of four AMR end users and six AMR service providers. Data were collected through semi-structured interviews.

Four clusters of moderators that affect each stage of AMR assimilation were identified. These clusters include organizational attributes of end users (i.e. production warehouses), service attributes of service providers, technology attributes of AMRs and relational attributes between the AMR service providers and the AMR end users.

The authors extend the IAT framework by identifying various moderating factors between different stages of the AMR assimilation process. To the authors' knowledge, this is the first study to introduce the perspective of AMR end users in conjunction with AMR service providers to the “Industry 4.0” technology assimilation literature. The study propositions regarding these factors guide future intralogistics and AMR research.

The purpose of this paper is to enhance the performance of robots in peg-in-hole assembly tasks, enabling them to swiftly and robustly accomplish the task. It also focuses on the robot’s ability to generalize across assemblies with different hole sizes.

Human behavior in peg-in-hole assembly serves as inspiration, where individuals visually locate the hole firstly and then continuously adjust the peg pose based on force/torque feedback during the insertion process. This paper proposes a novel framework that integrate visual servo and adjustment based on force/torque feedback, the authors use deep neural network (DNN) and image processing techniques to determine the pose of hole, then an incremental learning approach based on a broad learning system (BLS) is used to simulate human learning ability, the number of adjustments required for insertion process is continuously reduced.

The author conducted experiments on visual servo, adjustment based on force/torque feedback, and the proposed framework. Visual servo inferred the pixel position and orientation of the target hole in only about 0.12 s, and the robot achieved peg insertion with 1–3 adjustments based on force/torque feedback. The success rate for peg-in-hole assembly using the proposed framework was 100%. These results proved the effectiveness of the proposed framework.

This paper proposes a framework for peg-in-hole assembly that combines visual servo and adjustment based on force/torque feedback. The assembly tasks are accomplished using DNN, image processing and BLS. To the best of the authors’ knowledge, no similar methods were found in other people’s work. Therefore, the authors believe that this work is original.

We conducted this study to examine the relationship between revenue concentration and a firm's financial leverage. We aimed to analyze whether revenue concentration influences a firm's capital structure decisions and whether this relationship is driven by customer-specific investments or the direct effect of revenue concentration itself. Additionally, we investigated the role of asset redeployability in mediating or moderating the relationship between revenue concentration and financial leverage.

The paper investigates the relationship between revenue concentration and a firm's financial leverage. The results indicate a negative association between revenue concentration and financial leverage. This finding holds across various regression models and is statistically significant. Furthermore, the paper explores the potential role of asset redeployability in explaining the relationship between revenue concentration and financial leverage. The results indicate that even after controlling for asset redeployability, the negative relationship between revenue concentration and leverage remains significant, suggesting that revenue concentration affects capital structure decisions independently of the risks associated with relationship-specific investments. Robustness tests are conducted using a three-stage least squares approach to account for the simultaneity between revenue concentration, asset redeployability and capital structure.

Our findings demonstrate that revenue concentration is negatively associated with financial leverage, even after accounting for asset redeployability. This suggests that revenue concentration affects capital structure decisions independently of the risks associated with customer-specific investments. Furthermore, we performed robustness tests to address potential simultaneity issues between revenue concentration, asset redeployability and capital structure.

The study relies on available data sources, which may have inherent limitations in terms of accuracy, completeness or consistency. The quality of the data used in the analysis could impact the robustness of the findings. Time Period: The study focuses on more recent years, which might limit the ability to compare the findings with studies conducted over different time periods. Historical trends or structural changes that could impact the relationship between revenue concentration and financial leverage might not be fully captured.

Firms with higher revenue concentration tend to have lower financial leverage. Recent years show a negative relationship between profitability and market leverage compared to earlier periods. Revenue concentration has a distinct effect on financial leverage, not fully explained by risks from relationship-specific investments or asset redeployability. Insights for firms in managing capital structure decisions, considering revenue concentration and its implications for leverage.

This research is one of the first papers that investigates the impact of revenue concentration on the capital structure choices of firms. By exploring the relationship between revenue concentration and financial leverage, the study contributes to the existing literature by shedding light on an underexplored area. Thus, this study adds originality to the field by addressing a research gap and contributing to the understanding of the relationship between revenue concentration and capital structure choices.

This paper sets out why reskilling is an essential element of an effective talent strategy and outlines the key steps to successful reskilling.

A qualitative review of methodologies and practices for reskilling is presented in this paper.

Reskilling is an essential organisational practice allowing employers to respond effectively to turbulent business conditions. Organisations need to engage in three priority actions: strategic workforce planning, adopting flexible work design practices and developing targeted upskilling and reskilling programmes.

This is a synthesis of a variety of ideas about how to approach reskilling and reflects practices adopted by organisations.

This paper proposes strategies for adopting Industry 4.0 in achieving sustainable manufacturing, by overcoming barriers in the Sri Lankan manufacturing sector.

A conceptual model of sustainable manufacturing and Industry 4.0 was proposed based on a comprehensive literature review and validated through experts' inputs. The model was illustrated using three case studies to assess the relationships between sustainable manufacturing and Industry 4.0 in the Sri Lankan manufacturing context. Furthermore, possible strategies were proposed to overcome current barriers identified from case studies.

The case studies showcase that there is a considerable gap in Industry 4.0-enabled sustainable manufacturing in the Sri Lankan manufacturing sector due to several barriers. Thus, experts' knowledge-based strategies to overcome those barriers are proposed.

The conceptual model provides a holistic view of maturity levels of sustainable manufacturing measures directly connected with Industry 4.0 technologies. The study was limited to investigating the application of Industry 4.0 for sustainable manufacturing in leading apparel manufacturing organisations in Sri Lanka.

The conceptual model can be used as a framework to guide practitioners in implementing Industry 4.0-enabled sustainable manufacturing. The proposed strategies in addressing barriers to Industry 4.0 adoption towards sustainable manufacturing can be directly applied to achieving better sustainable manufacturing performance.

This study is an informative guide to encourage the Sri Lankan manufacturing industry to adopt Industry 4.0 technologies in achieving sustainable manufacturing, using the knowledge of relationships between Industry 4.0 and three dimensions of sustainable manufacturing, possible barriers and strategies.

The survival of companies today hinges on their adaptability and flexibility, with digital transformation (DT) and organizational slack (OS) playing crucial roles. Despite their recognized importance, these factors are often studied separately. This study aims to explore how OS facilitates DT and evaluate their synergies and trade-offs to improve performance.

Using data from the European Manufacturing Survey, structural equation modeling (PLS-SEM) and fuzzy set qualitative comparative analysis (fsQCA), we investigate causal relationships and possible combinations between different dimensions of OS and DT that contribute to business performance.

We confirmed the positive effect of OS and DT on business performance, highlighting the importance of organizational over technological factors. While not definitively establishing OS as a precursor to DT, our findings underscore the need for human and operational slack to improve performance, especially in less technology-intensive contexts.

Our findings evidence that decision-makers should integrate OS with DT initiatives to improve the firm’s competitiveness. However, it is worth noting that while OS seems essential in low-tech shopfloors, its importance is lower in high-tech environments. Furthermore, within the possible combinations, managers should promote operational slack and digitalization, as it seems fundamental to improve business performance.

This article contributes to the management field in three ways. First, it clarifies controversies by providing evidence of the positive roles of DT and OS as drivers of competitiveness for manufacturing firms. Second, we verify that OS is not directly linked to DT, challenging existing assumptions. Third, it investigates the combinations of OS and DT that drive business performance improvement, emphasizing their synergies and trade-offs.