Abstract

This dataset delves into the intricate dynamics linking organizational commitment (OC) and job performance (JP) within the realm of State-Owned Enterprises (SOEs). Centering on the water supply industry, it seeks to unravel the nuances of organizational citizenship behavior (OCB) in an economy oriented by socialist values. The compilation of this dataset represents a balanced integration of qualitative and quantitative methodologies, incorporating insights from expert interviews alongside data gathered from employee surveys. It encompasses 336 valid responses, which have been meticulously analyzed through Partial Least Squares Structural Equation Modeling (PLS-SEM). This approach facilitates a deeper understanding of the interconnections between OC, OCB, and EP. The dataset is instrumental in highlighting the pivotal role of professional integrity and voluntary dedication within SOEs, underscoring their critical function in representing state interests and effectively serving the public.

Background

The dataset presents an in-depth exploration of the raw data related to the intricate relationship between organizational commitment (OC) and job performance (JP) in State-Owned Enterprises (SOEs), with a specific focus on the water supply sector. This sector is highlighted for its pivotal role in public service and the socialist market economy. The data provides insights into how various forms of organizational commitment—emotional, continuous, and normative—affect employee behavior and performance in SOEs. A key aspect of the dataset is its analysis of Organizational Citizenship Behavior (OCB) and its impact on employee engagement and contributions beyond formal job requirements, underscoring its importance in public sector service delivery. The dataset is unique in its use of hybrid methods combining both qualitative and quantitative data, offering a comprehensive view of the factors influencing SOE employee commitment, civic behaviors, and their subsequent effects on organizational performance, which are essential for informed policymaking, effective management, and enhancing the efficiency of the public sector.

Experimental Design, Materials and Methods

This research adopted a mixed-methods approach to gain a comprehensive understanding of organizational commitment within the water supply industry by seamlessly integrating qualitative and quantitative methodologies. First, a comprehensive review of relevant literature guided the development of key constructs, and questions were crafted to capture these, ensuring clarity and relevance. The questionnaire underwent a rigorous validation process, including expert reviews and pilot testing with a group representative of the study population, leading to refinements based on the feedback received. In the initial qualitative phase of data collection, a series of in-depth one-on-one discussions with a select group of five experts, including two seasoned professionals from the water supply sector and three scientists, were conducted. These discussions were essential for clarifying and refining the constructs related to OC, OCB, JP. The selection of these experts was strategically done, adhering to the principle of information saturation, where the number of interviews was determined based on the emergence of no new information. The insights obtained from these interactions were pivotal in tailoring the measurement scales to suit the specific context of the Vietnamese water supply industry, particularly focusing on Ho Chi Minh City. This process involved a meticulous adaptation and translation of existing scales from prior studies, ensuring the precision and comprehensibility of the questionnaires. These refined scales subsequently formed the basis of a preliminary questionnaire, which was further evaluated and improved through a focused group discussion with seven key personnel from the Saigon Water Corporation. This phase was crucial in providing a thorough understanding of the context and played an instrumental role in the validation and refinement of the quantitative survey instruments. Through these qualitative interactions, the questionnaire items were meticulously modified and clarified to enhance their relevance and comprehension in the specific context of the water supply industry. After the qualitative phase, data collection was conducted via in-person interviews, email, and an online questionnaire. The questionnaire, which included a declaration on data ethics and confidentiality, had two primary sections. The first part gathered gender, marital status, age, education, and position. The key research variables in the second segment were assessed using a 7-point Likert scale with 30 items Table 8 provides details on the sample characteristics, including frequency and percentage tests.

Abstract

This literature review aims to examine the relationship between Green Human Resource Management (G-HRM) practices and various outcomes, including employee green attitudes, employee green satisfaction, client green satisfaction, employee green behavior, and organizational green performance. We reviewed existing literature on G-HRM practices and their impact on the selected outcomes. The review process involved the identification of articles through a systematic search in Scopus and Web of Science databases from January 2013 to December 2023. The search retrieved 2142 citations; of them, a total of 17 articles were deemed eligible for this review. The reviewed literature provides good evidence supporting a positive predictive relationship between G-HRM practices and employee green attitudes, employee green satisfaction, client green satisfaction, employee green behavior, and organizational green performance. However, there is a notable gap in studies exploring the influence of G-HRM practices on employee and client satisfaction. Overall, G-HRM practices emerge as a crucial tool for fostering environmentally conscious attitudes and behaviors among employees, ultimately contributing to enhanced employee satisfaction and improved organizational ecological performance. Future research should pay attention to the mechanisms underlying these relationships and explore potential moderating factors to enrich our understanding of the interrelated dynamics between G-HRM practices and sustainable outcomes.

Introduction

The growing concern for environmental sustainability and corporate social responsibility has prompted organizations to adopt alternative avenues to meet these responsibilities (Martin et al. 2014). As emphasized by the United Nations General 17 Sustainable Development Goals (SDGs), organizations need to operationalize and integrate sustainability in their strategy, plans, and actions. Therefore, they can address the current and forthcoming stakeholder needs and ensure a better and sustainable future for all, balancing economic, social, and environmental development (Fonseca et al. 2020). Moreover, academic research (Leal Filho et al. 2023) highlights the need for stronger action to avoid major challenges such as climate catastrophe. One way to foster sustainable practices can be the application of Green Human Resource Management (G-HRM) (Pham et al. 2020). G-HRM, as a general term, refers to the integration of environmentally friendly practices into HRM strategies and policies (Ren and Hussain 2022). It is increasingly recognized as a means to enhance an organization’s environmental performance and overall effectiveness (Munawar et al. 2022).

The adoption of G-HRM policies represents a proactive approach by agencies to enhance their environmental and overall performance. By integrating G-HRM practices into HRM strategies, organizations aim to foster positive attitudes, behaviors, and overall performance (Farrukh et al. 2022). Previous studies of the impact of G-HRM policies on employee and organizational performance in terms of green attitudes, satisfaction, behaviors, environmental performance, and client satisfaction provided promising results. The body of literature examining the impact of G-HRM practices on organizational and employee performance underscores the pivotal role that environmentally conscious human resource practices play in shaping both individual and organizational outcomes (Faisal 2023). Scholars such as Ren et al. (2018) assert that G-HRM practices significantly influence employee attitudes and behaviors toward environmental sustainability, fostering a sense of ecological responsibility among employees (Ren et al. 2018). Additionally, research by Albloush et al. (2022) suggests a significant relationship exists between G-HRM and organizational performance, as well as between G-HRM and human capital development, demonstrating that integrating sustainability into human resource strategies can enhance an organization’s environmental standing (Albloush et al. 2022). These findings align with insights from other works, such as those by (Baykal et al. 2023) and (Shafaei et al. 2020), which highlight the positive impact of G-HRM on employee job satisfaction and commitment to green initiatives. However, the literature also reveals nuanced outcomes, as observed in the research by (Aggarwal and Agarwala 2023), which identifies the mediating role of organizational culture in the effectiveness of G-HRM practices.

Conclusions

In conclusion, the reviewed literature provides good evidence supporting the positive predictive relationship between G-HRM practices and employee green attitudes, employee green satisfaction, client green satisfaction, employee green behavior, and organizational green performance. However, limited studies have examined the influence of G-HRM practices on employee and client satisfaction, and there is a need to include these outcomes in future studies. As organizations prioritize sustainability, G-HRM practices emerge as a critical tool for fostering environmentally conscious attitudes and behaviors, thereby contributing to both employee satisfaction and organizational ecological performance. Future research should focus more on the mechanisms underlying these relationships and explore potential moderating factors to further enhance our understanding of the dynamics between G-HRM practices and sustainable outcomes.

Abstract

This study investigates the impact of organizational commitment and job engagement on service quality, while integrating the influences of organizational climate and emotional labor. Utilizing data from 427 participants, acquired via structured questionnaires, the research employed the Statistical Package for the Social Sciences (SPSS) for analysis. The findings reveal that heightened job engagement and organizational commitment significantly enhance service quality, primarily through reinforcing employees’ trust in their organization. A favorable organizational climate is instrumental in strengthening employees’ affiliation with their organization, consequently leading to superior service provision. Furthermore, the capability to effectively regulate emotions emerges as a critical factor in both job engagement and the quality of service. The study advocates for augmenting job engagement and organizational commitment, cultivating a supportive workplace atmosphere, and equipping employees with resources for efficient emotional management. These strategies are proposed to substantially improve service quality. The insights derived from this research provide essential directives for managers striving to achieve service excellence.

Introduction

Over the years, scholars have thoroughly examined the complex interplay between organizational commitment, climate, and job involvement in determining job performance. Studies by Refs. [1,2] underscored the fundamental role organizational commitment plays in influencing both an individual’s performance and the broader success of an organization. However, the challenge of fostering and maintaining this commitment persists, leading organizations to continually seek effective strategies to ensure a dedicated workforce [3]. Particularly in the business industry, where employees are pivotal for gaining a competitive edge, it’s recognized that employee commitment can be enhanced through a combination of a strong service ethos, managerial support, and a positive organizational environment [[4], [5], [6], [7], [8]].

One dimension that’s essential is job involvement, characterized by the depth of emotional connection an employee feels towards their workplace. Such involvement is crucial for strengthening organizational commitment and subsequently influencing performance outcomes [9]. To optimize these outcomes, it is vital for organizations to focus on talent development and create a supportive organizational environment [10]. In business industry, engaging in emotional labor — the effort to manage one’s emotions to produce a desired emotional response in customers — is believed to boost job satisfaction and improve the overall customer experience [11].

However, a glaring gap in scholarly work is the investigation of how emotional labor interacts with job involvement, service quality, and organizational commitment. While Wang [12] began to explore how organizational commitment influences service quality, our research takes a broader approach. We aim to understand the intricate relationships among organizational commitment, job involvement, emotional labor, organizational climate, and performance or service quality outcomes. What sets our study apart is its focus on the previously unexplored impact of emotional labor on job involvement, service quality, and the dynamics of organizational commitment.

Results

4.1. Statistical analysis of basic information
Participants were enlisted from March through April 2019. Out of the 450 questionnaires disseminated, 427 were returned completed and valid, yielding a response rate of 94.88 %. Gender-based statistical analysis revealed that the total effective sample size of the questionnaire was 427, comprising 206 males and 221 females. Age-related statistics indicate that 135 respondents fell within the 30–39 year age group, accounting for 31.6 % of the total sample size, while 110 respondents were above 50 years of age. With respect to academic qualifications, 143 respondents (33.5 %) possessed 2-year college degrees, while 199 respondents held Bachelor’s degrees. Out of all the occupational responses, 95 individuals or 22.3 % work in the service industry, while the hotel industry employs 83 individuals. The postal and warehousing industry comes in third with 50 individuals. Please see Table 1.

Abstract

Encouraging employees to share their creative ideas has been widely acknowledged as a crucial factor in enhancing organizational effectiveness. This research examines whether employees’ idea sharing depends on leadership behavior and how organizational identification and culture explain the variations in creative ideas sharing among employees. Building on social learning theory, this research postulates a positive relationship between responsible leadership and creative idea sharing directly and indirectly by the development of organizational identification; additionally, a conditional indirect effect was also proposed for this research data was collected from the nurses, medical support staffs, heads of departments, and administrative personnel from primary and secondary health care units in South-Punjab. Data from 387 subordinates and their respective 67 supervisors was collected and analyzed with partial least squares (PLS) for moderated mediation, direct effects, indirect effects, conditional indirect effects, and CFA. The results indicated that responsible leadership is positively and significantly related to employees’ creative idea-sharing directly and indirectly through the mediation of organizational identification. Organizational culture positively moderated the relationship between responsible leadership and creative idea sharing and between responsible leadership and organizational identification. Responsible leadership was positively related to organizational identification and creative idea sharing only when the organization has a highly supportive culture and negative otherwise. The relevant sections also discuss research contributions, limitations, and future research directions.

Introduction

The idea of responsible leadership has been gaining substantial prominence in emerging management studies (Siegel, 2014; Greige Frangieh & Khayr Yaacoub, 2017). Leadership possessing traits as responsibility and workers possessing traits as knowledge and experience are crucial resources for firms (Haque et al., 2019; Ur Rehman et al., 2023; Adeel et al., 2023). Responsible leaders are essential as mentors for motivating employees (for instance, through job involvement) (Rehman et al., 2020). Proficient members are crucial in sharing ideas, leading to mutually supporting one another in achieving organizational/ proficiency objectives (for example, with helping measures) (Cujean, 2020). A limited focus is laid on “leadership” and “idea sharing” in response to the initiatives of responsible leaders along with workers’ realization (Starratt, 2005; Adeel et al., 2022). The ability of a leader to inspire subordinates within a work environment to increase desirable inducement (also known as top-down influence) is referred to as Responsible leadership. On the contrary, idea sharing refers to how colleagues inspire each other in an effort to define their respective inducement (also known as horizontal influence) (Paulus & Yang, 2000). The ethical act of a leader engaging, communicating, enabling, and motivating staff to take part in responsible advancement and positive transformation is known as responsible leadership (Liu & Lin, 2018). Idea sharing describes the extent to which employees are enthusiastic about sharing their ideas mutually, in addition to a measure of positivity of perspectives (Cujean, 2020).

Discussion

This study examined the effect of responsible leadership on creative idea sharing, including the intermediary function of organizational identification. Further focus was laid on the extent of to which organizational culture and responsible leadership affected idea sharing. The overall findings on the effect of responsible leadership on idea sharing turned out to be positive and substantial, supporting the first hypothesis, or H1. The outcome of this hypothesis was consistent with some earlier research that produced a comparable conclusion in diverse circumstances (Bavik et al., 2017). Therefore, empirical research has demonstrated that in professional healthcare organizations, responsible leaders inspire their workforce to spread their expertise. The healthcare team can help junior staff members acquire the necessary information and expertise for accomplishing the organization’s objectives by spreading their creative ideas to their peers. H2 was also confirmed, which examined how responsible leadership affects organizational identification, as were the findings of other such studies (Abdelmotaleb et al., 2022). It indicates that responsible leaders create an atmosphere in which people feel comfortable so that they can live on their principles. This study also supported H3, which dealt with the influence of organizational identification on creative idea sharing. The outcome of H3 is consistent with previous research in addition to the investigations that produced comparable results in other circumstances (Conroy et al., 2017; Liu et al., 2021; Abdelmotaleb et al., 2022). Workers are encouraged to offer their expertise due to organizational identification, and this behavior may be crucial in attaining the organization’s objectives. Individuals are driven to exhibit creative idea-sharing behavior because their values are seen as being comparable to those of the company, giving them the respect they deserve and appreciation at the workplace. This research also corroborated H4, which proposed the mediating effect of organizational identification. As there had been no prior investigations on the subject matter, the intermediary effect of organizational identification concerning the influence of responsible leadership on creative idea sharing, the finding of H4 is a novel addition to current work. Nevertheless, the organization identification has been identified as a mediator in other research in diverse situations, and the intermediary outcome reported in this investigation also presents empirical confirmation that the fit between the two might operate as a mediator (Liu et al., 2021; Liu et al., 2016; Zhao et al., 2019; Abdelmotaleb et al., 2022).

Abstract

This study aims to investigate the intersection between organizational learning (OL) and knowledge management (KM) in the tourism and hospitality sector by conducting a bibliometric analysis. A total of 628 publications from 293 various sources and 1468 different authors were included in the analysis between 2001 and 2021. Open-source statistical R software was utilized to conduct the bibliometric analysis, specifically, the Bibliometrix R library and the Biblioshiny version. The VOSviewer program was also used to display the keyword co-occurrence network. The findings show that the implication of KM and OL has been widely recognized as critical learning facilitators and as strategic tools for gaining competitive advantage that recognizes opportunities and threats for possible alignment with environmental change. Organizational learning and KM are particularly relevant for sustainable tourism and hospitality solutions, cutting-edge technologies, and organizational service innovations. Four research clusters were identified that provide critical future research paths.

Introduction

Tourism and hospitality are important economic sectors in terms of overall contribution to GDP and employment (López-Bonilla & López-Bonilla, 2021). Although tourism and hospitality have been investigated from a variety of research perspectives (Harrison, 2007), knowledge management (KM) and organizational learning (OL) are relatively new to tourism studies (Ghaderi & Paraskevas, 2021). This late adoption originates from multiple constraints in the sector, such as the substantial presence of small and family businesses with limited managerial expertise, heterogeneity of supply, a large short-term and seasonal workforce, and a high rate of business and workforce turnover (Cooper, 2006; 2015; 2018). Nevertheless, there is a growing recognition of the importance of knowledge to the success and competitive advantage of enterprises (Paraskevas et al., 2013). The knowledge economy emerged in the 1990s (Cooper, 2015), where knowledge management and organizational learning was recognized as one of the most crucial resources and capabilities of firms to achieve competitive advantage (Eisenhardt & Martin, 2000; Grant, 1996). The knowledge economy differs from conventional economic theory because it is based upon innovation and intellectual capital to generate value, recognizing that knowledge is more than simply information: rather it is a resource to be valued and managed (OECD, 1996). Since the 1990s, knowledge as an intangible resource, and KM itself, has attracted the interest of business management researchers (Gaviria-Marin et al., 2019) and led to the emergence of learning organizations. These are firms that successfully implement and integrate KM and OL capabilities to achieve competitive advantage and superior performance (Pemberton & Stonehouse, 2000; Sun & Scott, 2003). In addition, KM has helped hospitality organizations to internationalize as this could enhance their learning competences related to organizational ambidexterity and positively influence performance (Ubeda-Garcia et al., 2021).

Discussion and conclusions

This study implemented bibliometric methods to investigate the intersection between OL and KM in tourism and hospitality research over two decades. From the results, several conclusions can be extracted. First, while these fields of research have been well-established in other disciplines, our findings point to the immaturity of the tourism, and hospitality field with fewer citations in tourism and hospitality up until a growth stage from 2017 onwards (almost 17% annually). In other words, research on KM and OL emerged relatively late in tourism and hospitality. This is likely explained by the growing understanding of the significant role of KM and OL in enhancing organizations’ performance and competitive advantage (Hassi, 2019), organizational innovation and sustainability, and crisis management practices. These topics have been at the frontline of much research, especially in the second decade of the Second, as discussed, social capital is highlighted as a key organizational success factor that is significantly attributed to the application of KM and OL through network creation and knowledge sharing (Kim & Shim, 2018; Paraskevas et al., 2013). Both OL and KM can boost social capital and improve human resource capabilities.

Abstract

Claims about resource sustainability abound in business communications. Yet, little do we know about how such claims are enabled amidst ongoing controversy of industrial and organizational benefits. Here, we propose to approach these claims through the concept of organizational sustainability identities (OSIs), which are claims serving as sustainable identifiers, and whose meanings are co-constructed by stakeholders. We assess how a new voluntary sustainability standard (VSS) of the metals industry is driven by a mission to enable an OSI for the product of its members, such as that their metal ‘is’ ‘responsible’, and how the members attain this through the structural conditions set by the new scheme. We present an exploratory case study that is based on data from a content analysis of standards texts and thematic analysis of stakeholder interviews. We find that VSS enable OSIs through a) an advanced performance rationale, b) the creation of a community of practice, c) members’ perceptions of altered power relations among value chain stakeholders, and d) the facilitation of a platform to keep defining the ‘responsible metal’. We contribute to the discussions of VSS emergence and their effectiveness, for which we highlight the prolificness of the OSI concept and introduce a novel comparative method of provision type analysis to capture the developments of performance rationales.

Introduction

Claims about natural resources ‘being’, for instance, ‘responsible’ abound as a part of the public relation strategies of contemporary business. Examples of such claims are descriptions of metals as ‘green’, ‘eco-friendly’, ‘responsible’, or ‘sustainable’. The making of such claims usually presupposes that businesses follow practices understood by stakeholders to represent a state-of-the-art for social and/or environmental engagement (Tröster and Hiete, 2019). There is also widespread acknowledgement that claims about the responsible nature of business result from negotiations and contestations between stakeholders (Azevedo, in press; Frostenson et al., 2022; Hatch and Schultz, 1997, 2002; Kennedy et al., 2012; Kouamé et al., 2022; Levy et al., 2016; Scott and Lane, 2000), while such claims affect an organization’s strategy and legitimacy building (Huemer, 2010; Napier et al., 2023). What is further noteworthy is that there has been a change regarding the foci of such claims; from an emphasis on major upstream resource producers to a value chain perspective that includes also downstream processors and traders (Bleischwitz et al., 2012; Deberdt, 2022; Liu et al., 2022; Mancini et al., 2021; Sauer and Seuring, 2017; Tröster and Hiete, 2019). Yet, what has remained so far underexplored is the role of mediators among stakeholders, such as voluntary sustainability standards (VSS), in the enabling of claims of ‘being’ ‘responsible’ of natural resources, and how that enabling role constitutes the added value of a new VSS for its adopters.

In this article, we approach the phenomenon of claims about metals ‘being’ ‘responsible’, and their enabling by VSS, through the conceptual lens of organizational sustainability identities (OSIs). OSIs are a recent emerging concept within management and organization studies (Bouncken et al., 2022; Frostenson et al., 2022; Hamilton and Gioia, 2009; Imbrogiano and Steiner, 2022), that directs scholarly attention to the understanding of ‘sustainable’ ‘being’. OSIs are presented as a positive state of an organization regarding perceived or actual environmental or social effects of operations or products (Imbrogiano and Steiner, 2022). OSIs are thus focused on the organizational level, yet also apply to statements about a state of ‘being’ of an organization’s product(s), as these statements principally serve to respond to questions about ‘Who are we as an organization?’ or ‘(As) Who do we want to be (seen) as an organization?’ (Albert and Whetten, 1985; Gioia et al., 2000). As we will highlight in this study, VSS are indispensable for metals ‘being’ (seen as) ‘responsible’. While VSS and reasons of their emergence have been studied from multiple angles in the governance literature, their centrality in providing the grounds to enable ambiguous OSI claims has not yet been raised.

Conclusion

This paper set out to explore how VSS enable the use of OSIs for business communication, in spite of a diversified field of already existing standards with a similar portfolio of sustainability ambitions. Our study of a new VSS in the metals industry reveals four structural conditions that enable OSIs: the support for industry stakeholders in creating a community of practice; the perceived alterations of power relations within the value chain; the promotion of a renewed performance rationale for the sustainability ambitions of the industry; and the provision of a discursive platform that supports the ongoing translation of OSI into business practices. These findings are important for any new attempt of VSS emergence, as leaving one of these structural conditions apart could undermine the effective establishment of OSIs for industry.

The nature of our study also provides opportunities for researchers and practitioners to revisit and expand its findings. Firstly, due to this research being focused on a singular case, there is value in taking a broader look at the continuing fragmentation of VSS in the metals and other industries. Secondly, we have focused our analysis of stakeholder perceptions and experiences mainly on the context of European businesses of the metal value chain. Samples with more intercontinental representation, or foci on other regions of the world, could add further novelties to apprehending standard emergence and their OSI enabling role amidst crowded standard fields, as well as the dynamics these amidst public pressure. Thirdly, in terms of the interpretation of the data, we remained concentrated on the data and its applicability to the MSS case in the analysis of stakeholder perceptions. Regarding the findings of changing performance rationales and MSS constituting a discursive platform for the industry, there are potential opportunities in taking rather sociological perspectives on the creations of OSI meanings for sustainable development and the altering of performance rationales globally (Imbrogiano, 2021). Lastly, we see also, a need for ethnographic insights on VSS emergence, as such observer and participant accounts are scarce (e.g., Hopkins and Kemp, 2021), yet it would help us further in understanding the internal dynamics behind the formulation of provisions, their implementation, and verification of OSIs.

Abstract

     The leadership component has not been acknowledged in many of the models proposed for performance management in public sector organizations. In addition, the concept and scope of this component fall short of consistency with theoretical foundations of organizational behavior management. This situation is not favorable to render optimal performance management. Hence, three levels have been devised within this model. These levels are (1) performance management components with regards to the appropriate balance between behavioral and process aspects, (2) leadership component dimensions: leadership traits, leadership behaviors, and leadership context, and (3) leadership subcomponents for each of the above dimensions.

Introduction

     In administrative reform, focusing on performance management (PM) is a notable trend (Allegrini et al., 2021). Performance management models play a prominent role and significantly impact organizations’ improvement and performance (Mir Sepasi et al., 2013). Undoubtedly, improved performance and excellence will bring many benefits to organizations, stakeholders, and employees. In addition, the public interest can be secured by improving public sector organizations’ performance, ensuring the government’s survival and legitimacy. Sovereignty is based on legitimacy (Noori et al., 2012). Despite this issue’s significance, performance management systems are rarely implemented in an ideal manner (Maestro et al., 2020) and are scarcely updated for further improvements (Holzer et al., 2017). Although these systems are prevalent, several studies indicate that organizations do not manage their performance adequately for various reasons (Șerban & Herciu, 2019).

Conclusions, Limitations, and Future Research

     Part of the gap in organizational PM models is related to ignoring the specialized aspect of the leadership component. In other words, the leadership component is not considered independently in these models, or its concept and nature are not consistent with the scientific foundations of organizational behavior management. Just by being a manager, leaders do not act in the same and accurate way, have their own individual traits and behaviors, and lead in a different context. Although minor, these differences may lead to deep performance gaps and different organizational results if they persist. If this component is neglected in PM models, leadership will remain a black box of organizational performance.

     Therefore, using design science methodology in this study, researchers have sought to fill this gap and design an appropriate PM model focusing on public sector organizations. Based on this, at the first and bottom levels of the model, elements were extracted after thematic analysis of theoretical foundations (of performance management including 23 PM models and leadership including 23 sources) and semi-structured interviews with experts. Furthermore, leadership dimensions were designed at the middle level of the model using five reliable organizational behavior sources. In summary, the dimensions and components of leadership in the designed model include the following elements:

Abstract

1. Introduction

2. Literature Review

3. Materials and Methods

4. Hypotheses, Research Model and Methodology

5. Results

6. Conclusions

7. Limitations of the Proposal

8. Future Lines of Research

References

Abstract

Organizational culture (OC) is one of the key factors that enables the development of innovation. A great deal of research has analyzed the characteristics that make up an innovation-focused OC; however, none have unified them. This article analyzes and integrates the literature on the characteristics of an innovation OC. Its objective was to test whether there is a specific set of distinctive characteristics of an innovation-focused OC that, once identified, can be implemented and developed by firms. To this end, this study proposed and tested a model for measuring the innovation orientation of an OC. This study collected samples from small- and medium-sized companies from the oil-producing states of Mexico, obtaining information from 176 companies. To determine the group of characteristics that make up an organizational culture of innovation (OCI), the authors applied non-experimental, descriptive, transactional research with a quantitative approach. Results were obtained through the application of the following statistical techniques: Bonnet test, KMO index, Bartlett’s sphericity, Chi-square, confirmatory factor analysis, Cronbach’s alpha, principal component analysis and structural equations, which made it possible to measure the level of innovation of the OCI of these companies and to determine the characteristics that comprise it. The proposed model allowed us to identify the existence of a specific group of behavioral characteristics that emanate from a company’s personnel and another group of characteristics that arise from the company itself. Both integrated groups determine whether the OC is focused on innovation. The results also confirmed that the level of innovation of a company depends greatly on its personnel. The authors found no previous work that analyzed these characteristics from the joint perspectives of employees, middle managers and managers. This research considered the opinions of these agents, which confers greater veracity to the findings obtained. The limitations and implications are listed at the end of the study.

 1. Introduction

Due to the current trend of globalization, organizations are immersed in a changing environment, where competitive advantages are difficult to maintain. Therefore, it is important to identify, renew and combine resources and capabilities so that companies can consider alternatives that guarantee their survival and success [1], as well as the integration of permanent innovation as a strategy to face this unstable environment [2,3]. Therefore, the analysis and management of the development of innovation within companies are essential. In this sense, Schumpeter [4] emphasized the importance of organizations focusing on innovation, stating that a country without innovative organizations is condemned to technological and economic backwardness and, therefore, to poverty.

Research carried out in recent decades to determine the factors that focus a company on innovation have all assigned a prominent role to OC (organizational culture) [5,6]. Along these lines, Souto [7] affirmed that by focusing OC on innovation, companies can achieve success and, at the same time, surpass the competition in the development of opportunities.

A review of the literature shows that since the formal study of OCI (organizational culture of innovation) began in 1978 with the work of Roger Harrison [8], many researchers have focused on analyzing the behavioral characteristics that make it up [5,9]. However, there is still no epistemology regarding them [10].

Innovation is increasingly important in growth processes, in facing the economic crisis derived from market globalization and, even more so, in the process leading to economic development and social welfare. According to the National Survey on Productivity and Competitiveness of Micro, Small and Medium-Sized Enterprises [11], 97.6% of the approximately 4 million enterprises in Mexico are microenterprises, which account for 75.4% of the economically active population, followed by small enterprises, which account for 2.0% and 0.4% of workers, while medium-sized enterprises account for 13.5% and have 11.1% of the total number of current workers. Of all of them, only 35% invest less than 2% of their revenue into innovation initiatives, 32% between 2% and 5%, and 21% between 6% and 10% of the company’s revenues [12].

Abstract

     This paper explores the role that IT capability (IT-c) plays in firm innovation performance through the channel of organisational learning (OL) in Kenya. It frames OL in two dimensions: explorative and exploitative OL. The former entails seeking new knowledge, which mainly exists outside the firm’s competence. The latter is an activity or process that builds on existing competence and knowledge in the firm. Using mediation analysis of 481 firms drawn from the World Bank Enterprise Survey (2013) and Innovation Follow-up Survey 2014, it demonstrates that IT-c has a significant effect on innovation performance of firms (capability to simultaneously improve products, processes, organising and market development). It finds that the mediative role of OL in the relationship between IT-c and innovation performance is realised mainly through explorative learning, whilst enabling the firm exploit existing (in-house) knowledge base. The paper puts forward some managerial, policy and further research suggestions.

Introduction

     Information technology (IT)Footnote1 is changing how businesses are conducted and holds promise for firms. The deployment of IT in business is evident in the shift in business activities towards its use to create value in new ways for the firm and customers (Gobble, 2018). Whilst recognition of the adoption of IT amongst firms is not an issue, the fundamental questions arise in the empirical establishment of the business value of IT and the mechanisms through which it is realised in firms (Kuusisto, 2015). The business value or performance effect of IT refers to its benefit(s) for firms as may be captured in various ways, for example improvement in product development and process improvement, return on asset or any economic added value for the firm that derives from IT (Bharadwaj, 2000). In the context of this study, the business value of IT in focus is the contribution of IT to “product, process, organisational and marketing improvement”, for which this study applies the term innovation performance.

     Earlier studies provide evidence for the performance effect of IT (Bharadwaj, 2000; Wade & Hulland, 2004). However, it is insufficient to identify its direct impact on firms, without the complementary resources that account for the impact (Brynjolfsson & Hitt, 2000). Lee et al. (2014) support this position. They argue that there is evidence for the effect of IT on firms, but “we still have limited understanding about the process through which IT contributes to business value” (p. 111). This is rooted in the thinking that IT has little or no significance for firms if not integrated with firms’ resources and processes. An established firm process that accounts for differences in firms’ performance is organisational learning (OL).Footnote2 Accordingly, Tippins and Sohi (2003) argue that OL could be a missing link in the business value of IT. OL is important because it is a source of competitive advantage. Firms that learn are able to gather information about the market and tend to be more flexible hence can respond to changes in the business environment (Jiménez-Jiménez & Sanz-valle, 2011). Such firms are also able to build on their existing knowledge and modify internal practices to improve product development, process and find new markets. This positions OL as a key mediator of the impact of IT on firms.

Conclusions and Reflections

     This study sets out to explore the role that IT capability (IT-c) plays in firm innovation performance through the channel of organisational learning (OL) in Kenya. It establishes that IT-c has a significant effect on innovation performance of firms, enhancing their capability to simultaneously improve products, processes, organising and market development. This effect is mainly realised through the OL orientation of firms. It finds that the mediative role of OL in the relationship between IT-c and innovation performance is realised mainly through explorative learning in form of research-oriented and experimentation-oriented learning whilst enabling the firm exploit existing knowledge. The study has managerial and policy implications.

     Top management who make decisions on investment in IT such as software acquisition, website development and other shared platforms and IT skills should think of integration with internal processes. IT-related investment and activities must take into account the competence and practices that encourage research, staff training and re-using knowledge for innovation. The business value of IT lies in its capability to enhance these activities and practices. Investing in IT infrastructure whilst keeping organisational culture that discourages new ideas can weaken the expected outcome.

Abstract

Introduction

Method

Results

References

Introduction
Leaders represent their organizations, and their activities are frequently linked to their subordinates’ actions (Aquino et al., 1999; Jiang et al., 2017). In management literature, leadership has a special interest (Terzi and Derin, 2016); this can be referred to as the “leaders’ lure” power to get their subordinates to perform in a certain way freely (Terzi and Derin, 2016). The process of influencing an organized group’s activities toward the fulfilment of a task has been termed as leadership (Chemers, 1997; Jiang et al., 2017). Leadership has traditionally been associated with power and influence, which may sometimes be detrimental to teams, organizations and followers (Wang et al., 2020). Exploitative leadership (EL) is classified as destructive leadership since these leaders engage in a variety of undesirable actions (Schmid et al., 2019; Majeed and Fatima, 2020). “Leadership with the primary goal of furthering the leader’s self-interest through exploiting others” is how EL is characterized (Schmid et al., 2019, p. 1,426; Guo et al., 2020). Exploitative leaders may take advantage of people by engaging in true egoistic behaviors such as challenging subordinates, taking credit, influencing subordinates and applying pressure (Schmid et al., 2019; Wang et al., 2020).
Past literature has demonstrated several negative consequences of EL including reduced affective commitment and job satisfaction, raised burnout, turnover intention, realized imbalance in social exchange and workplace deviance (Schmid et al., 2018, 2019; Guo et al., 2020; Pircher Verdorfer et al., 2019).

Highlights

Abstract

Keywords

1. Introduction

2. Literature review

3. Methods

4. Data analysis and results

5. Discussion, implications and recommendations

Declarations of interest

Appendix

References

Abstract

Within luxury hotels targeting multinational segments, frontline service staff are essential to creating unique, personalized experiences for high-value, discerning clientele. Performing emotional labor and utilizing cultural intelligence are key to ensuring exceptional cross-cultural service encounters, but which also create additional pressures for frontline staff. This study aims to assess the impacts of a comprehensive range of emotional labor and cultural intelligence (CQ) on employees’ job satisfaction. Cognitive CQ, motivational CQ, emotive dissonance, and expression of naturally felt emotions were shown to influence job satisfaction. Moreover, the study engaged senior executives from luxury hotels to further discuss the survey results. This approach helped the researchers and practitioners to (re)contextualize the study’s key findings, which were used to reflect on managers’ understanding of cultural intelligence, emotional labor and job satisfaction. The discussions highlighted how these issues were incorporated in luxury hotels’ human resource practices in general and especially during the COVID-19 crisis.

1. Introduction

Frontline service employees are key to reifying the experience of luxury (Lo and Au Yeung, 2020) because their high-quality service interactions are important determinants of guest satisfaction (Padma and Ahn, 2020). Hotels aiming to create luxury experiences therefore require employees to comprehend the unique needs of discerning, high-value clientele through exercising emotional labor (EL). During encounters, service employees are required to show understanding of guests’ emotions and to respond with appropriate, empathetic emotional expressions (Lee and Ok, 2015), performing authentic and personalized service to meet guests’ unique needs, leading to their satisfaction (Moreo et al., 2019, Wu and Liang, 2009).

Service employees are expected to display positive emotions and suppress negative ones according to the requirements of specific service encounters (Choi et al., 2019, Gursoy et al., 2011). The emotional states of a service employee (i.e. emotive dissonance, emotive effort or expression of naturally felt emotions) can bring positive organizational outcomes. Employees may use corresponding emotional labor strategies (i.e. surface, deep or genuine acting) to fulfill the hotel’s desired emotional display requirements in delivering high quality service (Wang, 2020). In service interactions, staff can use surface acting by suppressing their negative felt emotions and display fake positive emotions. They can engage in deep acting by attempting to change their inner feelings to make their internal emotional state conform to the organization’s required emotional expressions. Alternatively, genuine acting occurs when employees’ felt emotions align with organization’s desired emotional display (Chu and Murrmann, 2006). However, frequent emotional labor performances, particularly surface acting, can provoke frustration, discomfort and tension, which negatively affects employees’ physical and mental well-being over time (Hochschild, 1983).