Search results

The paper aims to propose and validate a process-based model to enhance managerial effectiveness among micro, small and medium enterprises (MSMEs). It has been observed that business uncertainties and inadequate financial resources that MSME entrepreneurs and managers face require them to constantly engage in strong self-awareness and self-regulating behavior to enhance the efficacy in their roles and, henceforth, their role performance effectiveness.

The approach for data collection was based on the clustering of MSMEs belonging to the clusters machine tool, pump manufacturing, foundry, textile and auto-component clusters in India. The respondents to the study were MSME entrepreneurs and managers who oversee and manage multiple functions like operations, quality, marketing, sales, supply chain management, procurement, personnel and administration and general administration.

The self-efficacy of entrepreneurial managers of MSMEs is observed to play an integral role in enhancing the efficacy of their roles, thus highlighting the use of a process-based perspective while dealing with constant resource constraints and excessive dynamism in their business contexts. The ability to handle multiple tasks effectively and resilience to manage challenges enhances their role-making process, which is significant in achieving and sustaining goal-oriented behavior among MSME entrepreneurs and managers.

This paper would serve as an effective model for entrepreneurs and managers to enhance their efficacy in the individual and interdependent role context, which would help achieve their individual and organizational goals. The model emphasizes a process-based perspective that thrusts the need to relate to the organizational context, enhancing individual confidence for goal-related behavior and fulfilling their role-related expectations.

This paper presents a model of enhancing managerial effectiveness that discusses self-efficacy as antecedent behavior. Here, personal and environmental factors aid cognition to one’s capability to construct reality, self-regulate, encode information and engage in effective managerial action.

Organizational diversity training is designed to enhance employees' skills and competencies regarding diversity and its management. The question of its effectiveness, and the conditions under which it thrives, remains a matter of debate. Unlike previous studies that have predominantly focused on the perspective of training participants, this study shifts the lens to the viewpoints of diversity training providers in Germany – a country where the formal requirement for diversity management was implemented relatively recently. The primary objective is to ascertain the critical factors influencing training effectiveness from the providers' perspective.

This research draws upon case studies based on document analysis and qualitative interviews with diversity training providers across Germany.

The investigation reveals that the effectiveness of diversity training, as perceived by providers, hinges on several key factors: the organizational environment (including the widespread recognition of diversity issues and the presence of an organizational diversity framework), the attributes of diversity trainers (notably their personal familiarity with diversity) and the setting and design of the training (such as venue, duration and a blend of instructional approaches). A notable barrier to achieving effective training outcomes is the lack of supportive conditions within client companies, exemplified by limited training budgets, which impedes the accurate assessment of training effectiveness.

This study marks a novel contribution to the field by explicitly focusing on the perspective of diversity training providers in Germany. It provides new insights into the importance of the organizational context surrounding diversity education within the private sector.

This study responded to the call to empirically reconcile conflicting findings in unethical pro-organizational behavior (UPB) literature. It did so by examining the influence of organizational culture on the relationship between affective organizational commitment and UPB.

Using a sample of 710 U.S. service sector employees based on a three-wave data collection design, structural invariance assessment was utilized to evaluate the relationship between affective organizational commitment and UPB across organizational cultures with opposing effectiveness criteria (i.e. focused on stability vs flexibility).

The result indicated a statistically significant positive direct effect between affective organizational commitment and UPB for the stability-focused cultures, while finding a statistically insignificant effect for the flexibility-focused cultures. These results support organizational culture research, which shows that organizational cultures with opposing effectiveness criteria (i.e. stability vs flexibility) can either encourage or discourage ethical behavior.

While leaders and managers encourage employee commitment to the organization, it is important to understand that increased organizational commitment is not limited to positive outcomes. Cultivating elements of flexibility-oriented cultures, like promoting teamwork (as in clan cultures) or fostering innovation and adaptability (as in adhocracy cultures), can be a strategic approach to minimize the chances of UPB among committed employees.

By integrating insights from social exchange theory, Trevino’s interactionist model and the competing values framework, we have contributed to a nuanced understanding of how different organizational cultures can suppress or stimulate UPB.

Teams across a wide range of contexts must look beyond task performance to consider the affective, cognitive and behavioral health of their members. Despite much interest in team health in practice, consideration of team health has remained scant from a research perspective. The purpose of this paper is to address these issues by advancing a definition and model of team health.

The authors review relevant literature on team stress, processes and emergent states to propose a definition and model of team health.

The authors advance a definition of team health, or the holistic, dynamic compilation of states that emerge and interact as a team resource to buffer stress. Further, the authors argue that team health improves outcomes at both the individual and team level by improving team members’ well-being and enhancing team effectiveness, respectively. In addition, the authors propose a framework integrating the job demands-resources model with the input-mediator-output-input model of teamwork to illustrate the behavioral drivers that promote team health, which buffers teams stress to maintain members’ well-being and team effectiveness.

This work answers calls from multidisciplinary industries for work that considers team health, providing implications for future research in this area.

This study aims to investigate the impact of job rotation on employee performance and explores the mediating role of human resources (HR) strategy and training effectiveness on this relationship, within the petrochemical industry, which represents a highly specialist and hazardous industrial context.

Data was collected through a questionnaire which was distributed among the experts working in an Iranian petrochemical organization. Previously validated scales were used to measure job rotation, employee performance, HR strategy and training effectiveness, and partial least squares structural equation modeling was used for hypothesis testing.

The research findings indicated that job rotation had a negative effect on employee performance, while training effectiveness and HR strategy positively mediated the relationship between job rotation and employee performance. This highlights the importance of ensuring effective training and a HR strategy to support job rotation of skilled and specialist employees.

Managers of employees in specialist and hazardous industries, such as petrochemical workers, interested in job rotation to support employee career development, should be mindful of potential negative implications on employee performance. To support and improve employee performance, job rotation should be considered alongside HR strategy and training.

Previous research has largely focused on the value of job rotation to develop managers’ organizational understanding and to reduce injury within blue-collar work, which has led to a paucity of research into job rotation within highly skilled and specialist industrial roles. It is highlighted within the literature that it remains unclear what supports effective job rotation. This study addresses this lacuna by investigating how job rotation affects employee performance in a highly skilled and specialized industry and how strategy and training effectiveness mediate this effect.

Working from home (WFH) was one of the major changes that occurred in many organizations during the COVID-19 pandemic. This also led to online training being conducted during this WFH period. The present study investigated the role of technology, manager support and peer support on self-efficacy and job outcomes (i.e. training transfer, work engagement and job satisfaction) of employees while WFH.

The study framework incorporated Bandura's self-efficacy theory. Data were collected from 852 employees in India, and structural equation modeling was used to analyze the data.

The study found positive relationships between ease of technology use, manager support and peer support on self-efficacy and a negative relationship between self-efficacy and technostress. The study also found significant positive relationships between self-efficacy and training transfer, work engagement and job satisfaction. Moreover, the study also identified the moderating effects of WFH and technical issues in the relationships of self-efficacy with training transfer, work engagement and job satisfaction.

The study is novel in that it extended self-efficacy theory regarding the WFH context with influencers such as technology, managers and peers as organizational factors. It also demonstrated the effectiveness of remote working and online training considering the potential antecedents while WFH. Moreover, the study highlighted the simultaneous role of technology and people (managers and peers) in enhancing job outcomes by increasing self-efficacy among employees.

This study assesses performance measurement (PM) system implementation efforts across various organizational contexts and investigates which factors are critical to achieving implementation success (IS).

An empirical field study was conducted to refine a framework of PM system IS that consists of 5 dimensions of success and 29 factors. A survey questionnaire was used to investigate actual organizational practice and exploratory factor analysis was conducted to refine constructs corresponding to potential factors and dimensions of IS. The resulting variables were then investigated using multiple regression analysis to identify critical success factors for implementing PM systems.

The survey was completed by representatives from 124 organizations and the exploratory factor analysis results indicated that there are three underlying dimensions of IS (i.e. Use of the System, PM System Performance, and Improved Results and Processes) and 12 factors. Of the factors, nine can be considered critical success factors having a significant relationship with at least one dimension of IS: Leader Support, Design and Implementation Approach, Reward System Alignment, Organizational Acceptance, Organizational Culture and Climate, Easy to Define Environment, IT Infrastructure Capabilities, PM System Design Quality, and PM Participation and Training.

The results show that there are distinct dimensions of IS and, although some factors are associated with all dimensions, most are more closely related to only one dimension. This suggests that different strategies should be utilized based on the types of challenges experienced during implementation.

This study aims to investigate the influence mechanism of expatriates' cultural intelligence (CQ) on expatriate effectiveness (task performance and premature return intention), identifying work engagement as a mediator and cultural distance as a boundary condition.

Drawing on the conservation of resource theory and the person–environment fit (P–E fit) theory, a moderated mediation model is built. Working with a sample of 303 international construction expatriates collected by snowball sampling, the hypotheses are tested by using the structural equation model analysis.

Work engagement partially mediates the relationship between expatriates' CQ and task performance, as well as fully mediates the relationship between expatriates' CQ and premature return intention. Cultural distance moderates the positive relationship between CQ and work engagement, as well as moderates the mediating effects of work engagement.

The impacts of potential moderators (e.g. work–family conflict and organizational culture) on the relationship between CQ and expatriate effectiveness have not been considered in this study.

This study is useful for international construction firms to optimize the allocation of human resources.

This study contributes to the expatriate literature by adding empirical evidence to explain the influence mechanism of expatriates' CQ on expatriate effectiveness.

Anti-racism has been practiced in various ways, with varying degrees of effectiveness. This chapter engages with the body of scholarship that focuses on approaches aimed at promoting anti-racist actions, policies and social change. It discusses some of the main anti-racism strategies that have been deployed across different countries and examines anti-racism practices in interpersonal, intergroup and community settings. These approaches encompass civil rights campaigns, legislative and policy interventions, affirmative action, diversity and inclusion training, prejudice reduction, intergroup contact, organisational development and holistic anti-racism approaches. Some anti-racism practices and policies, such as awareness campaigns, social marketing and diversity training, also extend to digital platforms, with social media and multimedia networks deployed to broaden the reach and impact of anti-racist endeavours. This chapter specifically engages with local anti-racism movements and draws principles for broader implementation of anti-racism policy and practice. It concludes with a brief discussion of the effectiveness of contemporary anti-racism approaches.

This study aims to assess the effectiveness of a scale measuring artificial intelligence capabilities by using the resource-based theory. It seeks to examine the impact of these capabilities on the organizational-level resources of dynamic capabilities and organizational creativity, ultimately influencing the overall performance of government organizations.

The calibration of artificial intelligence capabilities scale was conducted using a combination of qualitative and quantitative analysis tools. A set of 26 initial items was formed in the qualitative study. In the quantitative study, self-reported data obtained from 344 public managers was used for the purposes of refining and validating the scale. Hypothesis testing is carried out to examine the relationship between theoretical constructs for the purpose of nomological testing.

Results provide empirical evidence that the presence of artificial intelligence capabilities positively and significantly impacts dynamic capabilities, organizational creativity and performance. Dynamic capabilities also found to partially mediate artificial intelligence capabilities relationship with organizational creativity and performance, and organizational creativity partially mediates dynamic capabilities – organizational creativity link.

The application of artificial intelligence holds promise for improving decision-making and problem-solving processes, thereby increasing the perceived value of public service. This can be achieved through the implementation of regulatory frameworks that serve as a blueprint for enhancing value and performance.

There are a limited number of studies on artificial intelligence capabilities conducted in the government sector, and these studies often present conflicting and inconclusive findings. Moreover, these studies indicate literature has not adequately explored the significance of organizational-level complementarity resources in facilitating the development of unique capabilities within government organizations. This paper presents a framework that can be used by government organizations to assess their artificial intelligence capabilities-organizational performance relation, drawing on the resource-based theory.