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Open Access
Article
Publication date: 30 April 2021

Samuel Ogbeibu, Charbel Jose Chiappetta Jabbour, John Burgess, James Gaskin and Douglas W.S. Renwick

Congruent with the world-wide call to combat global warming concerns within the context of advancements in smart technology, artificial intelligence, robotics, algorithms (STARA)…

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Abstract

Purpose

Congruent with the world-wide call to combat global warming concerns within the context of advancements in smart technology, artificial intelligence, robotics, algorithms (STARA), and digitalisation, organisational leaders are being pressured to ensure that talented employees are effectively managed (nurtured and retained) to curb the potential risk of staff turnover. By managing such talent(s), organisations may be able to not only retain them, but consequently foster environmental sustainability too. Equally, recent debates encourage the need for teams to work digitally and interdependently on set tasks, and for leaders to cultivate competencies fundamental to STARA, as this may further help reduce staff turnover intention and catalyse green initiatives. However, it is unclear how such turnover intention may be impacted by these actions. This paper therefore, seeks to investigate the predictive roles of green hard and soft talent management (TM), leader STARA competence (LSC) and digital task interdependence (DTI) on turnover intention.

Design/methodology/approach

The authors used a cross-sectional data collection technique to obtain 372 useable samples from 49 manufacturing organisations in Nigeria.

Findings

Findings indicate that green hard and soft TM and LSC positively predict turnover intention. While LSC amplifies the negative influence of green soft TM on turnover intention, LSC and DTI dampen the positive influence of green hard TM on turnover intention.

Originality/value

Our study offers novel insights into how emerging concepts like LSC, DTI, and green hard and soft TM simultaneously act to predict turnover intention.

Article
Publication date: 9 October 2020

Samuel Ogbeibu, Abdelhak Senadjki and James Gaskin

This study seeks to investigate how leader ability and diverse organisational cultures (OC) act to influence employee creativity in manufacturing organisations. By leveraging the…

Abstract

Purpose

This study seeks to investigate how leader ability and diverse organisational cultures (OC) act to influence employee creativity in manufacturing organisations. By leveraging the multifaceted nature of the competing values framework (CVF), this study examines the growing deterioration of employee creativity through the lens of four OC quadrants within the Nigerian manufacturing industry and further investigates how distinct OCs and leader ability can aid to bolster employee creativity. The CVF is a model used to assess organisational cultures, irrespective of their industry, for the overarching purpose of improving organisational performance.

Design/methodology/approach

The target population consists of employees of research and development (R&D) and information technology (IT) in the headquarters of 21 manufacturing organisations. Our useable sample consisted of 439 responses from the Nigerian manufacturing industry.

Findings

Results indicated that leader ability and adhocracy OC have positive effects on employee creativity. Market and clan OC have negative effects on employee creativity. Likewise, leader ability dampens the effects of adhocracy OC on employee creativity and reinforces the market OC effect on employee creativity.

Originality/value

This study provides novel insights that challenges several controversial and contemporary postulations of extant research which theorise the OC–employee creativity relationships. By leveraging the construct of leader ability, unique contributions are also made to provoke congruence.

Details

American Journal of Business, vol. 35 no. 3/4
Type: Research Article
ISSN: 1935-5181

Keywords

Article
Publication date: 3 November 2022

Mosharrof Hosen, Samuel Ogbeibu, Weng Marc Lim, Alberto Ferraris, Ziaul Haque Munim and Yee-Lee Chong

Extant literature on knowledge sharing in higher education institutions (HEIs) concentrates on non-behavioral perspectives and indicates that academics continue to hoard knowledge…

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Abstract

Purpose

Extant literature on knowledge sharing in higher education institutions (HEIs) concentrates on non-behavioral perspectives and indicates that academics continue to hoard knowledge despite being given incentives to bolster knowledge sharing behavior (KSB). This study aims to examine KSB among academics from a behavioral perspective through the lenses of the theory of planned behavior, perceived trust and organizational climate.

Design/methodology/approach

Self-administered questionnaires were distributed to 12 private universities using the drop-off/pick-up approach, resulting in 405 usable responses, which were analyzed using covariance-based structural equation modeling.

Findings

Academics’ salient beliefs – that is, behavioral beliefs, normative beliefs and control beliefs – significantly influence their attitude, subjective norms and perceived behavioral control (PBC). Attitude, subjective norms, PBC, perceived trust and organizational climate directly influence knowledge sharing intention (KSI), whereas attitude, KSI, subjective norms and PBC directly influence KSB. Noteworthily, KSI is a mediator in the relationships between attitude, subjective norms and PBC with KSB.

Originality/value

This study makes a seminal contribution through the novel conceptualization and theoretical generalizability of the theory of planned behavior by which HEIs can reinforce their competitiveness and global position by enhancing KSB among academics using a profound behavioral strategy.

Details

Journal of Knowledge Management, vol. 27 no. 6
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 1 November 2018

Samuel Ogbeibu, Abdelhak Senadjki and Tan Luen Peng

The purpose of this paper is to elicit a conceptual understanding of the moderating effect of trustworthiness on the relationship between organisational culture and employee…

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Abstract

Purpose

The purpose of this paper is to elicit a conceptual understanding of the moderating effect of trustworthiness on the relationship between organisational culture and employee creativity.

Design/methodology/approach

This study is theoretical in nature and draws conceptual insights from an integration of theoretical and conceptual underpinnings: the competing values framework, trustworthiness from the integrative model of organisational trust and the componential theory of individual creativity.

Findings

Trustworthiness plays a major role in influencing the degree at which managers engender employee creativity. This study postulates that clan and adhocracy organisational culture dimensions have a positive impact on employee creativity, while market and hierarchy organisational culture dimensions have negative impacts on employee creativity. Employee creativity would be engendered if organisational cultures are tailored towards improving the ability of employees. Engendering of employee creativity is contingent on an acceptable degree of benevolence and integrity expressed between managers and their respective employees.

Originality/value

By integrating several methodological underpinnings to produce a multidimensional model for engendering employee creativity, from the lens of a supportive organisational culture, this study offers novel insights for both managerial practice and actions.

Details

American Journal of Business, vol. 33 no. 4
Type: Research Article
ISSN: 1935-5181

Keywords

Open Access
Article
Publication date: 19 December 2023

Abdelhak Senadjki, Hui Nee Au Yong, Thavamalar Ganapathy and Samuel Ogbeibu

This study aims to investigate the impact of digital leadership (capabilities, experience, predictability and vision) and green organizational culture on firms' digital…

5771

Abstract

Purpose

This study aims to investigate the impact of digital leadership (capabilities, experience, predictability and vision) and green organizational culture on firms' digital transformation and financial performance. Additionally, the research aims to evaluate the mediating role of digital transformation in the relationship between digital leadership and firms' financial performance.

Design/methodology/approach

A purposive sampling technique was employed to identify and select individuals with relevant expertise and experiences in the field of digital transformation. A total of 164 responses were collected, and the questionnaire was designed based on a five-point Likert-type scale. The data were analyzed using SmartPLS 4 (Statistical Software for Structural Equation Modeling).

Findings

The findings indicate that digital leadership capabilities, experience, predictability and vision do not directly impact firms' performance. However, there is an indirect influence on firms' performance through digital transformation. While both digital transformation and green organizational culture (GOC) positively influence firms' financial performance, GOC, leader predictability and leader vision positively influence digital transformation. The results confirm that digital transformation mediates the relationship between capabilities, experience, predictability and vision and firms' financial performance.

Research limitations/implications

The study highlights that strategic capabilities can enhance value-added processes during digital transformation, contributing to sustainability in the digital era. Overall, this research significantly advances both theoretical understanding and practical applications in the context of digital leadership and its impact on firms. Limited digital transformation stages among Malaysian firms impact the research, with some entities cautious about data disclosure and having limited cooperation with researchers. Gathering data from diverse sources would have strengthened the findings and methodological rigor of this multilevel study. Despite these limitations, the research offers fresh insights into the role of GOC, different facets of digital leadership and their influence on digital transformation and financial performance. This enhances existing knowledge and challenges assumptions of the transformational leadership theory (TLT) framework.

Practical implications

The study opens the door to further research into distinct leadership components and their effects in a similar context. By highlighting the positive influence of capabilities, experience, predictability and vision on digital transformation, it expands the theoretical and empirical scope in the realm of digital leadership. These findings encourage critical examination, refinement and evolution of TLT, providing insights for leaders and managers as they navigate digitalization, financial performance and digital leadership within organizations. In an era of digital transformation, leaders play a central role in building a psychologically safe environment and nurturing digitally skilled teams capable of managing technological changes. Leaders should possess the digital capabilities, experience, vision and predictability necessary to drive digital transformation, mitigate potential threats and adapt to the dynamic digital landscape.

Social implications

These findings support government initiatives to accelerate digitalization and Industry 4.0 implementation. Collaboration between the government and private organizations is essential to create policies and practices that facilitate broad participation in digital transformation programs. Policymakers must adopt a proactive approach to address issues related to Internet accessibility, trade barriers, financing access and resource reallocation. These policies aim to ensure a high-quality and affordable digital infrastructure, cultivate trust in digital technologies and equip organizational leaders with the necessary digital skills.

Originality/value

This research provides valuable insights for practitioners to enhance firms' digital transformation. As a practical contribution, this study’s findings can inform how firms can better manage their key digital leadership resources and GOC to foster digital transformation and improve their financial performance.

Details

Journal of Business and Socio-economic Development, vol. 4 no. 2
Type: Research Article
ISSN: 2635-1374

Keywords

Content available
Article
Publication date: 30 December 2021

Vijay Pereira, Glenn Muschert, Arup Varma, Pawan Budhwar, Michael Babula and Gillie Gabay

Abstract

Details

Journal of Intellectual Capital, vol. 23 no. 1
Type: Research Article
ISSN: 1469-1930

Article
Publication date: 29 April 2022

Jamiu Adetola Odugbesan, Sahar Aghazadeh, Rawan Enad Al Qaralleh and Olukunle Samuel Sogeke

This study aims to investigate the significance of an emerging concept – green talent management (TM) and its influence on employees’ innovative work behavior, together with the…

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Abstract

Purpose

This study aims to investigate the significance of an emerging concept – green talent management (TM) and its influence on employees’ innovative work behavior, together with the moderating roles of transformational leadership and artificial intelligence within the context of higher educational institutions.

Design/methodology/approach

Two hundred and thirty-five structured questionnaires were administered to the academic staff in five universities located in Northern Cyprus, and the data was analyzed using partial least square structural equation modeling with the aid of WarpPLS (7.0).

Findings

This study provides evidences that green hard and soft TM exerts significant influence on employees’ innovative work behavior. Similarly, transformational leadership and artificial intelligence were confirmed to have a significant impact on employees’ innovative work behavior. Moreover, the study found transformational leadership and artificial intelligence to significantly moderate the relationship between green hard TM and employees’ innovative work behavior.

Research limitations/implications

The study provides theoretical and managerial implications of findings that will assist the leaders in higher educational institutions in harnessing the potential of green TM in driving their employees’ innovative work behavior toward the achievement of sustainable competitive advantage in the market where they operate.

Originality/value

The attention of researchers in the recent time has been on the way to address the challenge facing organizational leaders on how to develop and retain employee that will contribute to the sustainability of their organization toward the achievement of sustainable competitive advantage in the market they operate. Meanwhile, the studies exploring these concerns are limited. In view of this, this study investigates the significance of an emerging concept – green talent management and its influence on employees’ innovative work behavior, together with the moderating roles of transformational leadership and artificial intelligence within the context of higher educational institutions.

Open Access
Article
Publication date: 22 September 2022

Samuel Foli, Susanne Durst and Serdal Temel

Acknowledging, on the one hand, the increasing fragility of supply chains and the number of risks involved in supply chain operations and, on the other hand, the role of small…

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Abstract

Purpose

Acknowledging, on the one hand, the increasing fragility of supply chains and the number of risks involved in supply chain operations and, on the other hand, the role of small- and medium-sized enterprises (SMEs) in supply chains and the high exposure of these firms to risks of different types, this study aims to examine the relationship between supply chain risk management (SCRM) and innovation performance in SMEs. Furthermore, the impact of technological turbulence on this relationship was studied to take into account recent technological changes.

Design/methodology/approach

Structural equation modelling was carried out on a sample of Turkish SMEs to test the hypotheses developed.

Findings

The findings presented allow the authors to better understand the link between SCRM and innovation performance in SMEs. More precisely, empirical evidence is provided about the impact of SCRM components such as maturity and ability on innovation performance. Furthermore, the findings show the impact of technological turbulence on both SCRM and innovation performance.

Originality/value

By focusing on SCRM in SMEs, this paper contributes to the body of knowledge with regard to SCRM in general and with regard to SMEs in particular; research on the latter has only started recently. Moreover, by having studied SMEs from a developing country (other than China), this paper helps to develop a broader and more diverse perspective of SCRM.

Details

Journal of Entrepreneurship in Emerging Economies, vol. 16 no. 3
Type: Research Article
ISSN: 2053-4604

Keywords

Article
Publication date: 23 August 2022

Md Asadul Islam, Dieu Hack-Polay, Mahfuzur Rahman, Mosharrof Hosen, Abigail Hunt and Sujana Shafique

This study examines the relationship between HR practices and millennial employee retention in the tourism industry in Bangladesh. It investigates the moderating role of the work…

2111

Abstract

Purpose

This study examines the relationship between HR practices and millennial employee retention in the tourism industry in Bangladesh. It investigates the moderating role of the work environment in the relationship between HR practices and employee retention in the industry.

Design/methodology/approach

The researchers used non-probability judgemental sampling to collect 384 questionnaires through a survey of millennial employees. Partial least square-based structural equation model (PLS-SEM) was used to analyse the data.

Findings

The results reveal that HR practices included in this paper have significant relationships with millennial employee retention in the tourism industry in Bangladesh, except employee participation in decision-making. In addition, the results show that the work environment only moderates the relationship between two HR practices (compensation, training and development) and millennial employee retention.

Practical implications

The results suggest that managers in tourism organisations must develop HR practices and foster a positive work environment to retain millennials.

Originality/value

This is the only study that examines the moderating role of the work environment on the relationship between five selected HR practices (training and development, job security, performance appraisal, employee participation, compensation) and millennial employee retention. Previous studies used fewer HR variables.

Details

International Journal of Emerging Markets, vol. 19 no. 4
Type: Research Article
ISSN: 1746-8809

Keywords

Article
Publication date: 21 July 2022

Qais Albtoosh, Abdul Hafaz Ngah and Yusliza Mohd Yusoff

The purpose of this study is to focus on Turnover intention (TI) which is gaining significance in the Jordanian government sector as well as in many other international…

1006

Abstract

Purpose

The purpose of this study is to focus on Turnover intention (TI) which is gaining significance in the Jordanian government sector as well as in many other international institutions. Organizations tend to seek valuable benefits from the human resource capital they have to achieve their competitive advantages. However, TI becomes a global issue as well as in Jordanian public context. The research framework of this study is based on the satisfaction and social psychological literature.

Design/methodology/approach

By applying the convenience sampling method, data were collected through an online questionnaire; 354 respondents from the governmental sector participated in this study. Data were analyzed using the statistical software Smart PLS.

Findings

Results revealed that mind wandering (MW) has a negative impact on training satisfaction (TS) while trainer efficacy (TE) has a positive impact on TS. Meanwhile, work–life conflict (WLC) was not significantly related to TS. TS has a negative impact on TI and a positive impact on employee loyalty (EL). However, EL has a negative impact on TI, and, at the same time, it mediates the relationship between TS and TI. Moreover, the study demonstrates sequential mediation for TI.

Originality/value

The research adds to the body of knowledge by testing a new framework. Moreover, it introduces sequential mediation for TI.

Details

Industrial and Commercial Training, vol. 54 no. 4
Type: Research Article
ISSN: 0019-7858

Keywords

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