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Article

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

Ruta Kazlauskaite

Abstract

Details

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

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Article

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.

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.

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Article

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.

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

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Article

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…

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

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Article

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…

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

Asta Pundziene

Abstract

Details

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

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Article

Miaomiao Yang, Juanru Wang and Jin Yang

The purpose of this paper is to investigate how boundary-spanning search affects sustainable competitive advantage under the conditions that competitors also search and to…

Abstract

Purpose

The purpose of this paper is to investigate how boundary-spanning search affects sustainable competitive advantage under the conditions that competitors also search and to test the moderating role of knowledge integration capability.

Design/methodology/approach

This paper classifies boundary-spanning search into proactive search and responsive search by considering competition and develops a theoretical model in which knowledge integration capability moderates the effects of proactive and responsive searches on sustainable competitive advantage. Empirical analyses were conducted on the data of 245 Chinese advanced manufacturing firms.

Findings

The results show that proactive and responsive searches have inverted U-shaped relationships with sustainable competitive advantage. Moreover, the relationships between proactive and responsive searches and sustainable competitive advantage are moderated by knowledge integration capability. Specifically, as knowledge integration capability increases, the inverted U-shaped relationship between proactive search and sustainable competitive advantage becomes flatter, whereas the inverted U-shaped relationship between responsive search and sustainable competitive advantage becomes almost linear.

Originality/value

This paper enriches the research of boundary-spanning search by considering competition and uncovers how boundary-spanning search affects sustainable competitive advantage under the conditions that competitors also search. Furthermore, this paper sheds light on that the effects of proactive and responsive searches on sustainable competitive advantage are even more complex than inverted U-shaped patterns and provides a contingent viewpoint to deeply understand the relationship between boundary-spanning search and sustainable competitive advantage.

Details

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

Keywords

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Article

Lobel Trong Thuy Tran, Ho Thi Vinh Hien and John Baker

Although a supportive workplace is increasingly considered important for employees' performance, much of the evidence remains speculative, for example, it lacks offsetting…

Abstract

Purpose

Although a supportive workplace is increasingly considered important for employees' performance, much of the evidence remains speculative, for example, it lacks offsetting mechanisms. This study addresses circumstances when perceived support helps and when it hurts work performance, depending on the mediating effects of job autonomy, intrinsic motivation and job satisfaction under the boundary conditions of perceived helpfulness of social media platforms and felt stress.

Design/methodology/approach

This study collected data using a questionnaire protocol that was adapted and refined from the original scales in existing studies. The sample consists of 900 employees from the public healthcare industry in Vietnam. To test the hypotheses, the partial least squares (PLS) technique was used.

Findings

This study finds that job autonomy, intrinsic motivation and job satisfaction are important for the perceived support and work performance relationship in which perceived helpfulness of social media platforms plays a critical confounding role. The findings also confirm that felt stress negatively moderates the relationship between job satisfaction and work performance, weakening the effect job satisfaction has on employee work performance.

Originality/value

This study specifies the boundary conditions under which work performance is mostly affected while enhancing the understanding of how to reinforce intrinsic motivation and job satisfaction. The findings offer organizational and human resource management (HRM) scholars and practitioners a closer look at perceived helpfulness of social media platforms and support the suggestions that autonomy-supportive workplaces are superior.

Details

Baltic Journal of Management, vol. 16 no. 2
Type: Research Article
ISSN: 1746-5265

Keywords

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Article

Hang Wu and Jin Chen

Extant research has integrated ambidexterity perspective into international business studies and calls for emerging market multinational enterprises (EM MNEs) to implement…

Abstract

Purpose

Extant research has integrated ambidexterity perspective into international business studies and calls for emerging market multinational enterprises (EM MNEs) to implement exploration and exploitation activities simultaneously in foreign markets. However, less attention has been paid to empirically test whether and how international ambidexterity can benefit the innovation performance of EM MNEs. Based on the data of international manufacturing firms in China, this paper explores the relationship between international ambidexterity and innovation performance and investigates four contingency factors of top management team (TMT): two external resource accumulation elements (i.e. TMT business ties and TMT political ties) and two internal resource integration elements (i.e. TMT contingency rewards and TMT social integration).

Design/methodology/approach

The author conducts multiple hierarchical linear regression analysis to test the hypothesis by collecting survey data from 227 MNEs from several Economic Development Zones located in Zhejiang province in China.

Findings

The results show that international ambidexterity is positively related to innovation performance, and the international ambidexterity–innovation performance relationship is amplified when TMTs build strong ties with external business partners and political departments, when EM MNEs link top managers' income to team collective performance and create a highly social integrated TMT.

Originality/value

The results contributes to answer the question that how well EM MNEs will succeed and enrich the context specificity of international ambidexterity. The findings also help us better understand the inconsistent empirical findings in organizational ambidexterity by uncovering the contingency role of several TMT attributes.

Details

Baltic Journal of Management, vol. 15 no. 3
Type: Research Article
ISSN: 1746-5265

Keywords

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