Global Business and Organizational Excellence最新文献

In today's volatile environment, organizations must navigate frequent disruptions—ranging from pandemics to digital transformation—while maintaining stakeholder satisfaction. However, there is a gap in understanding the true effectiveness of technology in facilitating education in the new virtual realm. This study fills this gap by investigating how collaborative engagement can enhance satisfaction in such contexts, using the case of online education during the COVID-19 pandemic. Collaborative learning promotes a feeling of brotherly affection and shared purpose among learners, leading to heightened satisfaction levels and a greater sense of control in the virtual learning environment. It nurtures the development of vital social skills crucial for effective virtual interactions. Individuals who perceive a greater sense of control over their virtual environment are more likely to exhibit enhanced virtual social skills and experience higher levels of satisfaction. The study also reveals the complex relationships between collaborative learning, satisfaction, perceived control, and virtual social skills. It highlights the transformative potential of collaborative learning by empowering students with greater control over their learning experiences and leveraging their virtual social skills. Instructors play a crucial role in creating an environment that fosters students' comfort and confidence in the online medium, using strategies such as interactive activities, breakout rooms, and emoticons to enhance virtual social skills and elicit positive responses from students. To ensure continuous learning during events like the COVID-19 pandemic, instructors should empower students by granting them more control over their learning process, support students in adapting to technological changes, and provide interactive content to cultivate necessary skills for navigating future challenges. Policy frameworks must incorporate mechanisms for peer learning, learner autonomy, and evolving teacher roles, especially as India expands its EdTech ecosystem across diverse demographic and infrastructural contexts.

Drawing on vicarious moral licensing theory, this study examines the influence of perceived external CSR on unethical pro-organizational behavior (UPB), which subsequently affects perceived supervisor-rated performance (PSRP). It further investigates the mediating role of UPB in the CSR–PSRP relationship and the moderating effect of supervisors’ bottom-line mentality (SBLM) on the CSR–UPB link. Using multiple sampling techniques, data were collected from 184 professionals employed in service sector organizations. Partial least squares structural equation modeling (PLS-SEM) was applied to test the hypothesized model. Results indicate that perceived external CSR positively influences UPB, which in turn raises employees’ PSRP. UPB also mediates the relationship between perceived CSR and PSRP. Moreover, SBLM strengthens the relationship between external CSR and UPB. This study is among the first to examine the link between perceived external CSR, UPB, and PSRP, thereby contributing to vicarious moral licensing literature in workplace settings. It also addresses the limited research on the moderating role of SBLM in the CSR–UPB relationship.

Retaining qualified information technology personnel is a major challenge for organizations in today's rapidly changing employment environment. This study examines the impact of age-inclusive human resource practices and diversity on the turnover intention of information technology professionals, with a focus on the moderating roles of belonging and equity. Using a quantitative research approach, data were collected from 270 information technology professionals in India aged 45 years and above through snowball sampling. The hypotheses were tested using structural equation modelling (Smart PLS). The results showed a negative association between turnover intention, age-inclusive HR policies and diversity. Additionally, it was discovered that equity and belonging are mediated partially, suggesting that organizations might reduce the desire of information technology workers to leave by cultivating an inclusive and equitable culture. These findings have important implications, as it is critical to adopt age- and diversity-inclusive Human Resource policies to draw in and retain top talent. Organizations may create a positive work environment that lowers employees’ intention to leave and increases engagement and productivity by emphasizing equity and creating a sense of belonging, which can result in cost savings related to lost productivity. Through the adoption of diversity-focused HR practices, such as skill development programs, flexible work schedules, and mentorship programs, companies can show that they are dedicated to fostering the professional development and well-being of all workers, regardless of age.

Employee turnover intention is a prominent concern for businesses worldwide, since it directly impacts workforce stability and operational effectiveness. The objective of this review is to synthesize existing research on turnover intention, examining the different factors that prompt employees to consider resignation. Employing a thorough analysis of works published in English from 1989 to 2024, this study aims to emphasize significant trends, theoretical progress, and empirical advances in the subject. The data demonstrates a noteworthy surge in research attention towards turnover intention after 2006 and further highlights a continued lack of comprehension regarding its long-term ramifications. To tackle this issue, we have developed an all-encompassing theoretical framework that incorporates the primary aspects that influence the inclination to quit a job, including job satisfaction, organizational commitment, and work-life balance. In addition, we pinpoint crucial areas for further investigation, such as the significance of organizational culture/practices and the influence of remote work on turnover intention. This research offers actionable insights for managers and policymakers, enabling them to develop measures that decrease turnover intention and enhance employee retention. The findings are anticipated to enhance the robustness and flexibility of organizational strategies in maintaining workforce stability.

As organizations navigate complex and rapidly changing business environments, talent management research has become paramount in understanding and leveraging employee capabilities to drive organizational success. This investigative enquiry presents a panoramic overview of talent management research spanning 30 years. A systematic review methodology was employed to analyze the domain's intellectual structure and performance trends using tools from the Bibliometric Analytical Toolbox. Performance analysis, cartographic analysis, thematic evolution, and mapping were conducted with the aid of open-source and quantitative analysis software such as Bibliometrix-R and VOSviewer. The findings revealed an exponential increase in the number of yearly publications on talent management. Four themes illuminating the domain's intellectual structure were identified: talent retention, global talent management, turnover intention, and employee engagement. A sense-making approach was used to identify and elucidate themes. Finally, this review reflects on key implications for policymakers and outlines a comprehensive future research agenda for early-career academics and researchers.

Diversity, equity, and inclusion (DEI) initiatives in the workplace have been noted to potentially mitigate discrimination claims by individuals from marginalized groups such as women and people of color. This phenomenon is attributed to DEI initiatives signaling organizational fairness, leading individuals to perceive the organization as more equitable and dismissing discrimination claims. However, there is a gap in research regarding the impact of DEI initiatives on discrimination claims within the LGBTQ+ community, despite high rates of workplace harassment reported by LGBTQ+ employees. This study extends previous research by assessing whether diversity initiatives emphasizing LGBTQ+ inclusion affect the legitimacy of discrimination claims within this community. Employing a study design adapted from previous research, this study finds that the presence of diversity statements specifically addressing LGBTQ+ inclusion does not diminish the perceived validity of discrimination claims made by LGBTQ+ employees, nor does it reduce support for discrimination-related litigation. These findings suggest that the effects observed in previous research may not necessarily apply to discrimination claims within the LGBTQ+ context. However, further research incorporating stronger signals of organizational support for DEI initiatives and more diverse representations of LGBTQ+-identifying individuals is warranted to confirm these results.

Examining the aspects of constant connectivity to the workplace and identifying key work-life behavioral patterns among employees in the current mobile device-enabled, always-connected environment is vital and has gained substantial research attention. Nevertheless, this subject has not been systematically analyzed in terms of a continuum of different dimensions of constant connectivity to work. Hence, exploring these dimensions is crucial to understanding employees’ work-life strategies and behaviors. This study conducted a systematic literature review to bridge this gap. The Preferred Reporting Items for Systematic Reviews and Metanalysis Extension for Scoping Reviews (PRISMA-ScR) checklist was used, and 48 studies were analyzed. The research questions were answered using thematic content and descriptive analysis. The analysis synthesized three prominent dimensions of constant connectivity: unremitting availability, presumed availability, and needful disconnectivity. Furthermore, constant connectivity to work across the transitioning stages between the work and life domains altered an individual's work-life conflict, work-life balance, and work-life boundaries. These linkages present avenues for employees, organizations, and policymakers to implement practices that enhance benefits and minimize the costs of constant connection to the organization, which would regulate employee work-life behavior regarding constant connectedness.