JOURNAL OF MANAGEMENT DEVELOPMENT最新文献

Purpose

The principal aim of this research is to acquire a deeper understanding of the opinion held by the training and development (T&D) professionals, regarding the use of artificial intelligence (AI) technology in the area of T&D. Particularly in response to the evolving needs of learners, the research aims to ascertain T&D professionals' perspective on the efficiency of AI in fostering T&D, while understanding the constraints and limitations associated with this technology.

Design/methodology/approach

The study is based on qualitative data. With the help of semi-structured interviews, qualitative data has been collected from 21 T&D professionals. Experts working with multinational corporations (MNCs) are selected as a study sample using a convenient sampling technique. Qualitative data were analysed using thematic analysis. Conclusions were drawn based on the results of thematic analysis.

Findings

The findings of the study have revealed a notable and rapid evolution in the requirements of learners, particularly during and post-COVID-19 period. AI-based technology has emerged as a significant contributor, offering learners distinct personalised experiences and enhanced convenience. However, the implementation of AI in training remains in its early stages and has not reached widespread adoption. The findings of the study also highlighted various challenges and limitations, while using AI-based technology for training. It has been found that AI complements rather than replaces the role of a physical trainer.

Originality/value

The originality of this study lies in the application of AI-based training for professional learners, from the perspective of the T&D practitioners working with MNCs in Maharashtra, India. Numerous studies that have recently been published, emphasise the areas in which AI technology can transform the T&D industry. Yet, there are currently very less studies that have attempted to understand the evolving needs of learners and support of AI-based training for the same, from the perspective of the T&D professionals working in Maharashtra, India.

Purpose

The study aims to attain insights into the role of destructive leadership and perceived organizational politics as catalysts for employee disengagement through the perspective of social identity theory. The research further considers employees’ defensive cognitions for a comprehensive understanding of these interrelated phenomena in the workplace.

Design/methodology/approach

In order to ascertain the pertinence and contextual relevance of the proposed framework, literary review was complemented by a survey-based study encompassing 114 full-time employees purposively selected from the six systemically important banks of Pakistan.

Findings

The findings accentuate the significance of destructive leadership in inducing withdrawal behaviours among employees directly and indirectly through continuance commitment. The results also underline perceptions of politics as a significant work environment impediment amplifying employees’ propensity to undergo psychological withdrawal.

Originality/value

The study contributes to strategic human resource management literature by offering an identity-based explanation for employees’ disengagement, considering Pakistan’s power-distant and collectivist orientation. The research further introduces an empirical novelty by postulating a total effect moderation model.

Purpose

This research investigates the types of critical business situations worked on by multinational corporations' senior managers and the competencies they employ to achieve desired outcomes.

Design/methodology/approach

The research is based on a database of N = 440 critical success incidents obtained from semi-structured interviews with a sample of 143 senior managers during competency-based consulting projects over a 25-year period from 1995 to 2019. Content analysis was used to categorise critical success incidents, by similarity of business intent, into groups labelled as critical business situations. Behavioural coding was used to identify competencies.

Findings

Nine critical business situations were found, and 10 competencies identified, accounting for 79% of behaviours displayed by the senior managers. Five competencies were found to be used more universally and five were more dependent on the specific critical business situation.

Research limitations/implications

This research provides an overview of the initial stage of this topic. Further empirical validation including applicability in contemporary business contexts, testing of competency relationships with critical business situation criterion-referenced outcomes, and temporal and geographic usage will be presented in an accompanying study.

Practical implications

Knowledge of the specific competencies and their relative frequencies when displayed in different critical business situations provide the potential to give more targeted development suggestions to senior managers facing similar situations.

Originality/value

This study examines concurrently, both the business situations and associated competencies of senior managers, a group for whom extant research is significantly limited.

Purpose

The investigation into the influence of psychological capital on innovative behavior has typically been grounded in self-efficacy theory. However, individuals with high self-efficacy may encounter obstacles such as overconfidence and reluctance to accept feedback, potentially hindering successful innovation outcomes. Acknowledging the significance of collaborative efforts among organizational members in promoting innovation success, this study aims to examine the association between psychological capital and innovative behavior, with particular attention to the mediating influence of social capital.

Design/methodology/approach

The data utilized in this study were obtained from 6,409 participants enrolled in the Independent Study program “Merdeka Belajar Kampus Merdeka” in 2022. Data collection employed an online survey approach, while data analysis was conducted using Structural Equation Modeling through the SEM-PLS application.

Findings

Social capital serves as a mediator in the relationship between psychological capital and innovative behavior. The results highlight the importance of understanding innovation as an outcome emerging from intricate interactions between psychological and social factors.

Originality/value

This investigation, utilizing social capital theory, furnishes preliminary empirical insights into the intermediary role of social capital between psychological capital and innovative behavior, thereby augmenting the scholarly discourse within this field and paving the way for further scholarly inquiry.

Purpose

This paper brings attention to the role of hybrid middle managers. In particular it explores the relationship of organisational purpose and role requirements.

Design/methodology/approach

The primary research question for the original research was: What does it mean to hybrid managers to lead and deal with imposed changes (restructuring) to services? A novel narrative approach based on a synthesis of Czarniawska, Gabriel and Boje was applied. Accounts from interviews were condensed into narratives by initially using the categories defined by Gabriel (2000) as epic, tragic, comic and romantic and then further categorised into stories, themes and a serial (Czarniawska, 1997). The final stage of the three-way synthesised narrative approach incorporated Boje’s (2001) notion of “antenarrative” to include pre-emplotment elements.

Findings

Four narratives are provided that give insight to the nature of the struggles the hybrid middle managers were in the midst of. A struggle to address incongruent demands being placed on them that cause tension with their sense of purpose, organisational goals and their hybrid clinical roles and management roles. In the midst of these struggles the narratives illustrate the dynamic of ethical resistance that seeks a way forward. However, this appears to come at a health and well-being cost to the middle managers.

Originality/value

The paper offers up the notion of an added third bind to the traditional double, that of “ethical resistance”, a struggle to align organisational purpose with clinical and management role requirements. Theorising this third bind provides a new insight into understanding the context and dynamics of the hybrid middle manager role and behaviour. Indeed, the idea of ethical resistance may cause a revision of how resistance is understood.

Purpose

This study aims to fill a gap in the literature by investigating the relationship between sustainable HRM, organizational resilience, and social, economic, and environmental sustainability.

Design/methodology/approach

This study utilized a quantitative approach to examine the relationship between sustainable HRM, organizational resilience, and sustainability within the hotel industry. The research was conducted through a simple random survey of 153 hotels and restaurants, using online and face-to-face data collection methods. The data is analyzed through AMOS.

Findings

The study highlights that sustainable HRM practices enhance organizational resilience and contribute to social, economic, and environmental sustainability. This research makes theoretical contributions to the literature on HRM and sustainability while offering practical insights for the hotel industry in implementing sustainable HRM to tackle the grand challenge of sustainability. Our findings indicate a positive influence of sustainable HRM on sustainability through organizational resilience.

Originality/value

Previous research needs to adequately explore how sustainable HRM contributes to all three dimensions of sustainability. This study aims to address this gap and provide implications for academics and managers by presenting evidence that sustainable HRM makes organizations resilient, leading to social, economic, and environmental sustainability.

Purpose

This paper aims to examine primarily the readiness for change at an individual level. Additionally, this study examines the impact of internal change factors on individual readiness for change as well as their effect across nations.

Design/methodology/approach

The research relies on a quantitative research approach. A survey was conducted among 241 managers across 33 countries. Covariance-based structural equation modeling (CB-SEM) approach and multigroup analyses have been applied for hypothesis testing.

Findings

Our research contributes a novel perspective on individual readiness for change and unveils how employees' perceptions of context, process and intensity as internal change factors influence their readiness for change. The findings give support to the assertion that employees' attitudes toward change are altered by individual perceptions.

Research limitations/implications

Our research explores the moderating effect of nationality used through a grouped variable and finds significant impacts of clusters of nationalities. Thus, nationality may serve as a proxy for culture that might be examined in future research studies in a more deeply focused way to include beliefs, values and societal norms.

Practical implications

The new understanding of the topic “individual readiness for change” opens up new research directions and enriches ongoing discussions about societal change and sustainable project management. This topic creates a link to situational leadership principles, considers cultural factors and, therefore, advocates for a people-centric approach to modern stakeholder management in order to achieve commitment toward change initiatives and consequent project success.

Social implications

Considering that the path toward the successful implementation of any change project is highly contingent on personal dispositions to change, our research uncovers the potential impact of individual perceptions on employees' readiness for change.

Originality/value

Our major contribution is to highlight the importance of considering individual perceptual drivers of readiness for change and to acknowledge the moderating effect of nationality as a contextual factor altering the relationship between perception of change and individual readiness for change.