International Journal of Organizational Analysis最新文献

Purpose

Previous studies considered effectuation and causation as alternative decision-making strategies used by entrepreneurs to navigate uncertainty, having various individual- and firm-level antecedents. This study aims to broaden our understanding of individual-level antecedents by examining the role of Chief Executive Officer (CEO) temporal focus in decision-making processes in small and medium-sized enterprises (SMEs).

Design/methodology/approach

Based on a multiple case study research design, the authors empirically analyse 16 Russian SMEs to uncover how the CEO temporal focus relates to the choice of effectuation/causation strategies under uncertainty.

Findings

CEOs with past orientation tend to adopt causation, future-oriented CEOs adhere to effectuation, while present-focused CEOs rely on both decision-making strategies (i.e. ambidexterity). Prior crisis-related experience is the underlying mechanism behind the relationship between CEO temporal orientation and effectuation/causation strategies. The authors formulate several propositions that may be tested in future studies in the field.

Originality/value

The contribution of this study consists in uncovering a new individual-level antecedent of effectuation/causation under uncertainty (i.e. CEO temporal focus) and suggesting that prior crisis experience acts as a mechanism underlying this relationship. The authors advance the strategic leadership theory by underscoring the CEO’s role in decision-making processes in SMEs.

Purpose

Based on Indian conceptualisation of workplace spirituality, this study aims to examine the linkage between four dimensions of workplace spirituality (swadharma, authenticity, lokasangraha and sense of community) and work-to-family (WTF) enrichment. It also explored the mediating effect of psychological and social capital and the moderating effect of gratitude.

Design/methodology/approach

A sample of 387 women employees of Indian hospitality industry was collected in three waves. The collected data were analysed in three stages. Firstly, reliability, validity and multicollinearity were assessed using appropriate statistical measures like Cronbach’s alpha, composite reliability and average variance explained. Secondly, the relationship between four dimensions of workplace spirituality and WTF enrichment were examined using correlation and hierarchical regression. Several demographic variables like marital status, age, experience and income level were controlled. Thirdly, the moderating effect of gratitude and mediating effects of psychological and social capital were analysed using PROCESS macro.

Findings

The results showed adequate reliability and validity estimates. Also, four dimensions of Indian workplace spirituality were significantly related to WTF enrichment with these dimensions of workplace spirituality collectively explaining 46.8% variations in WTF enrichment. The results also concluded significant meditating effect of psychological and social capital. It also asserted significant moderating effect of gratitude.

Originality/value

The study is based on longitudinal data collected to test seven hypotheses of the study.

Purpose

The purpose of this study is to investigate how social capital resources (SCRs), proactive personality and perceived organizational support (POS) influence work engagement during the organizational socialization process through the lens of self-determination theory (SDT).

Design/methodology/approach

Drawing upon a sample of newly hired employees from diverse industries, data was collected using self-report measures. A total of 619 respondents’ data were qualified for analysis. Regression analysis and structural equation modeling with the bootstrap method were used for hypothesis testing.

Findings

Results indicate that newcomers who used effective organizational socialization tactics (OSTs) experienced higher levels of work engagement. Moreover, SCRs were crucial in shaping the relationship between OSTs and work engagement. Specifically, newcomers with greater SCRs exhibited increased work engagement, enhancing effective OSTs’ positive impact. Furthermore, proactive personality and POS traits moderate the relationship between SCRs and work engagement. Newcomers with a proactive personality were more likely to leverage their SCRs, leading to higher work engagement effectively.

Practical implications

This study underscores the importance of promoting social connections, organizational support, proactivity and positive relationships to enhance employee work engagement and overall well-being in the Pakistani context.

Originality/value

This study examines how SCRs, proactive personality and POS influence work engagement during organizational socialization, a novel area in newcomer adjustment. It highlights the importance of strategic socialization and targeted onboarding programs that enhance SCRs and proactive personalities. By integrating SDT with the cultural context of Pakistani organizations, it offers unique insights for improving newcomer adjustment and engagement.

Purpose

Intellectual capital (IC) is an increasingly important strategic asset for sustainable value creation in organisations. This paper aims to provide a conceptual perspective on the university’s role as a catalyst for IC creation and development within the dynamic landscape of organisations, exploring the nexus to capture its essence.

Design/methodology/approach

Adopting a conceptual framework development approach, key concepts were cohesively and coherently synthesised from various theoretical underpinnings, namely, the multiple capitals approach to maximising corporate value creation, the evolved triple bottom line approach to corporate sustainability, the triple helix innovation model and its subsequent extensions, the upper echelons theory and the social licence construct linked to stakeholder, legitimacy and institutional theories.

Findings

A comprehensive conceptual framework was developed that outlines universities’ role in catalysing four corporate IC forms crucial to sustainable organisational value creation: human capital, governance capital, social/relational capital and structural/organisational capital. The framework interprets this role of universities as dynamic IC reservoirs serving regional ecosystems for sustainable development. It highlights the synergistic sustainable value creation between universities and organisations in host communities and broader society, with university governance acting as a key driver.

Originality/value

This paper offers a theoretically grounded interpretation of universities’ pivotal role in catalysing essential forms of IC to support contemporary organisations’ sustainable value-creation processes. The proposed framework has the potential to ignite conversations on the crucial connection between universities and corporate IC development relevant to sustainable organisations, inspiring future empirical research, reflection and discussion.

Purpose

This quantitative study, rooted in the resource-based view (RBV) theory, aims to investigate the relationships among green transformational leadership, green process innovation, employee environmental beliefs and firm environmental performance in Italian manufacturing companies. This study unfolds a nuanced narrative of how strategic green transformational leadership, coupled with environmentally conscious processes, can synergistically enhance an organization's overall environmental performance.

Design/methodology/approach

The multi-item survey questionnaire used in this study was distributed to leaders in a diverse sample of Italian companies. A total of 296 valid responses were obtained from the surveys. The collected data were analysed using statistical methods such as correlation, confirmatory factor and structural equation modelling using SPSS software.

Findings

The direct influence of green transformational leadership on firm environmental performance is supported. It also confirms the positive impact of green process innovation on environmental outcomes. It identifies green process innovation as a mediator between green transformational leadership and firm environmental performance, and employee environmental beliefs moderate the link between green transformational leadership and firm environmental performance.

Research limitations/implications

This research contributes by advancing understanding within the RBV framework by elucidating the specific mechanisms through which green transformational leadership programs promote green process innovation, enhance environmental performance for organizational success, achieve sustainability goals and foster collaboration and stakeholder engagement.

Practical implications

This study emphasizes the significance of establishing green leadership programs, encouraging green process innovation and systematically monitoring environmental performance to accomplish organizational success and sustainability goals.

Originality/value

This study presents a novel and original examination by integrating the RBV theory on the relationships between green transformational leadership, green process innovation and firm environmental performance, shedding new light on the role of employee environmental beliefs.

Purpose

This study aims to investigate the relationship between the adoption of human resource (HR) analytics and managerial decision-making (DM), with attitude toward artificial intelligence (AI) as a potential moderator.

Design/methodology/approach

This study was conducted in three phases. In Phase I, a comprehensive scale to measure the “Adoption of HR analytics” was conceptualized and developed. In Phase II, the scale was validated and operationalized. Finally, in Phase III, a survey of 377 managers was conducted, and a conceptual model was validated using structural equation modeling.

Findings

This study reveals that the adoption of HR analytics (HRA) and a positive attitude toward AI significantly influence DM. The findings suggest that the structural factors play the most important role in the adoption of HRA, followed by individual factors, value and system support.

Practical implications

These findings hold valuable implications for managers seeking integration of HRA and AI within organizational systems and processes. HR practitioners can evaluate their organization’s readiness for HRA, enabling them to build a future-proof workforce with the necessary skills. It can help managers make the adoption of AI-enabled HRA a reality. The study also helps to remove inhibitions and concerns of HR managers and employees related to AI.

Originality/value

This paper addresses the methodological, practical knowledge and evidence gap in the area of adoption of HRA and DM. It sheds light on the “future of work” in HR, highlighting a potential shift toward human-AI collaboration.

Purpose

This study aims to investigate the relationship between personality traits and innovative behaviour, using a mixed-methods approach to provide deeper insights into these dynamics.

Design/methodology/approach

The authors used a mixed-methods approach, integrating fuzzy set qualitative comparative analysis (fsQCA) with traditional multiple linear regression analysis. This study was conducted among 76 university graduates, using the Big Five personality model and the Innovator DNA model to assess innovative behaviour.

Findings

The findings reveal significant positive correlations between conscientiousness, extraversion and innovative behaviour. The inclusion of fsQCA allowed for a more nuanced understanding of the complex interactions between personality traits and innovative behaviour, highlighting configurations of traits that traditional methods may overlook.

Research limitations/implications

This study's sample size and focus on university graduates may limit the generalisability of the findings. Future research should explore these relationships in more diverse populations and settings to enhance generalisability.

Practical implications

The insights gained from this study can inform the development of more effective talent management strategies, helping organisations to better align personality traits with roles that demand high innovation. This approach can optimise team composition and improve innovative output.

Social implications

Understanding the configurations of personality traits that lead to innovative behaviour can help educational institutions and organisations foster environments that support diverse and innovative thinking, ultimately contributing to societal progress.

Originality/value

This research contributes to the literature by demonstrating the efficacy of fsQCA in capturing the complexities of human behaviour, particularly in the context of personality traits influencing innovation. By combining qualitative and quantitative analyses, this study provides a comprehensive perspective that enhances both methodological rigour and the depth of understanding in psychological and innovation studies.

Purpose

This study aims to investigate the mediating role of trust in management and the moderating role of employee-management congruence in high-performance work system (HPWS) perceptions on the relationship between HPWS and firm performance.

Design/methodology/approach

Survey data on HPWS practices and employee–manager perceptions from a large sample of South Korean firms were integrated with objective financial performance data. Path analysis using STATA 18.0 with robust standard errors was used to test the hypothesised moderated mediation model.

Findings

Trust in management partially mediated the relationship between HPWS and firm performance. While employee–management congruence in HPWS perceptions did not moderate the direct effect of HPWS on firm performance, it significantly moderated the indirect effect through trust in management. The positive influence of HPWS on performance via trust was stronger when employee–management congruence was high.

Originality/value

This study extends the social exchange perspective on the HPWS–performance relationship by incorporating trust in management as a critical mediator and employee–management congruence in HPWS perceptions as a moderator. The findings highlight the importance of fostering shared understandings of human resource practices between employees and managers to optimise the trust-building and performance-enhancing effects of HPWS.