Future Business Journal最新文献

Due to their strong emotional interest and ownership control, family firm owners significantly influence their firm’s strategies and governance, which has consequences for their business sustainability practices. The failure to establish or maintain formal organizational structures, and adopt good governance principles, may hinder family firms in their pursuit of long-term sustainability. This study empirically investigated the impact of corporate governance on family firms’ sustainability, with women’s empowerment and culture as moderating and mediating factors, respectively. Data for the study were obtained from a sample of 126 family firms from Saudi Arabia. The study adopted the partial least squares structural equation modelling (PLS-SEM) method. The study results empirically confirmed that corporate governance is positively associated with women’s empowerment, which also assists in achieving business sustainability in family-controlled firms. The adoption of good corporate governance policies, and empowerment of women through their appointment on corporate boards operating in a supportive culture, can reinforce an organization’s mission, purpose and strategies, which can create an enabling environment for family business sustainability.

Purpose

The purpose of this study is to examine the mediating role of the quality-based knowledge management systems (KMSs) in explaining the relationships between AMO-based high-performance work systems (HPWSs) and organizational ambidexterity (OA).

Design/methodology/approach

Using cross-sectional survey, the authors collected data from 277 employees working at the Egyptian public-telecommunication sector and analyzed the hypothesized model using the partial least square structural equation modeling technique. Interviews were conducted with 39 key positions and mirrored against the quantitative data. The qualitative data were analyzed using the thematic analysis technique.

Findings

The authors found that the HPWSs dimensions (i.e., ability and opportunity-enhancing practices) explain the OA level. The HPWSs dimensions (i.e., ability, motivation, and opportunity-enhancing practices) have a significant positive effect on the KMSs quality. The KMSs (i.e., system, service, and information quality) have a significant positive effect on OA and mediate the relationship between HPWSs and OA.

Originality/value

This study is among the first to add significant information on how the quality-based KMSs (as mediator) explain the complex relationship between HPWSs dimensions and OA.

Research limitations/implications

Limited attention was paid to investigating the OA enablers. This study bridges the aforementioned research gap by providing in-depth explanations on how the working systems atmosphere emphasizing ability, motivation, and opportunity-enhancing practices alongside the quality-based KMSs enable OA.

Practical/managerial implication

The findings provide the decision makers in public-telecom sector with a clear guideline for achieving ambidexterity in turbulent business environment.

This paper investigates the mechanisms that lead organizations to impose unnecessary burdens on their actors. The prevailing narrative in the literature is that unnecessary organizational burden (UOB) is created either on purpose—as a way for an organizational actor to assert control—or inadvertently through the passage of time as layers of policies, rules, and processes accumulate. Based on a wide review of relevant literature, we propose a different explanation: in our conceptual framework, the onset and mitigation of unnecessary burdens are explained, respectively, by organizational decision-makers’ weaknesses and strengths. Our framework combines (1) a typology of unnecessary burdens with (2) a typology of factors influencing the likelihood of UOB mitigation, and (3) a typology of managerial mitigation responses to such burdens. The conceptual framework, and a series of 12 propositions, aim to offer researchers and practitioners a shared language to empirically investigate unnecessary organizational burden, and implement effective solutions.