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1 – 10 of 18
Article
Publication date: 2 August 2019

Ana Colovic, Sandrine Henneron, Maik Huettinger and Ruta Kazlauskaite

This paper aims to investigate corporate social responsibility (CSR) in small and medium-sized enterprises (SMEs) in transition and developed economies.

Abstract

Purpose

This paper aims to investigate corporate social responsibility (CSR) in small and medium-sized enterprises (SMEs) in transition and developed economies.

Design/methodology/approach

Building on social capital theory, the creating shared value approach and institutional theory, the authors study why and how six SMEs in the food sector implement CSR.

Findings

The authors show that CSR adoption by SMEs is motivated by company values and beliefs, relationships with the local community, a desire to abide by rules and regulations and business motives. They also show that SMEs are involved in various CSR-related activities such as respecting their employees, infusing CSR in the supply chain and philanthropy.

Originality/value

The findings suggest that although there are similarities between the CSR motives and activities of SMEs in developed and transition countries, there are also some differences, which can be explained by differences in institutions and related to the maturity of the CSR construct in each setting. The authors consequently call for a more holistic approach when investigating CSR across countries, in particular when such investigation concerns SMEs.

Details

European Business Review, vol. 31 no. 5
Type: Research Article
ISSN: 0955-534X

Keywords

Content available
Article
Publication date: 4 January 2013

Ruta Kazlauskaite

496

Abstract

Details

Baltic Journal of Management, vol. 8 no. 1
Type: Research Article
ISSN: 1746-5265

Article
Publication date: 1 January 2012

Ruta Kazlauskaite, Ilona Buciuniene and Linas Turauskas

This paper aims to clarify the meaning of empowerment concept and determine its role in the HRM‐performance linkage.

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Abstract

Purpose

This paper aims to clarify the meaning of empowerment concept and determine its role in the HRM‐performance linkage.

Design/methodology/approach

A survey of 211 customer‐contact employees at 30 upscale hotels in Lithuania was conducted to study organisational empowerment, as a bundle of HRM activities, and its association with employee attitudes and behaviour.

Findings

A distinction was made between organisational empowerment, as a bundle of HRM activities, and psychological empowerment, as an employee work‐related attitude, and their role in the HRM‐performance linkage was defined. Organisational empowerment was positively related to psychological empowerment, job satisfaction, and affective commitment. Psychological empowerment and affective commitment were found to mediate the impact of organisational empowerment on customer‐oriented behaviour.

Research limitations/implications

Data were collected in a single industry in Lithuania; therefore, further research in other services needs to be conducted to make generalisations on the applicability of the proposed empowerment‐performance model to other industries.

Practical implications

In the upscale hotel context, where employee turnover reduction and service quality improvement are critical, organisational empowerment can enhance employee job satisfaction, commitment, psychological empowerment and customer‐oriented behaviour.

Originality/value

The paper provides empirical evidence of the positive effect of employee perceived HRM practices (organisational empowerment) on HR‐related performance outcomes ‐ employee attitudes (psychological empowerment, job satisfaction, affective commitment) and customer‐oriented behaviour. Besides the role of empowerment in the HRM‐performance linkage is defined and empirically tested.

Article
Publication date: 18 May 2010

Rūta Kazlauskaitė and Ilona Bučiūnienė

The purpose of this paper is to provide an overview of past and current developments in human resource (HR) function in Lithuania.

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Abstract

Purpose

The purpose of this paper is to provide an overview of past and current developments in human resource (HR) function in Lithuania.

Design/methodology/approach

The paper discusses the antecedents of HR function developments in Lithuania through an analysis of the country's demographic, economic, legal and cultural environments and historical human resource management (HRM) developments. Current HR function status is shown through findings of an HR manager/specialist survey conducted at 119 medium‐ and large‐sized organisations, which was part of the 2008‐2009 Cranet survey.

Findings

The majority of organisations have HRM departments and an HR strategy, and in about half HR is represented on the board and is involved to some extent in business strategy development. HR responsibility is shared by line management and HR function. About 90 per cent of organisations have a mission statement and a business strategy. Trade union power is currently low due to historic and political reasons; however, findings show that it is gaining more status. About half of the organisations have developed corporate social responsibility policies, though few offer non‐statutory social welfare schemes. Reward individualisation is higher among private‐sector employers. Downward communication is used to a considerable extent by both private and public organisations, while upward communication is more extensively practised by private‐sector organisations.

Practical implications

The paper discloses current HR function developments in Lithuania based on its historical heritage, antecedents in macro/micro environments and empirical data, which provide valuable insights for local organisations and foreign investors into current HRM status.

Originality/value

The paper discloses the influences on HR function developments and their current status in Lithuania, which are still under‐researched in the country, and contributes to HRM research in the Central and East Europe region.

Details

Baltic Journal of Management, vol. 5 no. 2
Type: Research Article
ISSN: 1746-5265

Keywords

Article
Publication date: 6 January 2012

Ilona Bučiūnienė and Rūta Kazlauskaitė

The purpose of this paper is to look into the current corporate social responsibility (CSR) and human resource management (HRM) developments in Lithuania and to study the…

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Abstract

Purpose

The purpose of this paper is to look into the current corporate social responsibility (CSR) and human resource management (HRM) developments in Lithuania and to study the relationship between CSR, HRM and organisational performance outcomes.

Design/methodology/approach

A survey of 119 medium and large‐sized organisations (over 100 employees) in Lithuania was conducted to study CSR and HRM implementation in the country and to test the relationship between CSR, HRM and organisational performance outcomes.

Findings

In total, 78.1 per cent of the respondent organisations have a written or unwritten HR strategy. Only 38.8 per cent have a CSR statement, but more than half of respondent organisations have a code of ethics, corporate values statement and diversity statement (respectively 65.4, 63.0 and 53.1 per cent). Research findings show that there is a linkage between HRM, CSR and performance outcomes – organisations with more developed HRM, i.e. those where HRM performs a strategic role and the HR function performance is evaluated, have better developed CSR policies. The latter were found to have an impact on organisational and financial performance outcomes.

Research limitations/implications

The study is built on the Cranet survey data, therefore not all CSR‐related HRM practices are analysed. Due to a limited number of organisations using CSR‐related HRM practices, the statistical analysis fails to determine statistically significant relationships between the usage of those practices, the level of CSR development and performance outcomes.

Practical implications

Organisations that are socially responsible and follow a strategic approach to HRM exhibit better performance outcomes, profitability in particular.

Originality/value

The paper confirms the existence of the HRM‐CSR‐performance linkage, i.e. organisations with better developed HRM, where HR plays a more strategic role and its performance is more evaluated, also have more developed formal CSR policies, which in turn has a positive impact on organisational and financial performance outcomes.

Details

Baltic Journal of Management, vol. 7 no. 1
Type: Research Article
ISSN: 1746-5265

Keywords

Article
Publication date: 1 September 2006

Ruta Kazlauskaite, Ilona Buciuniene and Linas Turauskas

Employee turnover has lately considerably increased in the Lithuanian hospitality industry. Given the fact that organizational commitment is negatively related to employee…

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Abstract

Purpose

Employee turnover has lately considerably increased in the Lithuanian hospitality industry. Given the fact that organizational commitment is negatively related to employee turnover, the research aim is to determine the level of employee organizational commitment as well as their empowerment, which can be viewed as a possible means of stimulating employee commitment, as well as the interrelationship between employee commitment and empowerment.

Design/methodology/approach

A questionnaire survey was carried out among customer‐contact employees of Lithuanian upscale (four and five star) hotels.

Findings

The levels of both organizational commitment and organizational empowerment in Lithuanian upscale hotels are rather low, while the correlation between them is rather strong. This implies that improvement of conditions that foster empowerment would lead to a higher level of employee organizational commitment, especially the level of affective commitment that is of greater importance for the organization, as in this case commitment rests on common values and stimulates emotional attachment to the organization.

Practical implications

This paper gives evidence that by developing certain organizational conditions Lithuanian hotel management may raise the level of employee empowerment and commitment, which in turn can lead to a decrease in employee turnover.

Originality/value

The paper presents the state of employee commitment and empowerment levels in Lithuanian upscale hotels, and demonstrates an interrelationship between organisational commitment and employee empowerment.

Details

Baltic Journal of Management, vol. 1 no. 3
Type: Research Article
ISSN: 1746-5265

Keywords

Content available
Article
Publication date: 20 July 2012

Asta Pundziene

556

Abstract

Details

Baltic Journal of Management, vol. 7 no. 3
Type: Research Article
ISSN: 1746-5265

Article
Publication date: 1 June 2022

Xi Zhong, Qiuping Peng and Tian Wang

Based on social dilemma theory, the authors analyze the impact of leader reward omission on employee knowledge sharing and the boundary conditions in their relationship.

Abstract

Purpose

Based on social dilemma theory, the authors analyze the impact of leader reward omission on employee knowledge sharing and the boundary conditions in their relationship.

Design/methodology/approach

This study tested the theoretical hypotheses based on empirical data obtained from 264 employees using a two-wave survey method.

Findings

The results indicate that leader reward omission significantly negatively affects employee knowledge sharing. An employee's proactive personality weakens the negative relationship between them; the weakening effects of an employee's proactive personality would decrease along with the perceived increase in organizational unfairness.

Originality/value

This study provides the first insight that leader reward omission can inhibit employee knowledge-sharing behavior. In addition, this study shows that an individual proactive personality and perceived organizational unfairness moderate the relationship between leader reward omission and employee knowledge behavior. Thus, this study provides a more comprehensive understanding of whether and when leader reward omission affects employee knowledge sharing.

Details

Baltic Journal of Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1746-5265

Keywords

Article
Publication date: 8 June 2022

Pan Liu

This study aims to reveal the positive side of poor voice quality. Grounding on sociometer theory, this study proposes a model to explore how poor voice quality affects…

Abstract

Purpose

This study aims to reveal the positive side of poor voice quality. Grounding on sociometer theory, this study proposes a model to explore how poor voice quality affects employee's motivation to make high-quality voice via managerial non-endorsement and employee's self-perception of poor voice quality.

Design/methodology/approach

The sample consisted of 247 employees and immediate supervisors of employees in China. To minimize potential common method biases and reduce participants' fatigue, a three-wave method for the data collection with each wave separated by one month was executed. Path analysis and bootstrapping approach were adopted to verify the hypotheses.

Findings

The results illustrated that employee's poor voice quality was able to promote employee's motivation to make high-quality voice via managerial non-endorsement and employee's self-perception of poor voice quality.

Originality/value

First, this study extends our knowledge of the consequences of employee voice. Second, this study further contributes to the literature on voice quality by emphasizing the positive effects of poor voice quality. Third, this study enriches the sociometer theory by the explication of chain mediation as a key mechanism through which poor voice quality affects employee's motivation to make high-quality voice.

Details

Baltic Journal of Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1746-5265

Keywords

Article
Publication date: 13 January 2022

Mara Mataveli, Juan Carlos Ayala and Alfonso J. Gil

Few studies have analysed the determinants of exports in emerging economies, which are critical in the exporting reality of firms. Two variables decisively affect the…

Abstract

Purpose

Few studies have analysed the determinants of exports in emerging economies, which are critical in the exporting reality of firms. Two variables decisively affect the export performance of firms – their size and their export experience. This paper analyses the relationship between size and export experience in the export intensity of Brazilian firms. In addition, it considers two variables (location and sector) that identify firms in Brazil and could affect their export intensity. This research answers the question of which characteristics of Brazilian companies determine their export intensity.

Design/methodology/approach

A statistically significant sample of 318 firms is collected from Brazilian exporting companies. Regression analysis is performed, and data describing the relationship between the export determinants and the export intensity of Brazilian firms are presented. Three evaluation models are proposed. In the first, the location and sector variables are considered. In the second, the firm size, firm location and sector are presented. In the third, the firm size, export experience, location and sector are proposed.

Findings

The results of the third model confirm that only export experience is statistically significant. Therefore, there is no relationship between firms' size, location and sector and export intensity for companies in Brazil.

Originality/value

This work shows the organisational characteristics that affect export performance in Brazil from the firm’s perspective; these are aspects that have been analysed less in emerging economies.

Details

Baltic Journal of Management, vol. 17 no. 2
Type: Research Article
ISSN: 1746-5265

Keywords

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