Search results

Building on the attitude–behavior relationship model, this study aims to contribute to customer orientation literature by suggesting that service employees’ commitment (i.e. personal attitude) affects their customer orientation via the effect of their participation in knowledge sharing with colleagues (i.e. employees’ behavior).

The empirical analysis has been developed around survey data, collected from 165 service workers of Italian museums. The hypotheses are tested through the SPSS PROCESS macro plugin.

Drawing on the importance of human capital to tourism organizations, this study illustrates that affective commitment has a positive and significant influence on employees’ customer orientation, and that this relationship is fully mediated by knowledge-sharing behaviors.

As attitudes are more stable than behaviors, the findings suggest that managers of tourism organizations implement appropriate selection and recruitment techniques, together with adequate involvement and empowerment activities, to identify and support individuals whose attitudes fit the organizational goals.

Acknowledging the contribution that workers can give to service organizations’ success, this paper enriches the understanding of the mechanisms that underlie the relationship between employees’ attitudes and their orientation toward the customer. Building on the cognitive dissonance theory, it adds to extant research on the individual antecedents of employees’ customer orientation by shedding light on the attitude–behavior relationship in tourism organizations.

Starting from the relevance of ethics to the application of artificial intelligence (AI) in the context of employee recruitment and selection (R&S), in this article, we aim to provide a comprehensive review of the literature in light of the main ethical theories (utilitarian theories, theories of justice, and theories of rights) to identify a future research agenda and practical implications.

On the basis of the best-quality and most influential journals, we conducted a systematic review of 120 articles from two databases (Web of Science and Scopus) to provide descriptive results and adopt a framework for deductive classification of the main topics.

Inspired by the three ethical theories, we identified three thematic lines of enquiry for the debate on AI in R&S: (1) the utilitarian view: the efficient optimisation of R&S through AI; (2) the justice view: the perceptions of justice and fairness related to AI techniques; and (3) the rights view: the respect for legal and human rights requirements when AI is applied.

This article provides a detailed assessment of the adoption of AI in the R&S process from the standpoint of traditional ethics theories and offers an integrative theoretical framework for future research on AI in the broader field of HRM.

Building on the importance of students becoming entrepreneurs of their own career, this research aimed to achieve two main objectives: to empirically test the sequential relationship between the three dimensions of entrepreneurial alertness as proposed by Tang et al. (2012) and to link such dimensions to self-perceived employability.

A web survey data were obtained among a sample of 404 universities students. The test of the theoretical framework was performed by running a structural equation modeling (SEM).

The results show that the three entrepreneurial alertness components are sequentially related. Moreover, the results demonstrated that among the examined dimensions, only evaluation and judgment had a direct effect on self-perceived employability, with the remaining dimensions having an indirect influence.

There has been rarely any previous empirical attempt at investigating a framework that consider the relationship between entrepreneurial attitudes, such as alertness, on employability. The investigation of the entrepreneurial attitudes as antecedents of employability is particularly vital to graduates who will soon enter the labor market as “entrepreneurs of their own career”.

Based on the interactionist perspective proposed by Woodman et al. (1993), this paper conceives organizational creativity as a complex concept whose investigation requires the understanding of the process, the product, the person, and the situation. Accordingly, the purpose of this paper is to enrich the understanding of how organizational creativity can be fostered by offering a framework which combines (inter-)individual-level learning (collecting knowledge from others), information sharing (through information and communication technology (ICT) infrastructures), and contextual factors (perceived top management support).

The empirical analysis draws on a sample of 362 employees from five subsidiaries of multinational corporations. The analysis is based on multivariate regression models considering organizational creativity as dependent variable.

The paper shows that individuals’ orientation toward learning from others significantly enhances organizational creativity. However, heavy ICT use negatively moderates the relationship between knowledge collecting and organizational creativity, while top management support does not show a significant moderating effect on the association between knowledge collecting and organizational creativity.

Although based on a geographically bounded perimeter, the analysis allows some generalizations.

Based on these results, the paper contributes to the literature on organizational creativity by confirming the importance of providing a holistic view of the phenomenon, consistent with its inherent complexity. In so doing, it suggests organizations and their managers should simultaneously pay attention to individual and contextual factors when planning how to foster their firms’ creativity, as both of them are found to play a critical role in firms’ success and competitiveness.

This paper aims to investigate, following previous studies on knowledge-sharing (KS) processes that consist of knowledge donating (KD) and knowledge collecting (KC), the relationship between KS processes and KS enablers to understand the effect of organizational, individual and technological factors.

The study is based on a Web survey. Data were collected from a sample of 759 knowledge workers selected from 23 knowledge-intensive manufacturing companies exposed to international markets and located in Tuscany (Italy). The analysis is based on multivariate regression models considering KD and KC as dependent variables.

The results show that individual, organizational and technological factors matter to KS. Specifically, the paper reports that individual-level enablers and supportive leadership have a positive effect on both sub-processes of knowledge sharing. Further, the organic management system has a strong and positive impact on KD, while the efficacy of information and communication technology solutions is positively related to KC.

Although based on a geographically bounded perimeter, the analysis allows some generalizations. In fact, the paper proposes a set of enablers that empirically link micro- and macro-organizational mechanisms to KS.

The evidence described can help improve the organizational management of KS and, consequently, support managers dealing with organizational design aimed at successful KS.

The paper presents original results by combining individual, organizational and technological variables in the explanation of KS. It could be a basis for further studies.

An effective approach to the optimal design of electromagnetic devices should take into account the effect of mechanical tolerances on the actual devices performance. A possible approach could be to match a Pareto optimality study with a Monte Carlo analysis by randomly varying the constructive parameters. In this paper it is shown how such an analysis can be used to allow an expert designer to select among different Pareto optimal designs.

The purpose of this paper is to explore the impact of different cultural typologies (i.e. innovative, competitive, bureaucratic and community) on employees’ knowledge-sharing processes within multinational corporations (MNCs) by taking a subsidiary perspective. It particularly applies the competing values framework to the study of individuals’ orientations toward sharing knowledge with others while also investigating the influence of top management support on such orientations.

To test the proposed hypotheses, in this paper, survey data of 389 employees from six Italian subsidiaries are empirically analyzed by running hierarchical regressions on the two dimensions of knowledge-sharing processes, i.e. knowledge donating and knowledge collecting.

The results show that the four types of organizational culture differently affect the knowledge-sharing sub-processes and confirm the importance of a strong top management support to facilitate interpersonal relationships.

Despite the cross-sectional nature of the data and the limitations arising from the subsidiaries’ position in the country, the findings suggest managers to pay great attention to the positive side of bureaucracy by emphasizing the need for order and efficiency while, at the same time, providing employees with a constant and encouraging support toward knowledge-sharing activities.

The paper adds empirical evidence to the limited existing research on knowledge-sharing sub-processes of knowledge donating and collecting, extends the understanding of how different organizational cultures affect such processes, and contributes to the literature on MNCs’ knowledge-based activities by adopting a subsidiary perspective.

The paper aims at assessing the role of the different stages of the employment process in gauging workers' willingness to upskill themselves at the end of a seasonal employment contract by investing in further training.

The paper analyses data from a dedicated survey administered to a sample of seasonal employees. Through a regression analysis it explores the different stages of the employment process (job search, selection on the job activities), making a distinction between monetary and nonmonetary components of the investment in training.

Results show that all stages matter, but they do not have the same importance. Ex-ante motivations and work experience, notably the level of perceived workload and organizational commitment, are the main factors affecting workers' willingness to acquire industry-specific skills through training.

So far, the literature has extensively dealt with the poor levels of training in seasonal employers, but it did not analyse worker’s willingness to invest in training over the different stages of the worker experience. This paper fills this gap by separately testing the relative importance of such stages and identifying the most important phases of the employment process.