JOURNAL OF MANAGEMENT DEVELOPMENT最新文献

Purpose

The purpose of this paper is to explore practices of Territorial-HRM within a network of shoemakers characterized by informal activities.

Design/methodology/approach

Territorial-HRM is a relatively new topic in management sciences, hence a qualitative methodology has been conducted for better exploration. The methodology relies on the development of two series of semi-structured interviews conducted with several members of the network. Data were collected and analyzed based on the thematic analysis method.

Findings

Results show a type of Territorial-HRM that stands out from that of the formal territorial networks largely described in the literature in management sciences. This form of Territorial-HRM is characterized by the following specific practices: Territorial Based Recruitment (TBR), External Mobility, Labor Loan, Inter-Boss Training and Collective Learning.

Research limitations/implications

This study relies on a single research method with a relatively small number of interviews within an informal network in the Senegalese context. The authors recommend replicating the study in other contexts and developing representative samples in order to test or measure the relationships between grounded concepts of Informal Territorial-HRM.

Originality/value

These results reveal a quite different dynamic of the emergence of Territorial-HRM due to the specificity of the network, its informal nature and its socio-cultural anchorage. The paper adds strong enrichment to the Territorial-HRM field of research by laying out its foundation both in Informal Territorial Networks and in the English speaking academic world.

Purpose

The study investigates the role of performance coaching (PC) and employee agility (EA) in training transfer (TT). Research reveals that initially 40% of trainees struggle to apply what they've learned, increasing to 70% after a year, resulting in just a 50% overall training success rate. Following Holton et al.'s learning transfer system (LTS) framework, much research explores the factors affecting TT in various contexts, emphasizing organizational contexts, individual factors and training design, mainly in large corporations. This research, however, delves into the influence of PC (as an organizational context) and EA (as an individual characteristic) on TT in medium- and small-scale Indian enterprises. Building on the resource-based view (RBV) theory, the study also examines how EA mediates the relationship between PC and TT.

Design/methodology/approach

Following LTS framework and building on the RBV theory, the survey research has been designed. Using a validated instrument, data from 411 respondents of Indian micro, small and medium enterprises (MSMEs) are analyzed using structural equation modeling (SEM) by SPSS-AMOS.

Findings

The result proved that PC and EA exert a significant and positive influence on TT. Further, the result proved that EA mediates the relationship between PC and TT.

Originality/value

The research is unique and original, as little research are available on the exploration of the interplay between PC and EA within the framework of MSMEs.

Purpose

The purpose of this study is to investigate the relationship between leadership styles and organizational effectiveness in the oil and gas industry, with a particular focus on the moderating role of knowledge acquisition capacity (KAC).

Design/methodology/approach

Using a survey research design, data was collected from 322 respondents comprising faculty employees in the upstream, midstream and downstream of the oil and gas sector in Ghana. The data were analyzed by using the ordinary least squares approach to structural equation modelling with the use of SPSS and Amos software.

Findings

The findings contribute to the existing body of knowledge by confirming the positive associations between transformational and transactional leadership styles and organizational effectiveness. Moreover, the study highlights the significant moderating role of KAC, shedding light on the interaction between leadership styles and the ability to acquire and integrate external knowledge.

Originality/value

By investigating the influence of KAC, which represents a company’s ability to acquire and integrate external knowledge, this study provides a deeper understanding of how leadership styles interact with knowledge acquisition to shape organizational effectiveness. The study makes a contribution to the upper-echelon theory and a practice-knowledge contribution for managers in the oil and gas industry in Ghana.

Purpose

This paper aims to present a literature review on the emerging field of employee moonlighting, which refers to holding more than one job at a time. It also attempts to integrate the literature on employee moonlighting and present the related research themes.

Design/methodology/approach

This is a systematic literature review (SLR) using the basic guidelines of SLR. A search string is designed, and the prominent database is searched. The results are screened based on self-designed inclusion and exclusion criteria. The qualitative analysis of selected 89 research studies uses inductive thematic analysis and proposes a framework.

Findings

The outcome of the present study consists of a conceptual framework, themes and sub-themes related to employee moonlighting, propositions, and the pictorial representation of the overall outcome. The four key themes that emerged are determinants and traits of moonlighting intentions, the impact of moonlighting on employer and employee, policy, and economic implications, respectively.

Originality/value

The study provides insight into the factors that lead to moonlighting intentions and activity. The managers can understand and analyze these factors and can formulate policies to streamline the moonlighting activity with the organizational goals and for the company’s benefit. Academic scholars can adopt some research ideas from the themes and gaps suggested and can work on them in the near future.

Purpose

This study addresses the gap in research concerning student attitudes toward ethics and social responsibility (E&SR) within diverse organizational contexts, specifically as they transition into managerial and non-managerial roles.

Design/methodology/approach

A total of 425 business students from four universities participated. To determine statistically significant differences between potential managers and non-managers (M&NM), a paired comparison inferential t-test was employed.

Findings

The study revealed positive E&SR attitudes among business students. However, it differed from existing literature by finding a significant difference in perceived E&SR importance between aspirants in managerial and non-managerial positions. Notably, non-managerial students exhibited significantly stronger support for these principles.

Originality/value

This study, conducted in an emerging economy, offers a unique perspective by analyzing E&SR perceptions across both potential management and non-management employees. Given the direct and indirect influence employee perceptions have on business performance, this research sheds light on the crucial role of E&SR in management practices. The findings are further substantiated by robust data and include implications for human resource management, along with suggestions for future research directions.

Purpose

The purpose of this study is to determine the impact of distributive justice on normative commitment, both directly and indirectly through job satisfaction. Instead of integrating all the components of justice and commitment, distributive justice and normative commitment have been given prominence.

Design/methodology/approach

The data were collected through standardised scales from the 305 executives working in the top eight cement organisations located in the central part of the Indian subcontinent. Structural equation modelling (SEM) with bootstrapping was employed to evaluate the hypotheses.

Findings

The results proved that distributive justice helps increase normative commitment and affects job satisfaction positively. Additionally, job satisfaction acts as a mediator between distributive justice and normative commitment.

Research limitations/implications

Due to the adaptation of self-reported questionnaires, the chances of method bias cannot be completely denied. However, the Harman’s single-factor analysis was conducted to handle it. Moreover, the data were obtained from a single source, i.e. the cement industry.

Practical implications

HR practitioners may use the outcomes of this study to promote distributive justice while allocating their sources. It also helps in implementing specific strategies to improve job satisfaction and commitment.

Originality/value

The study proposed a more complex linear model that included job satisfaction as a mediator. Moreover, the study is conducted in emerging economies, which addresses the research gaps in the existing body of literature.

Purpose

The study’s aim was to design and test a leadership development approach using blended learning, to equip leaders for strengthening their own resilience and that of their teams.

Design/methodology/approach

A contextualised leadership development intervention was produced and evaluated following the principles of design-based research. Participants were from three organisations that work internationally to address the impact of economic disadvantage. Initial research used the behavioural event interview technique. Online assessment incorporated measures of situational judgement, emotion recognition and attributional style. Validity measures were multi-rater feedback (criterion), and NEO-PI 3 (construct). Individual feedback and a simulation-based peer workshop were followed by a four-to-six month period of experience-driven development and a final peer workshop for consolidating and evaluating learning outcomes.

Findings

The online assessment was a valid measure of leaders’ personal resilience resources and their resilience-building capability. Overall, the intervention improved participants’ understanding of, and engagement with, the processes of strengthening individual and collective (team) resilience.

Research limitations/implications

The target sample size for the study was relatively small, to ensure it would be practical to replicate the approach when designing similar interventions for a senior leadership population in other contexts. Significant results provided robust evidence for the validity of the assessment approach. Findings for the workshops and experience-driven development phase were more tentative, but the value of the design iterations was clearly demonstrated.

Practical implications

The leadership development approach is suitable for application in other organisations, if similar principles are followed to produce and evaluate materials relevant to each broad sector context. Roll-out is cost-effective, with relatively few hours of blended or virtual delivery supporting experience-driven learning.

Social implications

The impact leaders have on the wellbeing of those who report to them is well established, but less has been done to develop and formally evaluate practical, cost-effective interventions to improve this impact. The approach validated in this study can be applied more widely to benefit employee wellbeing as well as performance.

Originality/value

The study developed and evaluated a new approach to preparing leaders for the challenge of building team resilience, an aspect of leadership capability that has been given relatively little attention to date.

Purpose

The purpose of this paper is to analyze if the sport trajectory could be an impact factor in leadership development.

Design/methodology/approach

A qualitative research method has been adopted by conducting 17 in-depth, semi-structured interviews. The data were analyzed with the program Open Code (4.03).

Findings

The findings of this study revealed that the interviewed managers perceived that their sport trajectory has had an important influence in the development of their leadership. This influence is determined by four factors: (1) sport profile, (2) sport referents, (3) competences, values and abilities and (4) experiences from different sport roles played during their lifespan.

Research limitations/implications

The research is based on interviews with a small sample of managers. In order to develop the research further, a more extensive sample is required.

Originality/value

The paper is unique as it examines the impact of the sport trajectory as an impact factor in leadership development.

Purpose

Workplace thriving (WT), self-job crafting (SJC), and workplace belongingness (WB) have been shown to lead to positive outcomes for organizations and their employees. However, there seems to be a dearth of insights into the relationship between the three constructs, and non-existent in the context of non-family employees (NFEs) working in private family firms. Therefore, this study examines whether enabling NFEs to craft their own jobs leads them to reappraise their position in the organization, thus influencing both WB and WT.

Design/methodology/approach

Leaning on the conservation of resources (COR) theory and with the support of the self-determination theory (SDT), a set of hypotheses is posited relating the dimensions of SJC (seeking resources, seeking challenges and job-demand reduction) to WT, through WB as a mediator. The hypotheses are tested through partial least squares structural equation modeling (PLS-SEM) by collecting survey data from 256 NFEs working in private family firms in Oman.

Findings

The results indicate that all three dimensions of job crafting have a positive influence on WB. In the case of direct effect on WT, only the relationship between seeking challenges and WT was significant. However, the relationships between all 3 dimensions of SJC and WT became significant through WB as mediator.

Research limitations/implications

The implication of this study is that merely empowering non-family employees to craft their own jobs may not lead them to thrive in private family firms. However, if they appraise such empowerment as significant resource-gain that leads them to feel that they belong to the organization, then it is likely to enhance WT.

Practical implications

This study presents evidence for private family firms that by emphasizing on creating a sense of belongingness among their non-family employees, they can create a workplace where such employees can thrive.

Originality/value

Three novel contributions are presented through this research: (1) this appears to be the first study that integrates the COR theory with SDT to enrich the fragmented literature on NFEs in family firms by presenting an integrated framework that links SJC, WB and WT, (2) the study presents nuanced insights into the relationships between the dimensions of SJC and WT and (3) finally, this study provides evidence on the mediating role of WB between dimensions of SJC and WT, which seems to be overlooked in the past.