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The purpose of the study is to focus on the enhancement of knowledge management (KM) performance and the relationship between organizational culture and KM process intention of individuals because of the diversity of organizational cultures (which include results-oriented, tightly controlled, job-oriented, closed system and professional-oriented cultures). Knowledge is a primary resource in organizations. If firms are able to effectively manage their knowledge resources, then a wide range of benefits can be reaped such as improved corporate efficiency, effectiveness, innovation and customer service.

The survey methodology, which has the ability to enhance generalization of results (Dooley, 2001), was used to collect the data utilized in the testing of the research hypotheses.

Results- and job-oriented cultures have positive effects on employee intention in the KM process (creation, storage, transfer and application), whereas a tightly controlled culture has negative effects.

However, it would have been better to use a longitudinal study to collect useful long-term data to understand how the KM process would be influenced when organizational culture dimensions are changed through/by management. This is the first limitation of this study. According to Mason and Pauleen (2003), KM culture is a powerful predictor of individual knowledge-sharing behavior, which is not included in this study. Thus, this is the second limitation of this paper. Moreover, national culture could be an important issue in the KM process (Jacks et al., 2012), which is the third limitation of this paper for not comprising it.

In researchers’ point of view, results- and job-oriented cultures have positive effects, whereas a tightly controlled culture has a negative effect on the KM process intention of the individual. These findings provide evidences that challenge the perspective of Kayworth and Leidner (2003) on this issue. As for practitioners, management has a direction to modify their organizational culture to improve the performance of KM process.

Both behavioral and value perspectives of the organizational cultural dimensions (results-oriented, tightly control, job-oriented, sociability, solidarity, need for achievement and democracy) should be examined to ascertain their effects firstly on KM culture and then on the KM process intention of the individual. It is hoped that the current study will spawn future investigations that lead to the development of an integrated model which includes organizational culture, KM culture and the KM process intention of the individual.

The results-oriented, loosely controlled and job-oriented cultures will improve the effectiveness of the KM process and will also increase employees’ satisfaction and willingness to stay with the organization.

The purpose of this paper is to show that in many organizations training professionals and human resource leaders are under increasing pressure to use training to improve organizational performance, and yet, front‐line managers are often passive or even indifferent on the issue of properly training their workers. This paper will also discuss the key practices of high performance business leaders and how they use effective training practices to achieve superior results.

Over 2,000 managers, identified by their organizations as being “high performers”, were surveyed and the findings of this paper are based on a content analysis of both questionnaire and interview data.

The paper finds that results‐oriented leaders realized that training is critical to their success and must be handled with great care employing a systematic and disciplined process. This study revealed that results‐oriented leaders realized that properly training and educating their workers increased the likelihood of achieving high performance and that poorly trained workers can create a myriad of performance problems. The study showed that high performance leaders were doing the things necessary to develop their workers and to educate them about the bigger picture of their organization to enable them to make better decisions and be more engaged. The over‐arching finding concludes that high performance business leaders are actively engaged in the training and development process and that they do not abdicate that responsibility to others.

The findings of this paper make it clear that training and developing workers is a top priority for high performance managers who are serious about improving operational and organizational performance.

This study is a reference for manufacturers who are promoting their product-service system (PSS) development. Currently, improvements in both digital customization and sustainability for various smart PSS categories have been considered rarely. This paper addresses this research gap by developing relevant models.

The development trends of customization-oriented PSS are described in a literature review. An in-depth multiple-case study methodology is adopted, and seven manufacturing companies are sampled. The goal is to identify digital customization measures that can be employed on representative smart PSS models and to explore how these models can create sustainable value.

This study provides valuable insights by uncovering a synthesis framework for achieving customization of the product/use/result-oriented smart PSSs, and the relevant representative smart functions are summarized. This identifies how digital customization capabilities can improve sustainability, including direct economic value for customers as well as additional social benefits and environmental improvements during customization.

Currently, the influence of digitalization on customized offerings and the relevant impact on sustainability development have not been fully addressed to date. This study provides comprehensive information with a reference value for digital customization transformation among the three main types of smart PSS.

This study investigates how to foster innovation and high performance through leadership competences (result-oriented, cognitive, interpersonal) in the context of tourism firms in Vietnam during COVID-19 pandemic.

Quantitative approach and survey questionnaire were applied to collect data from managerial executives working at different tourism establishments in Vietnam. A total of 638 responses were analyzed using partial least square-structural equation modeling (PLS-SEM) technique.

The findings revealed that all three leadership competencies affected almost all factors of business innovation. However, leaders' interpersonal competence was not related to process innovation and leaders' result-oriented competence was not associated with organizational innovation. Furthermore, leaders' result-oriented competence, product innovation, and process innovation were found to directly enhance organizational performance.

This study proposed some suggestions for tourism leaders in exhibiting appropriate leadership competences and fostering business innovation to drive their firms towards superior performance.

Achieving high performance is always a priority goal of many firms; therefore, several attempted have been made to address several factors affecting organizational performance. This study provides a more nuanced picture of the relationships between the leadership competences, business innovation, and high performance of tourism firms.

This chapter describes an institutional choice that most Latin American countries have taken in the past 25 years: the creation of national Public Performance Monitoring and Evaluation (PPME) systems. We summarize research assessing their institutionalization, identify their shortcomings, and discuss trends demonstrating a potential – not yet realized – to fulfill their vocation as instruments of political and democratic accountability. Despite remarkable progress in their institutionalization, the evidence suggests that the systems fall short in producing strong results-oriented democratic accountability. Key factors hindering this aspiration include the systems' low credibility, problems associated to their diversification, low institutional coherence, and lack of effective coordination mechanisms to improve information legibility, its quality, its usefulness, and thus its use by both public managers and citizens. We suggest that PPME systems depend on environmental conditions beyond government structures and processes and argue that citizen-oriented mechanisms and entry points for social participation around the systems are required to fulfill their accountability function.

This study aims to investigate the effects of leadership competences (cognitive, interpersonal, and results-oriented competences) on organizational learning, organizational innovation, and business performance.

Data were collected from owners, chief executive officers, top and middle management teams, and other managers of tourism and hospitality firms in Vietnam. A total of 638 valid responses was collected and processed using PLS-SEM technique.

The findings revealed that only results-oriented competence exerted significant influences on business performance. Organizational learning was affected by all three leadership competences, while only cognitive and interpersonal competences positively affected organizational innovation. The relationships among organizational learning, organizational innovation, and business performance were also confirmed. Moreover, the findings emphasized the mediating roles of organizational learning and organizational innovation in the relationship between leadership competences and business performance. Organizational learning and organizational innovation also acted as a mediator in the relationship between cognitive competence and business performance.

This study provided some suggestions for tourism and hospitality leaders in exhibiting appropriate leadership competences, strengthening organizational learning, and fostering organization innovation to enhance business performance.

Although the topics of leadership competences, organizational learning, organization innovation, and business performance have received a great concern among worldwide academia, there is scarce research examining the relationships among these four phenomena together. This paper is among the first study that offers a comprehensive model of the relationships among these domains.

This empirical study aims to explore the linkage among authentic leadership traits and job performance via the mediating role of high-performance human resource practices (HPHRPs) in a developing country context. Social exchange theory and trait theory are widely employed in many disciplines but seldom applied to job performance among Pakistan Telecommunication Company Limited (PTCL) employees.

The sample of the study is PTCL's employees. A cross-sectional design was employed and data was collected from 377 employees via questionnaire. This is an exploratory study; therefore, partial least square–structural equation modeling (PLS-SEM) was employed to answer the research questions.

The findings of this study revealed that relational transparency, directly and indirectly, influenced job performance with the partial mediating role of selective staffing and extensive training. Furthermore, balance processing, directly and indirectly, influenced job performance with the partial mediating role of incentive reward, while self-awareness, internalized moral perspective, employment security and result-oriented appraisal were insignificant influences on job performance.

The results of the study delineated practical applications for both the researchers and policymakers. The results of this study would also augment the body of knowledge on human resource practices in both developed and developing countries.

This study found and reported authentic leadership traits and HPHR as the main sources of job performance in PTCL. This study empirically examined the influence of authentic leadership traits on job performance with the mediating role of a bundle of HPHRPs in a developing context.

The purpose of this paper is to develop a technical product‐service systems (t‐PSS) for the BoX^® (Big OptiX) ultra precision free‐form grinding machine which has been designed and developed at Cranfield University. BoX is a new machine concept where advanced mass production and ultra precision technologies are combined.

This work utilises the machine as a demonstration case study to investigate t‐PSS for the machine tool providers. It develops three t‐PSS business models for the BoX machine: product‐, use‐ and result‐oriented.

The paper discusses the stakeholders' responsibilities, cash flows, application sectors, and consequently benefits and shortcomings of the three business approaches.

The enhancement of competition from low cost economies, vibrant market requirements and increasing customer demands cannot be addressed merely by the latest achievements in technology. As a response to this, the modern manufacturing industry is shifting its orientation towards t‐PSS. t‐PSS is an integrated product and service offering that delivers value in use.

The novelty of this paper lies in identifying and analysing the key implications of t‐PSS on machine tool industry using the BoX machine as an example case study.

This paper aims to explore the impact of organizational culture on information governance (IG) effectiveness at higher education institutions (HEIs). IT professionals, such as chef information officers, chief technology officers, chief information security officers and IT directors at HEIs were surveyed and interviewed to learn about whether organizational culture influences IG effectiveness. Several IG activities (processes) were identified, including information security, the function of an IG council, the presence of a Record Information Management department, the role of a compliance officer and information stewards and the use of an automated system or software to identify and maintain information life-cycle management.

This study was conducted using Cameron and Quinn’s (Cameron and Quinn, 2011) competing value framework. To evaluate organizational culture, using the competing value framework, four types of organizational culture profiles were used: collaboration, creation/innovation, controlling/hierarchy, and competition/result-oriented. The methodology included quantitative and qualitative techniques through the use of content analysis of data collected from participants. IT professionals, such as chef information officers, chief technology officers, chief information security officers and IT directors at HEIs were surveyed and interviewed to learn about whether organizational culture influences IG effectiveness.

Findings revealed organizational culture may influence IG effectiveness positively, especially from cultures of competition/result-oriented and control/hierarchy. Qualitatively, it also emerged that competition/result-oriented and control characteristics of organizational culture were perceived by IG professionals to produce more accurate information. One of the characteristics of organizational culture that became evident in the current study, coming from more than one subject, was the challenge in IG due to the presence of information silos. Trust, on the other hand, has been highlighted as the glue which can enable and drive governance processes in an organization.

The current study was conducted based on HEIs. While the current study serves as a baseline for studying IG in other institutions, its results cannot be generalized for other type of institutions. The results cannot be generalized for other types of not-for-profit or for-profit organizations. Many of the characteristics of the sample data were specific to HEIs. For instance, financial, manufacturing and health-care institutions present challenges inherent in those institutions.

Trust has been highlighted as the glue which can enable and drive governance processes in an organization. Respondents of current study have indicated that trust serving several different factors toward IG effectiveness, including freedom to speak freely in the meeting about impact of organizational culture on IG, wiliness of executives of administration, particularly the CIO, to communicate IG matters to institution, sharing information and being transparent, entrusting help desk staff and technical supervisors so users can communicate with them and share their concerns and perceiving “feeling of trust” in the organization, which would benefit the institution, allowing stakeholders to collaborate and work together to overcome issues when facing IG challenges.

The purpose of this paper is to investigate which cross-country characteristics influence the going-public decisions and how the cultural values of the countries affect initial public offering (IPO) firms’ profitability and risk of financial distress.

Using a sample of privately held and firms that went public on the European and Asian Stock Exchanges between 2007 and 2011, this paper applies probit model and ordinary least squares regression to examine which cross-country characteristics could affect the decision to go public and how cultural values affect the profitability and risk of IPO firms.[AQ1] In addition, to overcome multicollinearity concerns caused by the use of Global Leadership and Organizational Behavioural Effectiveness culture dimensions, this paper factor analyses the dimensions using principal component analysis.

The results are as follows. First, this paper finds that firms in tradition-oriented countries are less likely to go public, while firms in result-oriented countries are more likely to hold an IPO. Second, this paper finds that country characteristics (i.e. financial deepening and taxation) affect the going-public decision. Third, this paper documents that IPO firms in traditionally and result-oriented countries have positive profitability and less risk of financial distress.

This study is intended for all those European and Asian policymakers and managers who want to improve their knowledge about what different indicators can establish the decision of firms that going-public facing different stages of their lifecycle. Specifically, policymakers wishing to promote IPO-activity in their countries may find it useful to strengthen the set of formal-institutions both to reduce corporate-taxation and to reduce the uncertainty associated with first-time share issuance and investment in such initiatives. This study is also intended for managers of companies that are not yet publicly-traded on their national stock-markets to be helpful to their decision-making processes.

This paper aims to extend the growing literature on the effects of cross-country factors on economic decision-making in finance and particularly adds to research that investigates the influence of these factors on the IPO decision of European and Asian firms.