Pub Date : 2023-06-14DOI: 10.1108/joepp-03-2023-0072
Carla Freire, A. Azevêdo
PurposeIn recent decades, human resource management (HRM) in health organizations has faced several problems associated with employees' efficiency and happiness, which has been particularly exacerbated after the pandemic crisis. In this scenario, this study seeks to analyze nurses' turnover intention by comparing Portuguese public and private healthcare organizations. As determining factors, transformational leadership, perceived organizational support and organizational commitment were considered.Design/methodology/approachA survey was digitally applied to 277 nurses from Portuguese public and private healthcare organizations.FindingsResults suggested that there are differences in nurses' turnover intentions: there is a greater likelihood of nurses in the private sector planning to leave the healthcare organizations the nurses work for when compared to public hospital nurses. Furthermore, nurses in public hospitals perceive lower levels of transformational leadership, organizational support and organizational commitment than those in the private sector. The underlying cause as to the intention of leaving the public sector resides in normative commitment. On the other hand, lower affective commitment explains the intention to abandon the private sector.Practical implicationsThis study is relevant for human resource managers and administrators in public and private hospitals since it enables a diagnosis of the situation, as well as a definition of the most appropriate policies for each of the sectors as a strategy to attract and retain health professionals.Originality/valueThis study is significant as the study provides a better understanding of the reasons which lead nurses to consider leaving the organization where the nurses work and the difference between nursing professionals in public and private hospitals.
{"title":"“Look before you leap”: comparing the turnover intention of nurses as public servants and private employees","authors":"Carla Freire, A. Azevêdo","doi":"10.1108/joepp-03-2023-0072","DOIUrl":"https://doi.org/10.1108/joepp-03-2023-0072","url":null,"abstract":"PurposeIn recent decades, human resource management (HRM) in health organizations has faced several problems associated with employees' efficiency and happiness, which has been particularly exacerbated after the pandemic crisis. In this scenario, this study seeks to analyze nurses' turnover intention by comparing Portuguese public and private healthcare organizations. As determining factors, transformational leadership, perceived organizational support and organizational commitment were considered.Design/methodology/approachA survey was digitally applied to 277 nurses from Portuguese public and private healthcare organizations.FindingsResults suggested that there are differences in nurses' turnover intentions: there is a greater likelihood of nurses in the private sector planning to leave the healthcare organizations the nurses work for when compared to public hospital nurses. Furthermore, nurses in public hospitals perceive lower levels of transformational leadership, organizational support and organizational commitment than those in the private sector. The underlying cause as to the intention of leaving the public sector resides in normative commitment. On the other hand, lower affective commitment explains the intention to abandon the private sector.Practical implicationsThis study is relevant for human resource managers and administrators in public and private hospitals since it enables a diagnosis of the situation, as well as a definition of the most appropriate policies for each of the sectors as a strategy to attract and retain health professionals.Originality/valueThis study is significant as the study provides a better understanding of the reasons which lead nurses to consider leaving the organization where the nurses work and the difference between nursing professionals in public and private hospitals.","PeriodicalId":51810,"journal":{"name":"Journal of Organizational Effectiveness-People and Performance","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2023-06-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77751885","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-09DOI: 10.1108/joepp-10-2022-0296
Umar Farooq Sahibzada, Nadia Aslam Janjua, Muhammad Muavia, Suhaib Aamir
Purpose The purpose of this study is to examine the link between knowledge-oriented leadership (KOL) and organizational performance (OP) at Higher Education Institutions (HEIs) both directly and indirectly through service innovation and knowledge-sharing quality. Design/methodology/approach This research used Smart PLS 4.0 to model structural equations using a sample comprising 237 academic staff from HEIs in China. Findings According to the study data, KOL has a negligible direct influence on organizational performance. The link between KOL and OP, on the other hand, is entirely mediated by the quality of knowledge sharing quality and service innovation. Practical implications The study results validate universities' experience with KOL and propose ways for academics at higher education institutions to prioritize the quality of knowledge sharing and service innovation, which in turn helps organizations function better in a volatile environment. Originality/value Despite the growing relevance of knowledge-oriented leadership in higher education, little research has been conducted to examine the mediating impact of numerous factors in the link between KOL and OP. The present research examines the link between knowledge-oriented leadership, the quality of knowledge sharing, service innovation and the performance of higher education institutions. The current study scientifically investigates the link between KOL and OP and offers insight into the existing literature by examining the mediating role of KSQ and SI.
{"title":"Knowledge-oriented leadership and organizational performance: modelling the mediating role of service innovation, knowledge sharing quality","authors":"Umar Farooq Sahibzada, Nadia Aslam Janjua, Muhammad Muavia, Suhaib Aamir","doi":"10.1108/joepp-10-2022-0296","DOIUrl":"https://doi.org/10.1108/joepp-10-2022-0296","url":null,"abstract":"Purpose The purpose of this study is to examine the link between knowledge-oriented leadership (KOL) and organizational performance (OP) at Higher Education Institutions (HEIs) both directly and indirectly through service innovation and knowledge-sharing quality. Design/methodology/approach This research used Smart PLS 4.0 to model structural equations using a sample comprising 237 academic staff from HEIs in China. Findings According to the study data, KOL has a negligible direct influence on organizational performance. The link between KOL and OP, on the other hand, is entirely mediated by the quality of knowledge sharing quality and service innovation. Practical implications The study results validate universities' experience with KOL and propose ways for academics at higher education institutions to prioritize the quality of knowledge sharing and service innovation, which in turn helps organizations function better in a volatile environment. Originality/value Despite the growing relevance of knowledge-oriented leadership in higher education, little research has been conducted to examine the mediating impact of numerous factors in the link between KOL and OP. The present research examines the link between knowledge-oriented leadership, the quality of knowledge sharing, service innovation and the performance of higher education institutions. The current study scientifically investigates the link between KOL and OP and offers insight into the existing literature by examining the mediating role of KSQ and SI.","PeriodicalId":51810,"journal":{"name":"Journal of Organizational Effectiveness-People and Performance","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-06-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135051161","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-01DOI: 10.1108/joepp-04-2022-0079
Laura Zapata, G. Ibarra, Pierre-Henri Blancher
PurposeNew ways of working have rapidly increased in organizations, promising employees a better control over their work time, space, and more autonomy. The present study analyzes the relationship between new ways of working and employee engagement and productivity.Design/methodology/approachA survey was conducted to evaluate organizational practices developed based on flexible schemes and the relevance of employee engagement for better productivity based on digital tools. Data were analyzed using structural equation modeling.FindingsNew ways of work requires an integration of workspaces' design, social interaction, and individual wellness. Organizations need to recognize how employees' trust, commitment, and passion are fundamental to face current and future changes. Flexibility in time and space and digital tools for work are critical.Practical implicationsA personalization of organizational practices to support individual well-being and flexible and hybrid schemes of work are needed. Developing policies collaboratively to work together respectfully in a hybrid environment is necessary.Social implicationsHybrid work format is allowing women to balance career and childcare, reducing the wage gap with men. The green imperative has also played a role reducing the amount of carbon monoxide produced via commuter.Originality/valueThe present study exposes how organizational practices must ensure employee well-being and autonomy to perform their tasks. In this regard, employees need to be recognized as individuals, physically and mentally. Attempting to force a one-size-fit-all solution can have detrimental effects on the workforce, particularly on women, people of lower socioeconomic status, and people in less advanced economies. Personalization requests empowerment and democratization at work.
{"title":"Engaging new ways of work: the relevance of flexibility and digital tools in a post-COVID-19 era","authors":"Laura Zapata, G. Ibarra, Pierre-Henri Blancher","doi":"10.1108/joepp-04-2022-0079","DOIUrl":"https://doi.org/10.1108/joepp-04-2022-0079","url":null,"abstract":"PurposeNew ways of working have rapidly increased in organizations, promising employees a better control over their work time, space, and more autonomy. The present study analyzes the relationship between new ways of working and employee engagement and productivity.Design/methodology/approachA survey was conducted to evaluate organizational practices developed based on flexible schemes and the relevance of employee engagement for better productivity based on digital tools. Data were analyzed using structural equation modeling.FindingsNew ways of work requires an integration of workspaces' design, social interaction, and individual wellness. Organizations need to recognize how employees' trust, commitment, and passion are fundamental to face current and future changes. Flexibility in time and space and digital tools for work are critical.Practical implicationsA personalization of organizational practices to support individual well-being and flexible and hybrid schemes of work are needed. Developing policies collaboratively to work together respectfully in a hybrid environment is necessary.Social implicationsHybrid work format is allowing women to balance career and childcare, reducing the wage gap with men. The green imperative has also played a role reducing the amount of carbon monoxide produced via commuter.Originality/valueThe present study exposes how organizational practices must ensure employee well-being and autonomy to perform their tasks. In this regard, employees need to be recognized as individuals, physically and mentally. Attempting to force a one-size-fit-all solution can have detrimental effects on the workforce, particularly on women, people of lower socioeconomic status, and people in less advanced economies. Personalization requests empowerment and democratization at work.","PeriodicalId":51810,"journal":{"name":"Journal of Organizational Effectiveness-People and Performance","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2023-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74033826","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-31DOI: 10.1108/joepp-02-2022-0030
Muhammad Imran Malik, Shabir Hyder, Saddam Hussain, Niaz Muhammad, Muhammad Sabir, Farida Saleem
Purpose The aim of the study is to test the integrated model involving work stress, office clutter and employee performance with the moderating roles of training and self-discipline (SD) after the re-opening of the banks after the COVID-19 wave. Design/methodology/approach The study used 333 respondents from banking industry, whose responses were recorded using a closed ended questionnaire. The authors used partial least square path anaysis to analyze the data. Findings Work stress significantly increases office clutter, which harms the employees’ performance. Moreover, SD and training significantly improve employees’ performance by reducing work stress and thereby office clutter. There are various mechanisms through which both these factors reduced stress and office clutter. Practical implications The employee’s performance can be enhanced with lower levels of office clutter. The office clutter can be managed through having lower levels of stress and providing people with training and inculcating SD among them. A greater understanding of the factors that count toward office clutter might help bank managers and employees to address the issues related to their performance. Originality/value The authors have proposed a new framework involving conservation of resources theory for the employees’ performance. They posit employees’ performance is an organizational resource, which can be conserved as well as enriched both by employers and employees through their own contribution.
{"title":"Work stress, office clutter and employees’ performance during COVID-19 waves","authors":"Muhammad Imran Malik, Shabir Hyder, Saddam Hussain, Niaz Muhammad, Muhammad Sabir, Farida Saleem","doi":"10.1108/joepp-02-2022-0030","DOIUrl":"https://doi.org/10.1108/joepp-02-2022-0030","url":null,"abstract":"Purpose The aim of the study is to test the integrated model involving work stress, office clutter and employee performance with the moderating roles of training and self-discipline (SD) after the re-opening of the banks after the COVID-19 wave. Design/methodology/approach The study used 333 respondents from banking industry, whose responses were recorded using a closed ended questionnaire. The authors used partial least square path anaysis to analyze the data. Findings Work stress significantly increases office clutter, which harms the employees’ performance. Moreover, SD and training significantly improve employees’ performance by reducing work stress and thereby office clutter. There are various mechanisms through which both these factors reduced stress and office clutter. Practical implications The employee’s performance can be enhanced with lower levels of office clutter. The office clutter can be managed through having lower levels of stress and providing people with training and inculcating SD among them. A greater understanding of the factors that count toward office clutter might help bank managers and employees to address the issues related to their performance. Originality/value The authors have proposed a new framework involving conservation of resources theory for the employees’ performance. They posit employees’ performance is an organizational resource, which can be conserved as well as enriched both by employers and employees through their own contribution.","PeriodicalId":51810,"journal":{"name":"Journal of Organizational Effectiveness-People and Performance","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-05-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135434229","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-30DOI: 10.1108/joepp-01-2023-0028
Nisma Naeem Mian, M. I. Malik, Saddam Hussain
PurposeThe aim of the study is to investigate the relationship between humble leadership, project success, and service-oriented organizational citizenship behavior (OCB) and how task complexity may moderate this relationship. The study aims to determine if humble leaders are more likely to promote service-oriented OCB among team members and if this behavior in turn leads to greater project success, especially in complex task environments. These relationships are examined through the lens of the conservation of resources theory.Design/methodology/approachThe data were collected from the employees working in software companies using a closed-ended questionnaire, and a total of 214 complete questionnaires were analyzed. The research model was tested using structural equation modeling with the help of Smart PLS 3 software.FindingsHumble leadership is positively associated with service-oriented organizational citizenship behavior (OCB), which in turn is linked to project success. Task complexity does not appear to have a significant impact on this relationship.Practical implicationsHumble leadership is positively related to IT project success through its influence on service-oriented organizational citizenship behavior and task complexity. Implications include the importance of fostering a humble leadership style to enhance IT project success, as well as the potential benefits of promoting service-oriented behavior among employees. It also highlights the need to consider task complexity when evaluating project success.Originality/valueThe research explores the relationship between “humble leadership” and project success, and how it relates to “service-oriented organizational citizenship behavior” and “task complexity”. It presents an original perspective on the role of leadership in project success and the impact of organizational culture on project outcomes through the lens of the conservation of resources theory.
{"title":"Humble leadership and project success: underpinning service-oriented organizational citizenship behavior and task complexity","authors":"Nisma Naeem Mian, M. I. Malik, Saddam Hussain","doi":"10.1108/joepp-01-2023-0028","DOIUrl":"https://doi.org/10.1108/joepp-01-2023-0028","url":null,"abstract":"PurposeThe aim of the study is to investigate the relationship between humble leadership, project success, and service-oriented organizational citizenship behavior (OCB) and how task complexity may moderate this relationship. The study aims to determine if humble leaders are more likely to promote service-oriented OCB among team members and if this behavior in turn leads to greater project success, especially in complex task environments. These relationships are examined through the lens of the conservation of resources theory.Design/methodology/approachThe data were collected from the employees working in software companies using a closed-ended questionnaire, and a total of 214 complete questionnaires were analyzed. The research model was tested using structural equation modeling with the help of Smart PLS 3 software.FindingsHumble leadership is positively associated with service-oriented organizational citizenship behavior (OCB), which in turn is linked to project success. Task complexity does not appear to have a significant impact on this relationship.Practical implicationsHumble leadership is positively related to IT project success through its influence on service-oriented organizational citizenship behavior and task complexity. Implications include the importance of fostering a humble leadership style to enhance IT project success, as well as the potential benefits of promoting service-oriented behavior among employees. It also highlights the need to consider task complexity when evaluating project success.Originality/valueThe research explores the relationship between “humble leadership” and project success, and how it relates to “service-oriented organizational citizenship behavior” and “task complexity”. It presents an original perspective on the role of leadership in project success and the impact of organizational culture on project outcomes through the lens of the conservation of resources theory.","PeriodicalId":51810,"journal":{"name":"Journal of Organizational Effectiveness-People and Performance","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2023-05-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82769810","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-29DOI: 10.1108/joepp-10-2022-0304
Sumaia Farzana, Peerayuth Charoensukmongkol
PurposeThis research study investigated the relationship between participative decision-making and innovative work behavior by considering the moderating role of power distance orientation of individuals. Grounded in the approach-inhibition theory of power, the authors proposed that participative decision-making could mitigate perceived power gap and motivate individuals with high power distance orientation to engage more in innovative work behavior.Design/methodology/approachSurvey data were collected from 243 faculty members from 2 universities located at Dhaka, Bangladesh. The partial least squares structural equation modeling (PLS-SEM) was used for data analysis.FindingsThe results from the model estimation showed that the positive relationship between participative decision-making and innovative work behavior was stronger among faculty members with high power distance orientation than those with low power distance orientation. The simple slope analysis also clarified the fact that faculty members with high power distance orientation could increase their innovative work behavior to be at the same level as that of faculty members with low power distance orientation when the members were involved highly in participative decision-making.Practical implicationsParticipative decision-making is a management practice that should be implemented in order to motivate faculty members to actively engage in innovative work behavior. Particularly for faculty members who are sensitive towards the power status of other members in the workplace, this management practice is highly recommended to lessen the perceived social barrier that discourages these faculty members from engaging in innovative work behavior.Originality/valueThe authors' research advanced knowledge from prior studies by offering new theoretical insight into the role of empowerment practice that could motivate individuals with high power distance orientation to engage more in innovative practices.
{"title":"Using approach-inhibition theory of power to explain how participative decision-making enhances innovative work behavior of high power distance-oriented employees","authors":"Sumaia Farzana, Peerayuth Charoensukmongkol","doi":"10.1108/joepp-10-2022-0304","DOIUrl":"https://doi.org/10.1108/joepp-10-2022-0304","url":null,"abstract":"PurposeThis research study investigated the relationship between participative decision-making and innovative work behavior by considering the moderating role of power distance orientation of individuals. Grounded in the approach-inhibition theory of power, the authors proposed that participative decision-making could mitigate perceived power gap and motivate individuals with high power distance orientation to engage more in innovative work behavior.Design/methodology/approachSurvey data were collected from 243 faculty members from 2 universities located at Dhaka, Bangladesh. The partial least squares structural equation modeling (PLS-SEM) was used for data analysis.FindingsThe results from the model estimation showed that the positive relationship between participative decision-making and innovative work behavior was stronger among faculty members with high power distance orientation than those with low power distance orientation. The simple slope analysis also clarified the fact that faculty members with high power distance orientation could increase their innovative work behavior to be at the same level as that of faculty members with low power distance orientation when the members were involved highly in participative decision-making.Practical implicationsParticipative decision-making is a management practice that should be implemented in order to motivate faculty members to actively engage in innovative work behavior. Particularly for faculty members who are sensitive towards the power status of other members in the workplace, this management practice is highly recommended to lessen the perceived social barrier that discourages these faculty members from engaging in innovative work behavior.Originality/valueThe authors' research advanced knowledge from prior studies by offering new theoretical insight into the role of empowerment practice that could motivate individuals with high power distance orientation to engage more in innovative practices.","PeriodicalId":51810,"journal":{"name":"Journal of Organizational Effectiveness-People and Performance","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2023-05-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80779575","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-24DOI: 10.1108/joepp-03-2023-0069
Shalini Srivastava, Muskan Khan, A. Singh, Ajay Kumar Jain
PurposeBased on the stimulus-organism-response (SOR) model and Transactional Model of Stress and Coping, the current study aims to investigate the direct effects of workplace bullying (WPB) on internal whistleblowing (IW) and workplace withdrawal (WW), as well as the indirect effects, including the mediating role of moral injury (MI) and moderating role of inclusive leadership (IL) in the hospitality sector.Design/methodology/approachThree-waves approach was used to collect data from 266 hotel employees in India. AMOS 21 and Macro-PROCESS were used to analyse the hypothesised relationships.FindingsWPB has a direct effect on IW and workplace withdrawal. MI mediated the relationship between WPB and IW and WPB and WW. Further, IL moderated the relationship between WPB and MI.Practical implicationsThe results of the current study have significant policy-related, academic and practical implications. Executives must be aware of WPB incidents and take prompt action to completely stop them.Originality/valueThe study contributes to the literature by analysing the role of MI as a mediator for the relationship between WPB and WPB's coping strategies like IW and workplace withdrawal. This study also answers repeated calls for more research on MI and MI's consequences.
{"title":"A study of workplace bullying and coping strategies in hospitality sector: role of moral injury and inclusive leadership","authors":"Shalini Srivastava, Muskan Khan, A. Singh, Ajay Kumar Jain","doi":"10.1108/joepp-03-2023-0069","DOIUrl":"https://doi.org/10.1108/joepp-03-2023-0069","url":null,"abstract":"PurposeBased on the stimulus-organism-response (SOR) model and Transactional Model of Stress and Coping, the current study aims to investigate the direct effects of workplace bullying (WPB) on internal whistleblowing (IW) and workplace withdrawal (WW), as well as the indirect effects, including the mediating role of moral injury (MI) and moderating role of inclusive leadership (IL) in the hospitality sector.Design/methodology/approachThree-waves approach was used to collect data from 266 hotel employees in India. AMOS 21 and Macro-PROCESS were used to analyse the hypothesised relationships.FindingsWPB has a direct effect on IW and workplace withdrawal. MI mediated the relationship between WPB and IW and WPB and WW. Further, IL moderated the relationship between WPB and MI.Practical implicationsThe results of the current study have significant policy-related, academic and practical implications. Executives must be aware of WPB incidents and take prompt action to completely stop them.Originality/valueThe study contributes to the literature by analysing the role of MI as a mediator for the relationship between WPB and WPB's coping strategies like IW and workplace withdrawal. This study also answers repeated calls for more research on MI and MI's consequences.","PeriodicalId":51810,"journal":{"name":"Journal of Organizational Effectiveness-People and Performance","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2023-05-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86555379","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-24DOI: 10.1108/joepp-03-2023-0098
M. Daradkeh
PurposeEffective management of risk and knowledge is critical to ensure the success of industry–university collaboration (IUC) projects. However, the intricate dynamics through which these factors influence the performance of IUC projects have yet to be fully investigated. The purpose of this study is to explore the interplay between risk management and knowledge management capabilities and their impact on IUC project performance.Design/methodology/approachA model was constructed and evaluated through the examination of a sample of 188 collaborative innovation projects located in the United Arab Emirates (UAE), utilizing structural equation models (SEM) and hierarchical regression analysis.FindingsThe findings indicate that social system risk, technical system risk and project management risk have a negative impact on the performance of university–industry collaboration (UIC) projects, while cultural, technical and structural knowledge management capabilities can mitigate the negative impact of these risks on the performance of IUC projects.Practical implicationsThe study concludes with three recommendations aimed at improving the management of UIC projects, including the establishment of a distinct and precise management strategy, the deployment of a comprehensive and systematized management methodology and the adoption of a balanced management framework.Originality/valueThe originality and value of this study lie in its exploration of the interplay between risk management and knowledge management capabilities in IUC projects. While previous studies have examined either risk management or knowledge management in IUC projects separately, this study provides a comprehensive analysis of both factors and their combined impact on project performance. The study also contributes to the literature by highlighting the specific risks and knowledge management capabilities that are most relevant to the context of IUC projects in the UAE. The practical recommendations offered by the study can help project managers and stakeholders to improve the success of collaborative innovation projects.
{"title":"Exploring the influence of risk management on the performance of industry–university collaborative projects: the moderating role of knowledge management capabilities","authors":"M. Daradkeh","doi":"10.1108/joepp-03-2023-0098","DOIUrl":"https://doi.org/10.1108/joepp-03-2023-0098","url":null,"abstract":"PurposeEffective management of risk and knowledge is critical to ensure the success of industry–university collaboration (IUC) projects. However, the intricate dynamics through which these factors influence the performance of IUC projects have yet to be fully investigated. The purpose of this study is to explore the interplay between risk management and knowledge management capabilities and their impact on IUC project performance.Design/methodology/approachA model was constructed and evaluated through the examination of a sample of 188 collaborative innovation projects located in the United Arab Emirates (UAE), utilizing structural equation models (SEM) and hierarchical regression analysis.FindingsThe findings indicate that social system risk, technical system risk and project management risk have a negative impact on the performance of university–industry collaboration (UIC) projects, while cultural, technical and structural knowledge management capabilities can mitigate the negative impact of these risks on the performance of IUC projects.Practical implicationsThe study concludes with three recommendations aimed at improving the management of UIC projects, including the establishment of a distinct and precise management strategy, the deployment of a comprehensive and systematized management methodology and the adoption of a balanced management framework.Originality/valueThe originality and value of this study lie in its exploration of the interplay between risk management and knowledge management capabilities in IUC projects. While previous studies have examined either risk management or knowledge management in IUC projects separately, this study provides a comprehensive analysis of both factors and their combined impact on project performance. The study also contributes to the literature by highlighting the specific risks and knowledge management capabilities that are most relevant to the context of IUC projects in the UAE. The practical recommendations offered by the study can help project managers and stakeholders to improve the success of collaborative innovation projects.","PeriodicalId":51810,"journal":{"name":"Journal of Organizational Effectiveness-People and Performance","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2023-05-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77156121","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-23DOI: 10.1108/joepp-09-2022-0274
Saeed Obaid Semaihi, S. Ahmad, Khalizani Khalid
PurposeThis study investigates the relationship between talent management and individual work performance in public sector organizations and evaluates the influence of line managerial support on mediating the link between talent management and individual work performance.Design/methodology/approachData were collected from 128 respondents working in public sector organizations in the United Arab Emirates. SPSS was used to perform multiple regression analysis to analyze direct relationships between talent management and line managerial support on individual work performance. Using PROCESS mediation analysis, this study also investigates the mediating effects of line managerial support.FindingsThe present study reveals that line managerial support insignificantly influence the individual work performance. Moreover, the findings indicate a substitution effect between talent management and line managerial support, suggesting that public sector organizations may spend their money on relieving line managers of their responsibilities for talent development so that they may focus on other duties.Practical implicationsMore dynamic perspectives on TM in the public sector are necessary to understand better how the TM agenda changes in response to changes in the strategic trajectories of public sector organizations and the interconnection between TM and performance in the public sector.Originality/valueThis study contributes to talent management research in the public sector domain of developing nations by emphasizing the crucial role of line managers in applying TM practices.
{"title":"Talent management and performance in the public sector: the mediating role of line managerial support","authors":"Saeed Obaid Semaihi, S. Ahmad, Khalizani Khalid","doi":"10.1108/joepp-09-2022-0274","DOIUrl":"https://doi.org/10.1108/joepp-09-2022-0274","url":null,"abstract":"PurposeThis study investigates the relationship between talent management and individual work performance in public sector organizations and evaluates the influence of line managerial support on mediating the link between talent management and individual work performance.Design/methodology/approachData were collected from 128 respondents working in public sector organizations in the United Arab Emirates. SPSS was used to perform multiple regression analysis to analyze direct relationships between talent management and line managerial support on individual work performance. Using PROCESS mediation analysis, this study also investigates the mediating effects of line managerial support.FindingsThe present study reveals that line managerial support insignificantly influence the individual work performance. Moreover, the findings indicate a substitution effect between talent management and line managerial support, suggesting that public sector organizations may spend their money on relieving line managers of their responsibilities for talent development so that they may focus on other duties.Practical implicationsMore dynamic perspectives on TM in the public sector are necessary to understand better how the TM agenda changes in response to changes in the strategic trajectories of public sector organizations and the interconnection between TM and performance in the public sector.Originality/valueThis study contributes to talent management research in the public sector domain of developing nations by emphasizing the crucial role of line managers in applying TM practices.","PeriodicalId":51810,"journal":{"name":"Journal of Organizational Effectiveness-People and Performance","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2023-05-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83891647","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-16DOI: 10.1108/joepp-05-2022-0126
Joachim Kahl, S. de Klerk, John Whiteoak
PurposeEmpowerment is recognised as being a key to achieving organisational agility. Typically associated with a particular leadership style, implications of empowerment for management have remained vague in the literature. Thus, this study aims at unpacking the facets and mechanisms of empowerment in the context of organisational units (OUs).Design/methodology/approachFirst, the authors review the extant literature and discuss the crucial concepts in the context empowerment. Then, the authors analyse qualitative data from interviews conducted in four research and development (R&D) departments in the industrial manufacturing industry.FindingsThis study finds that the empowerment of business entities is crucial when operating in turbulent conditions. However, empowerment must be accompanied by a clear focus when aiming at higher agile performance. Moreover, different autonomy types and their interplay with critical factors of middle management empowerment could be identified. The research results also reveal important details about the effects of autonomy on motivation and performance and the role of OUs' dependencies.Practical implicationsThe model proposed in this paper can help senior and middle managers better manage the empowerment of OUs required to enhance middle management agility and, in turn, increase overall organisational adaptability.Originality/valueBeyond regarding empowerment as a leadership style, this paper takes a middle management perspective and unfolds the facets of empowerment in the context of OUs. Adding to the theory of self-organisation, a model is proposed to capture the key factors to determine and manage the autonomy of OUs. These insights are essential to managing autonomy successfully at the middle management level.
{"title":"Managing empowerment: adjusting organisational units' autonomy to achieve corporate agility","authors":"Joachim Kahl, S. de Klerk, John Whiteoak","doi":"10.1108/joepp-05-2022-0126","DOIUrl":"https://doi.org/10.1108/joepp-05-2022-0126","url":null,"abstract":"PurposeEmpowerment is recognised as being a key to achieving organisational agility. Typically associated with a particular leadership style, implications of empowerment for management have remained vague in the literature. Thus, this study aims at unpacking the facets and mechanisms of empowerment in the context of organisational units (OUs).Design/methodology/approachFirst, the authors review the extant literature and discuss the crucial concepts in the context empowerment. Then, the authors analyse qualitative data from interviews conducted in four research and development (R&D) departments in the industrial manufacturing industry.FindingsThis study finds that the empowerment of business entities is crucial when operating in turbulent conditions. However, empowerment must be accompanied by a clear focus when aiming at higher agile performance. Moreover, different autonomy types and their interplay with critical factors of middle management empowerment could be identified. The research results also reveal important details about the effects of autonomy on motivation and performance and the role of OUs' dependencies.Practical implicationsThe model proposed in this paper can help senior and middle managers better manage the empowerment of OUs required to enhance middle management agility and, in turn, increase overall organisational adaptability.Originality/valueBeyond regarding empowerment as a leadership style, this paper takes a middle management perspective and unfolds the facets of empowerment in the context of OUs. Adding to the theory of self-organisation, a model is proposed to capture the key factors to determine and manage the autonomy of OUs. These insights are essential to managing autonomy successfully at the middle management level.","PeriodicalId":51810,"journal":{"name":"Journal of Organizational Effectiveness-People and Performance","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2023-05-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76814168","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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