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Notwithstanding the rising magnitude of system factors in patient safety improvement, “human factors” such as idiosyncratic deals (i-deals) which also contribute to the adjustment of system deficiencies should not be neglected. The purpose of this paper is to investigate the role of value-based HR practices in catalyzing i-deals, which then influence clinical error control. The research further examines the moderating role of corporate social responsibility (CSR) on the effect of value-based HR practices on i-deals.

The data were collected from middle-level clinicians from hospitals in the Vietnam context.

The research results confirmed the effect chain from value-based HR practices through i-deals to clinical error control with CSR as a moderator.

The HRM literature is expanded through enlisting i-deals and clinical error control as the outcomes of HR practices.

This paper aims to identify crisis leadership competencies in the facility management (FM) sector in Thailand.

The Delphi technique was used in three rounds of opinion evaluation from 24 Thai FM experts, based on which a large-scale questionnaire survey instrument was developed and administered. Of the 350 questionnaires distributed, 290 usable questionnaires were obtained (82.85 per cent response rate). Factor analysis was used to reveal important leadership competencies for managing facilities in crisis situations.

The Delphi technique identified 32 potential FM crisis leadership competencies. Of these, principal component analysis revealed 29 significant competencies. These competencies were grouped, using factor loadings, into five different competencies: emergency preparedness; crisis communication; emotional intelligence; leadership skills; and problem-solving. Emergency preparedness was found to be the most important leadership competency in FM crisis management.

This study is limited to the experiences of FM experts in Thailand. Its empirical results can help human resource managers to develop appropriate training programs and policies for FM practitioners, as well as to help junior FM practitioners develop competencies essential for leaders in the FM sector.

This is a novel empirical study of leadership competencies in a growing business sector in Thailand (FM) and possibly other countries in the Asian region. Leaders in FM can benefit from recognizing the leadership competencies that are critical during crisis management.

This paper aims to analyze the relationship between organizational culture (measured by mission, involvement, consistency, adaptability and well-being), employee organizational commitment and employee innovation in the Vietnamese IT industry.

This is a quantitative research using perceptual scale questionnaire survey developed based on the literature review and in-depth expert interviews. A total of 319 IT professionals working in Vietnam participated in the survey. The data were analyzed using multiple regression analysis.

The results suggest that overall organizational culture and organizational commitment are positively and significantly related to employee innovation. A closer look reveals that out of the organizational culture’s five dimensions, mission, adaptability and well-being are found specifically and significantly related to employee innovation.

The study used a cross-sectional survey where case studies of longitudinal study may add more insight. Further, the Denison organizational culture survey instrument might be subjective. Finally, there may be also some moderating or mediating effects that are not taken into account in this study.

The enhancement of adaptability, well-being, mission and commitment can increase employee innovation in the IT industry.

This paper contributes to the literature and practice by demonstrating the relationship between corporate culture and organizational commitment on employee innovation in a developing country (i.e. Vietnam).

There is limited empirical research that investigates issues related to strategy and its execution in facility management (FM) business especially in Thailand. Thus, the purpose of this study is to examine the factors influencing the execution of the strategy of FM companies located in Thailand from employees’ perspective.

This study used a qualitative research approach. Five FM companies, both foreign and Thai firms, were selected as case studies in this research because of information accessibility and their leading position and reputation in the FM industry in Thailand. The interviews were conducted with the companies’ Chief Executive Officers (CEOs), directors, managers, officers, engineers, technicians and administrators.

The findings indicate that communication, training and development, as well as reward and recognition, are the three main and critical factors in executing the company’s strategy from the employees’ perspective in the FM business.

This study suggests that strategy execution should be built upon a long-term relationship with employees, and company management should recognize the employees’ contribution to the company. Management should also raise employees’ knowledge and understanding of the execution of the company strategy.

This paper provides an enhanced understanding of employees’ perspective toward strategy execution in the FM business. It offers a basis for further study of human resources practices in the context of the FM business.

This paper aims to examine how the dynamic interplay of governance mechanisms of the university-firm R&D alliance reduces obstacles and enables the successful commercialization of research collaboration output.

A longitudinal case research and retrospective strategy were used to collect relevant data and information in the four university-and-firm alliance teams collaborating on R&D projects in Thailand during 2008-2014. In-depth interviews and meetings were conducted with representatives of all partners and R&D project teams.

The authors found that formal and informal control mechanisms act as complementary forms of governance. The informal control (trust) serves as the frame of intentions whether the formal control is interpreted as a guideline or a commitment. Both formal and informal control mechanisms must be put in place to successfully and sustainably develop collaborative research into a commercial product.

This study investigated four Thai government-funded research collaboration teams from a single industry. It would be worth investigating such research collaboration in other industries and those without any government funding.

This study applied an exploratory case research method which is rarely used in research on R&D alliance teams. It generates cross-functional insights on how to build trust in such R&D context, especially in an emerging economy.

The aim of this paper is to investigate the effect of cultural values and cultural adaptability of Chinese expatriates and Thais on organization performance.

The designed perceptual scale research instrument adapted from Schwartz’s instrument is used to conduct a questionnaire survey in which 180 sample Chinese expatriates and Thai coworkers participated. Descriptive statistics, factor analysis, and regression analysis were used to analyze the data obtained.

The authors found that cultural value variables that are significantly related to productivity are social order, openness, and tradition; while cultural adaptability variables found significantly related to productivity are open-mindedness and judgment. When organization performance is focused on innovation, cultural value variables that are found statistically significant are openness and tradition; while cultural adaptability variables that are significant include open-mindedness and personal values. Finally, when customer satisfaction is the organization performance focus, only one cultural value variable is found to be statistically significant, that is, tradition; while cultural adaptability variables that are significant are personal values and judgment.

The results of this study can be used to design new approaches and HRM practices (i.e. recruitment and training) to enhance the corporate culture and cooperation among Chinese expatriates and Thai coworkers to maximize organization performance in a new competitive environment.

This study contributes to the literature on cultural management and cultural adaptability. It empirically investigates the perception of both Chinese and Thais on cultural values influencing the performance of multinational companies. Further, the modified Schwartz’s values survey instrument used in a Thai business operating context makes it a very rare empirical study that provides insight into these issues.

This paper aims to investigate the relationships among supply chain management (SCM) implementation, human resource management (HRM) practices and small- and medium-sized enterprises (SMEs) firm performance in Thailand. It further examines whether HRM practices have a mediating effect on such relationship.

A survey instrument was developed based on the literature review which then was verified by SCM expert opinions. Cross-sectional surveys of sample employees of SMEs in Thailand were undertaken by both direct and mail surveys. Of about 779 questionnaires distributed, 203 usable questionnaires were returned. Structural equation modeling (SEM) was performed to analyze the obtained data.

The statistical results reveal that SCM indirectly improves firm performance of small- and medium-sized firms through HRM practices. The latter, HRM practices, is found to fully mediate the impact of SCM implementation on SME firm performance. These results suggest that SCM cannot enhance SME firm performance if its implementation is undertaken without effective HRM practices.

This study identified the research gap in SCM areas by recognizing the scarcity of research on SCM in SMEs and by identifying and integrating HRM practices as a significant behavioral support system to SCM implementation in SMEs. Its results reveal that HRM practices fully mediates the impact of SCM on SMEs’ firm performance.

The relationship between participation and job performance has captured the interest of not only business researchers but also education researchers. However, the topic has not gained significant attention in the educational management research arena. The purpose of this paper is to empirically examine the impact of participation in decision making on lecturer performance in higher education.

Mail survey was used to collect the data. Open‐ended questionnaires were distributed to the lecturers in Yogyakarta Province in Indonesia. A total of 347 usable questionnaires were obtained which is about 46.3 percent rate of return. Factor analysis was used to identify the constructs. All Cronbach's alpha values are more than 0.7 and factor loading is more than 0.50. Regression analysis was employed to test research hypotheses. In addition, t‐test and ANOVA test were also conducted to investigate the different impact of demographic data on the job performance of the lecturers.

This study finds that participative decision making and academic rank have significant effect on lecturer performance. This finding implies that involving lecturers in educational decision making would be useful to improve not only lecturer performance but also organizational performance. In addition, among all demographic variables taken into account, only academic rank significantly affects lecturer performance.

This study assumes constant the reward system and performance appraisal factors that might affect the relationship between participation and lecturer performance. The research findings urge the Indonesian government to immediately set an order of a participative decision making system to facilitate the realization of a better quality of Indonesian higher education performance.

Participative decision making is a tool to align an organization's vision and a lecturer's objectives. The higher the level of lecturer's participation in decision making the higher the lecturer's commitment to the organization's vision and the higher the lecturer's performance will be.

In this research, the aim is to argue that “trust” is very important in all stages of technology management for human resource management efficiency and effectiveness to improve organizational performance. Therefore the purpose of this paper is to propose the concept and model of “HRIS‐trust” for human resource information system (HRIS) suppliers, who will approach HRIS potential customers.

This is an exploratory study; hence, based on the relevant literature review and the authors' own analysis, six propositions were proposed for HRIS‐Trust model.

HRIS‐Trust is one of the pivotal determinants to help managers make decisions to apply HRIS in the organization in order to achieve sustainable human resource management (HRM) performance. Accordingly, to achieve an effective level of HRIS deployment, HRIS‐suppliers and their customers need to have a clear understanding and definition of appropriate terminology of HRIS‐trust for operational management systems.

As yet this model is untested. Clearly, further research is necessary to test the propositions of the authors' model.

In this paper, it is argued that HRIS‐trust is very important in relation to HRIS deployment. Therefore, HRIS suppliers need to have an understanding about the factors influencing trust in HRIS, especially how to increase customer trust in their HRIS products.

Although many previous studies have demonstrated how an organization can initiate and implement human resource information system (HRIS) efficiently and effectively, very few have investigated factors influencing the trust in HRIS. Hence, this research is one of the first exploratory studies to explore such an issue. In addition, a definition and a model of HRIS‐Trust was proposed.