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current study intends to examine key human resources practices (human capital, training and rewards) that influence employee commitment and service recovery performance (SRP) of Takaful industry agents in Southeast Asian region. The Takaful industry is facing stiff competition with conventional insurance industry in Malaysia and Indonesia as the Southeast Asian region has a large Muslim population. SRP is crucial in insurance industry specifically in the Islamic Insurance (Takaful) industry and plays a vital and key role in sustainable competitive advantage for value addition for firms in future to acquire market.

The data was collected from 350 front line agents of the Takaful industry operating in Malaysia and Indonesia on convenience sampling technique. Data was analyzed by using PLS-SEM to examine the relationship between constructs.

The results show that human capital, training and reward significantly influence commitment of employee which further influenced SRP to be improved. Mediation effect was also found to be influential and statistically positive and significant by employee commitment between key HR practices (human capital, training, rewards) and SRP.

current study contributed to the body of knowledge in explaining relationship of human capital to employee commitment and SRP, further, inconclusive findings between training and rewards was also explained in the Takaful industry of the Southeast Asian region.

A gamification approach uses game components in non-game services to increase customer engagement and loyalty. This study aims to investigate the relationships between gamification elements, customer engagement, immersion and brand love.

Using the most popular gamification feature in Indonesian e-commerce, namely Shopee Games. The Snowball sampling technique was used. The data were collected from 355 Indonesians who played Shopee Games. AMOS 28.0 was used to analysis on the data.

The gamification elements of challenges, points and enjoyment positively influence customer engagement. Moreover, customer engagement positively influences brand love, which is increased by the moderation of immersion. In addition, customer engagement mediates the relationships between the gamification elements of challenges, points, enjoyment and brand love.

This study identifies the critical elements of gamification in e-commerce platforms. In addition, based on the S-O-R model, this study contributes to research on how customer engagement plays an intermediate variable in the gamification-brand relationship. As conceptual and empirical research on this topic is still underdeveloped, this study provides fresh insights into gamification-oriented brand marketing practices. It offers significant theoretical and managerial implications from an integrated perspective.

The purpose of this paper is to empirically investigate the moderating effect of humble leadership on the relationship between different intrinsic and extrinsic motivational factors and employee’s knowledge-sharing intention.

Responses of 236 employees in public organisations in the country of Jordan were collected via the completion of an online survey. The study data was analysed using structural equation modelling.

This study found that humble leadership support positively moderated the effect of intrinsic motivational factors (i.e. self-efficacy and enjoyment) on KS intention, while such leadership does not moderate the relationship between extrinsic motivational factors (i.e. rewards and reciprocity) and KS intention.

This study increases the understating of the conditions under which employees’ knowledge-share by exploring the moderating effect of humble leadership behaviour on motivational factors and KS intention in public organisations, particularly in the context of a developing country.

In the wake of growing pressures to make scholarly knowledge commercially relevant via translation into intellectual property, various techno-scientific communities have mobilized to create open access/open source experiments. These efforts are based on the ideas and success of free and open source software, and generally try to exploit two salient features: increased openness and circulation, and distributed collective innovation. Transferring these ideas from software to science often involves unforeseen challenges, one of which is that these movements can be deemed, often incorrectly, as heretical by university administrators and technology transfer officers who valorize metrics such as number of patents filed and granted, spin-off companies created, and revenue generated. In this paper, we discuss nascent efforts to foster an open source movement in nanotechnology and provide an illustrative case of an arsenic removal invention. We discuss challenges facing the open source nano movement that include making a technology widely accessible and the associated politics of metrics.

The purpose of this paper is to examine the relationships between supplier development practices (SDPs) and supplier-buyer relationship practices from the supplier’s perspective (SBRSP), and seek to understand how specific SDPs may impact a buyer’s operational performance as well as supplier-buyer relationship practices.

The authors conducted a survey of 512 respondents from the different manufacturing firms in India and applied structural equation modelling to test a structural model that proposes the impacts of various efforts of SDPs on a buyer’s performance as well as SBRSP.

The study concludes that SDPs and SBRSP together improve the relationship between a buyer and supplier, and this improved relationship leads to competitive advantages (CAs) followed by profitability. Results indicate that supplier perspective of buyer-supplier relationship can be improved under the condition of SDPs and SBRSP together. SDPs are driven by productive measure and competitive pressure, whereas customer uncertainty is found to be statistically insignificant.

The study was carried out in North Maharashtra Industrial Zone of India, where the auto sector and machine/components manufacturing firms have been established for a considerable period of time. Results of the study are limited to manufacturing organizations predominantly focussing on the automobile sector and machine/components manufacturing firms.

This study provides significant insights into the specific impact of various SDPs and SBRSP for both academics and practitioners. SDPs along with SBRSP practices lead to improvement in the relationship leading to CAs. SBRSP suggests that trust, long-term commitments and the supplier’s perspective are important practices for relationship improvement.

The current study attempts to identify what are the success factors for the supplier-buyer relationship from the supplier’s perspective and SDPs and how the supplier-buyer relationship can be improved under the condition of SDPs and SBRSP. Hence, the aim is to develop a more thorough understanding of the outcomes of a supplier-buyer relationship improvement from both buyer’s and supplier’s perspective, under the conditions of supplier development to achieve CAs leading to profitability. Furthermore, the study analyses the effect of the improved supplier-buyer relationship for achieving CAs leading to profitability.

This paper empirically examines the impact of corporate governance reforms on the financial performance of Indian state-owned enterprises (SOEs) for the period 2003–2011.

The findings indicate that the various corporate governance reforms collectively exhibited a statistically significant positive impact on performance when a difference in difference estimation process is used. However, the performance of SOEs is less than that of publicly listed companies, which is consistent with prior research. When the SOEs are compared with a matched pairing of publicly listed companies of similar size and same industry, their performance was comparable and in many instances superior. This is indicative of the regulatory constraints on competitors and preferential access to resources and markets given to the SOEs. As SOEs move towards a more mixed ownership model with more of them listed on the stock exchange and greater public ownership of shares the corporate governance issues will increase in importance.

The controlled sell down of shares in SOEs presents a need for continuing governance reforms and ongoing research to track progress.

The most striking observation from the study is that changes that were introduced as a corporate governance reform, such greater professionalism in boards, did not gain traction and enhance performance, rather the process of director selection and the concentrated bureaucratic and political interference stymied what was asserted to be conceptually sound reforms.

The purpose of this paper is to investigate the manner in which employees’ experience of distributive justice (DJ) moderates the impact of intrinsic and extrinsic values on role engagement (RE). RE is especially important in the healthcare setting (examined here) due to the sector’s complexity, changeability and emotionally challenging nature.

Using data collected from a survey of employees from a large government health district in Southeast Queensland (Australia), this study examined the determinants of RE among a group of employees working across three hospital locations.

The focus of the study was on the impact, both directly and in combination, of espoused extrinsic and intrinsic values and perceived DJ on RE. The authors identify strong direct effects from DJ on RE, and complex third-order effects for the combinations of intrinsic (IM) and extrinsic motivation and DJ in predicting RE.

As a cross-sectional and attitudinal survey, care must be taken in relation to common-method variance. Post hoc controls were performed in relation to this.

DJ is important for all, and is a powerful motivator for engagement of employees reporting highly on IM. There is evidence that the most engaged employees are not those most motivated by extrinsic rewards alone, although employees who are motivated primarily by extrinsic rewards alone can be highly engaged when they experience high levels of DJ.

For managers seeking to engage their employees, an understanding of the different motivators for intrinsically vs extrinsically inclined employees is important. Taken together, these results suggest that employee RE is driven by a complex set of factors that differ between employees. Managing this complexity is an important consideration for managers.

This is the first empirical study to show these interaction effects using these measures. The healthcare context, generally under researched, also features in this study.

The purpose of this paper is to highlight the importance of building emotional connections between brands and consumers. Using Canada's Air Miles Reward Program as an example, the paper aims to stress the importance of using customer insight to drive branding decisions and ensure a long‐term emotional attachment to a loyalty program.

The paper thoroughly explains Air Miles' method of reaching out to its customers to glean information that could be used to re‐brand the program. The method, used during focus groups, asked collectors to re‐tell stories that were important in their life. Common themes emerged, which Air Miles incorporated into the re‐branding of their program.

Through specially‐designed focus groups, Air Miles strategists learned that it isn't enough to be a well‐functioning loyalty program. In order to be distinctive in an overcrowded market, Air Miles must provide collectors with an emotionally engaging experience in the redemption process.

If your customers talk about your brand as if it's a part of who they are, you have made an emotional attachment with them. Thus, your program is on the right track.

The paper takes a fresh approach to loyalty markting research as well as analyzing and improving customer loyalty.

Extends earlier work on the relationship between business process re‐engineering (BPR) and human resource management (HRM). The previous work examined how closely HRM practices in organisations which had undergone BPR matched what the literature suggested. Presents the commonalities that emerged with respect to HRM practices as a “typical” pattern, and a “vertical analysis” is carried out to compare the individual organisations studied with this pattern. Ten of the 11 organisations are found to fit the typical pattern very well, but the 11th is substantially different; examines the reasons why this might be.