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Drawing on the competing values framework, we look at the relationship of different organizational cultures (clan, hierarchy, adhocracy and market) with organizational performance. Furthermore, we examine the mediating role of knowledge sharing (attitude and behavior) in the organizational culture and organizational performance relationship.

We draw on survey data from 241 respondents working in the aerospace and aviation manufacturing and services firms in Pakistan (85), Turkey (65) and the United Arab Emirates (91). We employ structural equation modeling for data analysis.

Results suggest that knowledge sharing partially mediates the relationship between clan culture and organizational performance, and fully mediates the market culture and organizational performance relationship. Hierarchy culture is only positively related to organizational performance, while adhocracy culture shows no relationship with knowledge sharing, let alone organizational performance.

While knowledge sharing enhances organizational performance, there is limited knowledge with regard to the specific organizational culture(s) conducive to knowledge sharing and organizational performance. The study extends existing research on the topic and contributes by showing which cultures are more conducive to knowledge sharing and organizational performance and which are less.

This research investigates the roles that resources, organisational structure and climate play in the performance management of National Sport Organisations (NSOs).

This qualitative study draws data from 31 interviews, five focus groups conducted amongst Botswana National Sport Organisations. To corroborate the data collected, documents from these sport organisations were content analysed.

The amount and type of resources available, the degree to which decision-making is centralised, practices formalised and roles specialised affects how NSOs implement performance management. NSOs were not implementing performance management systems and could not tell whether they were creating favourable environments to implement the practices.

Sport managers, policymakers and educators can use insights from this study to improve their practices. This study also proposes avenues for further research.

This study contributes to sport management literature on performance management, and it is original because such as study has not been conducted before.

Aritificial intelligence (AI)-focused enterprises purpose to provide value-creating and differentiated products and services using innovative technologies. For this reason, it is aimed to examine the effects of value creation, intellectual property and organizational creativity variables to make evaluations to increase the success of such enterprises.

Random sampling method was used in the research. The population of the research consists of AI-oriented enterprises in technoparks. On the specified days, short-term visits and surveys were conducted face-to-face. Name and similar personal information was not taken in the research and participation was made on a voluntary basis. A sample size of 500 units is a sufficient size at the 0.05 significance level. SmartPLS (4.0.8.4) licensed software was used in the research.

As a result of the collected data, it has been supported by hypotheses that value creation, intellectual property and organizational creativity have positive effects so that artificial intelligence-oriented enterprises can be successful in performance criteria.

Since the research was conducted by collecting data from artificial intelligence-oriented enterprises in technoparks in Istanbul, it would not be correct to evaluate the analysis results by making generalizations. For this reason, it is recommended that similar studies planned to be conducted in the future should contribute to the literature by developing the research model, taking into account the limited situation in the sample.

According to the results of the analysis of the effects of value creation, intellectual property and organizational creativity in artificial intelligence-oriented enterprises, in order to increase the success of such enterprises, they should offer more value to their customers, protect their technologies and increase their innovation capacity.

Value creation, intellectual property, and organizational creativity in AI-focused enterprises are important topics in a rapidly growing industry such as AI-focused enterprises. Therefore, a research investigating these variables together offers a different perspective than previous studies.

The purpose of this paper is to investigate how absorptive capacity mediates the relationship between ambidextrous organizational learning and performance among small and medium-sized enterprises (SMEs).

Based on the resource-based view (RBV) and the dynamic capability approach, this paper uses the resource-capability-performance framework to construct the theoretical model of this study and tests the theoretical model with the questionnaire survey data of 189 SMEs in mainland China.

Ambidextrous organizational learning has different effects on SMEs' performance in terms of survival performance and growth performance. Both exploitative learning and exploratory learning have positive effects on absorptive capacity, and absorptive capacity has positive influences on both the survival performance and growth performance of SMEs. Absorptive capacity plays different mediating roles in the relationships between ambidextrous organizational learning and SMEs' performance: absorptive capacity plays a partial mediating role in the relationship between exploratory learning and SME growth performance, while absorptive capacity plays complete mediating roles in other relationships.

Managers must stress the use of exploratory learning in order to promote SMEs' growth performance. However, to foster both absorptive capacity and SME performance in terms of survival and growth, managers must pay more attention to take advantage of ambidextrous organizational learning. Government as policymakers should create a favorable environment that enable SMEs to benefit much more from the deployment of ambidextrous organizational learning and absorptive capacity.

To the best of authors’ knowledge, this study is the first to theorize and test the mediating role of absorptive capacity in the linkage between ambidextrous organizational learning and SME performance in terms of survival and growth. Additionally, this study also is the first to provide empirical support for the impact of ambidextrous organizational learning on absorptive capacity among SMEs.

This paper analyses the moderation effect of country culture in the reciprocal relationship between the strategic orientations (Organizational entrepreneurship, organizational innovation and Organizational learning) and the export performance of the firms in two countries with different cultural characteristics (Sociability and Performance). In the same way, it is intended to evaluate if there is a reciprocal relationship between strategic orientations and export performance.

In order to achieve the objectives of the research, a structural equations model is made. One of the benefits of this model is that it allows not only to analyze of the causal relationships of the study variables but also to identify of the behavior presented by the firms in their export performance activities. The database contains 400 SMEs from Colombia and Vietnam, with an export performance developed during 2022.

It was possible to verify a reciprocal relationship between the strategic orientations of organizational entrepreneurship and organizational innovation. However, the relationship between organizational learning and export performance must be validated. Similarly, it was found that countries with a cultural focus on performance will have better export performance than those with a focus on sociability.

The main limitation of this study is the focus on only two countries with diverse cultural characteristics. Future research will aim to verify these relationships with a more significant number of countries and over a more extended time range.

According to the results, assessing the firms' strategies to prioritize product innovation is necessary. This axis is fundamental because it is the means to create value for products and develop the capacities and resources necessary to compete in the international arena.

Among the most critical implications of a country are the social ones. Thus, to the extent that the results in innovation are more evident in the management area, this will help improve the production platform and general conditions at the country level.

The most significant value of this research is in studying the moderation effects of cultural approaches at the country level in the bidirectional relationships studied in this work.

Work-life balance (WLB) policies have become a popular topic in both academic literature and organizations. However, previous studies in this area have provided mixed results, and the impact of WLB policies on various indicators of organizational financial performance remains unclear. There has been no comprehensive review that synthesizes the current state of knowledge and indicates future research directions. This review addresses this gap and provides a systematic review of published papers investigating the relationship between WLB policies and organizational financial performance.

The review follows the PRISMA-ScR guidelines for scoping reviews. An analysis of 421 relevant records in Web of Science and Scopus databases identified 22 original empirical studies that focused on the relationship between WLB policies and financial performance at the level of the organization.

Most reviewed studies indicated a weak positive relationship between WLB policies and financial performance. There was the strongest support for the effectiveness of flexible working hours and job sharing, while there was mixed support for the policy of working from home. There were a higher proportion of positive results in studies conducted in Western countries compared to Asian countries, which indicates a potential moderating effect of culture. This review also describes the primary limitations of previous studies, namely, low test power and insufficient evidence about causality.

This review summarizes the growing body of quantitative research on the relationship between WLB policies and organizational financial performance. It presents a model that includes moderators and mediators of this relationship and indicates potentially fruitful areas for future research.

The purpose of this paper is to examine whether employee outcomes of employee performance and job satisfaction mediate and enhance the effect of e-HRM usage on organizational performance.

Data were collected through a survey involving 35 organizations using e-HRM systems. A partially mixed sequential dominant status explanatory design was used for the study. A stratified convenience sampling technique was used for the quantitative phase of the study. A purposive sampling technique was employed for the qualitative phase. A structural equation modelling technique with the use of the process macro approach was used to analyse collected data.

There is a positive relationship between e-HRM usage and employee outcomes. Employee performance and job satisfaction mediate the effect of e-HRM usage on organizational performance. Employee performance and job satisfaction are contextual variables that characterize effective e-HRM configurations.

Organizations should invest in employee outcomes in order to maximize the potential of e-HRM. The e-HRM configurations characterized by a multiplicity of dimensions are more likely to add to organizational value creation. The deployment of e-HRM systems should be preceded by high levels of employee performance and job satisfaction, for organizational success.

The study contributes to a growing body of knowledge on dimensions, which characterize effective e-HRM configurations, yielding organizational success. Employee performance and job satisfaction should be added to the characteristics of effective e-HRM configurations.

While the potential for HR practices (HRPs) to improve organisational performance is well-established, the mechanisms by which this occurs are complex. Individual HRPs may affect organisational performance either by mutual gains (improving both organisational performance and employee well-being) or by conflicting outcomes (organisational performance is improved at the expense of employee well-being). Models which combine HRPs may mask these differences and this study therefore tests pathways for four individual HRPs.

HRPs (employee involvement, pay, performance management and training) were hypothesised to influence organisational performance directly and indirectly via employee experiences of work (communication, autonomy) and employee well-being. The study used a large secondary dataset, the UK Workplace Employee Relations Survey 2011, to test these relationships in a multi-level model.

Employee experiences of work strongly predicted well-being. In addition, three different pathways from HRP to organisational performance were identified. Pay showed indirect negative effects, involvement had direct positive effects and performance management had a mixture of both positive direct and negative indirect effects on performance.

Using a disaggregated analysis of HRP and demonstrating their differing effects, this study questions the feasibility of a universal model of HRP effects. By using multi-level modelling (MLM), the study develops understanding of employee perspectives and integrates these into organisational-level models, demonstrating that performance effects are partially mediated by both employee experiences of work and employee well-being. Finally, the study highlights the complexity of performance effects achieved via both employee benefits and an intensification of employee experiences.

This study was aimed at obtaining a micro understanding of corporate social responsibility (CSR) by investigating the effect of perceived CSR on job performance. Especially, an attempt is made to explore the mediating role of perceived organizational support and the moderating role of collectivism on the relationship between perceived CSR and job performance.

This study collected questionnaire data from 219 employees of Chinese manufacturing firms, then used hierarchical multiple regression analysis to test our theoretical model.

Our empirical results demonstrate that perceived internal and perceived external CSR are positively associated with job performance. In addition, perceived organizational support mediates the relationship between perceived CSR and job performance, and collectivism positively moderates the relationship between perceived external CSR and perceived organizational support.

This study highlights the importance of adopting various strategies to conduct CSR practices, enhancing perceived organizational support and leveraging employee collectivism, which would be beneficial to improve job performance.

This study reveals employees’ underlying attitudes and behaviors responses to perceived CSR, thereby deepening the micro understanding of CSR. In addition, it extends the literature on social exchange theory by dividing perceived CSR into perceived internal and perceived external CSR and exploring their separate effects on job performance. Moreover, the study reveals the mediating role of perceived organizational support and the moderating role of collectivism, enriching the knowledge based on social exchange theory.

The purpose of this paper is to contribute to the limited body of empirical knowledge on the impact of Lean Six Sigma (LSS) program implementations on organizational performance in financial services by investigating how antecedents of Lean Six Sigma program success (motivations, selected LSS methods and challenges) affect organizational performance enhancement via LSS program performance.

A sample of 198 LSS professionals from 7 countries are surveyed. Structural equation modeling (SEM) is performed to test the questioned relations.

This study’s findings comprise: (1) LSS program performance partially mediates the relationship between motivations for LSS implementation and organizational performance, (2) selected LSS method applications has a fully (mediated) indirect impact on organizational performance, (3) LSS implementation challenges also have an indirect (mediated) impact on organizational performance and (4) LSS program performance has a positive impact on organizational performance.

The findings of this research predominantly provide nuances and details about LSS implementation antecedents and effects, useful for managers in advising their business leaders about the prerequisites and potential operational and financial benefits of LSS implementation. Furthermore, the paper provides evidence and details about the relationship between important antecedents for LSS implementation identified in existing literature and their impact on organizational performance in services. Thereby, this research is the first in providing empirical, cross-sectional, evidence for the antecedents and effects of LSS program implementations in financial services.