Search results

This study, conducted in a large public sector undertaking in India that had undergone a major change recently, examines the influence of personality factors on employees ability of coping with organizational change in the Indian context. The role of personality factors—self‐esteem, optimism, perceived control, and change self‐efficacy—on influencing employees for coping with organizational change has been examined. Further, the role of demographic variables on the employee's ability of coping with organizational change has also been studied. Results that these personality factors—perceived control, optimism and change self‐efficacy—indicate a significant relationship with coping with organizational change. Contrary to expectations, self‐esteem has not been significantly associated with coping with organizational change. Demographic variables—seniority and education—indicate a significant relationship with the outcome variable.

The purpose of this paper is to examine the relationship between tacit knowledge-sharing and creative performance of employees from a transformative learning perspective.

This paper uses Structural Equation Modeling to analyze data collected from 440 employees working in Information Technology industry, using a survey-based questionnaire.

The dimensions of tacit knowledge-sharing - tacit knowledge-seeking and tacit knowledge-contribution, positively affect employees' creative performance. Further, an individual’s bisociative cognitive style reinforces the positive association between tacit knowledge-sharing and employee creativity.

The study contributes to the field of knowledge management by using a new theoretical lens, Transformative Learning Theory, to examine how tacit knowledge-sharing adds value to knowledge workers in terms of enhancing their creativity.

This study aims to empirically examine how the perception of social capital in work teams motivates individuals to proactively seek tacit knowledge from teammates and the subsequent impact on individual creative performance. In addition, it offers an empirical validation of interrelationships between the different sub-dimensions of social capital.

A questionnaire-based survey was used, and data were collected from 437 professionals working in the information technology (IT) sector. Structural equation modelling (SEM) using AMOS 22 was used for hypothesis testing.

As per the findings of the study, all social capital dimensions, except shared language and benevolence-based trust, demonstrate a significant positive influence on tacit knowledge-seeking behaviour of employees. The results also provide evidence that point to a significant positive relationship between tacit knowledge-seeking behaviour and the creative performance of employees. Further, a significant positive interrelationship between different social capital dimensions is confirmed.

As per the findings of the study, all social capital dimensions, except shared language and benevolence-based trust, demonstrate a significant positive influence on tacit knowledge-seeking behaviour of employees. The results also provide evidence that point to a significant positive relationship between tacit knowledge-seeking behaviour and the creative performance of employees. Further, a significant positive interrelationship between different social capital dimensions is confirmed.

This study is a comparative organizational analysis of the four subsectors of the Indian information technology (IT) industry, namely, IT service (ITS), business process outsourcing (BPO), software products services (SPS) and engineering and R&D (ER&D). The purpose of this paper is to empirically identify the cross-sectorial attributes, organizational characteristics and the talent best suited to it.

Data were collected using a qualitative research design with semi-structured interviews of 17 industry experts.

Findings suggest there are differences in the internal organization of each subsector and this influences the talent attracted toward it. ITS and BPO are perceived as customer driven sectors where technology is an enabler to facilitate smooth functioning of customer operations. Conversely, technology is the core factor that drives SPS and ER&D. Similar observations and differences in the design, environment, individual motives and competencies are identified. The study also identified the inter-relationships between organizational characteristics, task and social structures in the IT industry using Perrow’s organizational theory.

The findings identify contextual dimensions and shared patterns that exist between the subsectors. At the same time, it distinguishes each subsector in terms of observable and objective characteristics. Significantly, the study highlights the inter-relationships between technology, task, raw material, goal and social interactions. However, the authors stop short of framing hypotheses to test the relationships identified here.

This cross-sectorial study delineates between the four subsectors and provides a foundation for pursuing future investigations in the right direction. This attempt to systematically analyze and compare all the subsectors of the IT industry simultaneously is a distinctive approach. The sectorial diversity suggests a need for talent management practices that will fit the unique characteristics of each subsector.

The purpose of this study is to validate the higher education service quality (HESQUAL) scale using a confirmatory approach and test an improved structural model that predicts student loyalty from image, perceived value, satisfaction and service quality. In addition to validating the HESQUAL scale using a confirmatory approach, two other main limitations in the extant literature are addressed.

The model is tested using data collected from 501 students enrolled in different higher education institutions in Mauritius. A two-stage approach to structural equation modeling is used whereby the measurement model is first tested using confirmatory factor analysis and followed by the assessment of the structural model.

Importantly, results indicate that student satisfaction is influenced by technical service quality, image and perceived value, but not by functional service quality. Both dimensions of service quality however are significant predictors of image and perceived value. The study uses a comprehensive measure of service quality and demonstrates that it is worthwhile to consider functional service quality as higher-order model and clearly distinguish between functional and technical quality, as both the technical and functional aspects play an important role in shaping students’ perceptions and behaviors.

First, in the existing literature, service quality has not been considered as a second-order factor model in structural models of student satisfaction and loyalty, thus lacking either precision or parsimony. Second, the transformative quality aspect of higher education has been largely neglected in previous research testing such predictive models. The model delineates service quality into the functional and transformative (technical) aspects and treats functional service quality as a second-order factor comprising nine sub-dimensions.

This paper aims to explore the relationship between human resource management practices, breach of psychological contract and employee turnover intentions among hotel frontline employees, considering the scant research attention to frontline employee’s perspectives in Indian hospitality industry.

A survey design was used to collect responses from 294 frontline employees (front-office and food and beverage services). Multiple regression analyses have been used to test the hypothesized relationships.

Selection, training and compensation practices were found to influence employee’s turnover intentions. In addition, psychological contract breach was found to enhance employee’s turnover intentions, despite the implementation of effective human resource management practices.

This study examines the role of psychological contract breach as a moderator in the relationship between human resource management practices and turnover intentions in a highly labour-intensive context, the hospitality industry.

The main purpose of this paper is to investigate the effect of benevolence-based, competence-based and integrity-based trust in peers on the employees’ voluntary knowledge contribution and knowledge seeking with them. In addition, this study aims to explore how engaging in knowledge-contribution and knowledge-seeking behavior with peers influences an individual’s creative performance at work.

A questionnaire-based survey was used and data were collected from 401 professionals working in information technology companies. Structural equation modeling was used to test the hypotheses.

Benevolence-based trust and competence-based trust positively influence the extent to which individuals voluntarily engage in knowledge contribution and knowledge seeking with peers. Contrary to expectations, integrity-based trust has a negative effect on knowledge-seeking behavior at workplace. The results also provide evidence for a significant positive relationship between both types of knowledge sharing behavior and employees’ creative performance.

The present study differs from existing studies by offering a theoretical model that integrates different types of knowledge sharing, its antecedents and the differential impact on employee creativity. The model incorporates the knowledge-seeking dimension of individual knowledge sharing behavior, which has received relatively less attention in extant literature, and provides a conceptual comparison of different behavioral contexts in a single study. While prior studies have predominantly explored the antecedents of knowledge sharing, this study is among the few that have simultaneously looked into the outcomes of knowledge sharing at individual level.

The purpose of this study is to provide a nuanced explanation of the linkage between entrepreneurial motivations, job attractiveness and growth of family-owned small and mid-sized enterprises (SMEs) using expectancy and institutional theories.

The data was collected from small family business owners and job seekers in the same companies during interview time using a simple random technique.

The study found that three EMs among small business owners play a pivotal role in family SME business growth in underdeveloped trade regions like China–Pakistan Economic Corridor. These firms are interested in investing in seaport-related commerce, restaurants or hotels and real estate business.

The government, small family business owners, universities and regional youth can use this applied research for their benefits alike.

The study contributes in multiple ways. First, the authors brought a unique context in the emerging economies context of an informal economy like Pakistan. Second, the authors have uniquely tested the moderating role of job attractiveness in the least developed regions. Finally, the authors have integrated family SMEs’ expectancy theory and institutional perspective.

The purpose of this paper is to determine the impact of strategic human resource management (HRM) practices and knowledge strategies on the performance of a sample of software companies in India.

The sample chosen for this study was software professionals in India; the software companies were chosen based on their listing in the NASSCOM annual report, with financial turnover as the basis for classification. In order to measure the tangible and intangible outcomes, instruments used in this study include financial and non-economic performance.

As per the contingency approach, the fit between strategic HRM practices (staffing, general training, specific training, performance appraisal, performance feedback, reward and compensation and employee development) and knowledge strategy dimensions (consolidator, transformer and co-inventor) was observed and the results revealed that the moderation effect has had a positive impact on the firms’ performance.

Investment in specific developmental programs for high-potential employees and quick learners will make knowledge-intensive firms financially sound in the long run. Through an appropriate reward strategy, employees who are capable of lateral and innovative thinking at work can be engaged in consistently delivering quality projects, which will have a significant positive impact on overall project costs and the financial performance of the firm.

The proposed model in this study can enhance a firm’s performance, provided the firm adopts a specific knowledge strategy and coherently aligns it with strategic HRM practices to achieve a sustained competitive advantage.