Global Business and Organizational Excellence最新文献

This study explores how small and medium-sized exporters (SMEs) in an emerging economy enhance international performance through digital transformation (DT). It analyzes the mediating role of DT, the enabling role of digital capabilities (DCs), and the moderating effect of digital transformational leadership (DTL). Data from 133 export-oriented SMEs in Vietnam were analyzed using partial least squares structural equation modeling (PLS-SEM) with robustness checks for nonlinear effects, endogeneity, and unobserved heterogeneity. The findings show that DCs—human, innovation, networking, and technical—significantly enhance export performance, both directly and indirectly through DT. DTL further strengthens these relationships by guiding the strategic use of digital technologies. Export competitiveness in emerging markets thus depends not only on technological readiness but also on leadership quality and organizational capability building. Managers should treat DT as a firm-wide capability-development process rather than a simple technology upgrade. Export SMEs need to invest in digital literacy, innovation, and external networks while fostering trust and collective learning under visionary leadership. Policymakers should reinforce SME-focused digital infrastructure, training, and leadership programs to sustain global competitiveness. Integrating the resource-based view (RBV), dynamic capabilities view (DCV), and upper echelons theory (UET), this study offers a unified framework explaining SME internationalization in the digital age. By clarifying how DCs, DT, and DTL interact to drive export performance in a volatile and complex environment, it advances international business theory and provides actionable insights for managers and policymakers.

The rapid adoption of artificial intelligence (AI) is shifting from tools that assist human tasks toward self-directed, agentic AI systems capable of planning and executing complex goals with minimal oversight. However, a clear understanding of what distinguishes these systems from conventional AI agents and generative AI is lacking, obscuring their unique opportunities and risks. To this end, this article addresses that gap by defining the core concepts, technologies, and management approaches for agentic AI systems, which utilize planning, shared memory, tools, and multi-agent teamwork to complete complex tasks autonomously. By contrasting this paradigm with its predecessors, the paper synthesizes recent technical surveys, governance proposals, and early industrial deployments to highlight that while agentic AI enables transformative applications like end-to-end process automation and adaptive decision support, it also introduces significant challenges, including cascading errors, goal misalignment, and regulatory gaps. Finally, this paper concludes with strategic guidance for organizations and consumers to adopt the capabilities of these systems responsibly, emphasizing the imperative of maintaining transparency, accountability, and human oversight.

This perspective article addresses the grand challenge of reducing inequalities—aligned with Sustainable Development Goal 10 (SDG10; Reduced Inequalities)—in the context of multinational corporations (MNCs), positioning it as a critical research agenda for sustainable human resource management (S-HRM) in international business (IB). Adopting a perspective-based research design, it integrates a narrative integrative review, conceptual mapping, and problem-focused and theory-informed reasoning across a century-long timeframe (1925–2024) to interrogate the underexplored S-HRM–inequality nexus in IB. The analysis highlights that—despite growing global attention to inequality from governments, regulatory bodies, and business communities—this issue remains largely overlooked in the S-HRM and IB literature, where it is often subsumed under the generic concept of “social sustainability,” thereby limiting both conceptual clarity and practical impact. If S-HRM research is to remain at the forefront of global business scholarship, it cannot disregard the pressing challenge of inequality reduction. This article makes three contributions: (1) it identifies the conceptual boundaries of inequality within S-HRM in IB, distinguishing it from traditional CSR and exposing overlooked theoretical and empirical blind spots; (2) it delineates major theoretical, empirical and methodological gaps; and (3) it advances a structured, forward-looking research agenda that spans diverse institutional contexts, types of inequality, and theoretical lenses. By linking early legal and normative commitments to inequality eradication with contemporary organizational practices, the article builds a comprehensive foundation for advancing S-HRM scholarship capable of addressing SDG 10 as both a moral imperative and a strategic necessity in global business. It calls on policymakers and international regulatory bodies to encourage MNCs to embed inequality-reduction objectives into S-HRM strategies, making SDG 10 a core element of corporate accountability frameworks to promote equitable socio-economic outcomes in both host and home countries. Ultimately, this article extends the S-HRM literature in IB, outlines practical and theoretical pathways for addressing the grand challenge of inequality, and establishes common ground between S-HRM and inequality research by presenting a robust research agenda to advance knowledge in both domains.

For several decades, an uptrend has been observed in academic inquiries into cultural values, particularly in consumer-focused research. This rising momentum has resulted in a body of research that is now fragmented yet large enough to warrant a systematic review. To address this knowledge gap, we present a panoramic overview of the domain by adopting the hybrid review approach, synthesizing a collection of articles published between 1980 and 2025 (n = 845), using a mix of evaluative bibliometric techniques, i.e., performance analyses and framework-based content analysis. Our findings reveal citation and publication trends along with the most prolific contributors and constituents of the domain. In addition, we present a comprehensive evaluation of the extant literature through content analysis, using the ADO-TCM framework to delineate widely used constructs (antecedents, dimensions, and outcomes), theories, methods, and contexts. This synthesis is the first to provide a quantitative-based hybrid cum systematic overview of cultural values in consumer research. This literature-based assessment of the domain concludes with directions for further research using the ADO-TCM framework and implications to help academics and practitioners draw meaningful insights.

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.