Global Business and Organizational Excellence最新文献

{"title":"Managing organizational change in responding to global crises","authors":"M. Nazmul Islam","doi":"10.1002/joe.22189","DOIUrl":"10.1002/joe.22189","url":null,"abstract":"<p>To cope with global crises, organizations go through various internal changes and adopt different survival strategies. Several researchers and practitioners have highlighted that employees are the key factors in implementing such changes. However, organizations often face difficulties in managing manpower effectively due to the complexities and ambiguities related to the said changes. To address this challenge, the present study proposes a comprehensive model to manage organizational change to effectively respond to global crises. This study highlights that “employee change-championing behavior” (ECB) – also known as effective change-supportive behavior of employees – is the key to successfully implementing the necessary organizational changes to tackle global crises. Utilizing the 3-Stage Lewin's Model of Change as the foundation for analysis, this study proposes for “transformational leadership style” to substitute the “unfreezing stage,” “trust in leadership and work engagement” to substitute the “moving stage,” and “employee change championing behavior” to substitute the “refreezing stage.” Additionally, this study found that transformational leadership (TL) influences employee change-championing behavior, while employee trust in leadership (ETL) influences employee work engagement (EWE). Moreover, trust in leadership and work engagement individually and sequentially mediate the relationship between TL and employee change-championing behavior. This study offers a unique perspective for business leaders on how to manage organizational changes during global crises.</p>","PeriodicalId":35064,"journal":{"name":"Global Business and Organizational Excellence","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-01-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47327147","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}

{"title":"Unraveling the effects of entrepreneurial passion and entrepreneurship education on entrepreneurial intention: The moderating role of demographic characteristics","authors":"Ying-Kai Liao,&nbsp;Vu Huu Anh Nguyen,&nbsp;Hui Yan Yeong,&nbsp;Van Thi Hong Vu,&nbsp;Hanh Thi Trinh","doi":"10.1002/joe.22190","DOIUrl":"10.1002/joe.22190","url":null,"abstract":"<p>The purpose of this study is to highlight the role of various antecedents influencing the level of entrepreneurial intention by developing an integrated intention model that is based on social cognitive theory (SCT) and social cognitive career theory (SCCT). The hypotheses are validated by applying a meta-analytic method to 94 primary studies that were published between 2004 and 2021. The findings provide empirical evidence and confirm that entrepreneurial passion is the strongest indicator to predict self-efficacy and the willingness of entrepreneurs toward self-employment. Role models and entrepreneurship education play a critical role as predictors of entrepreneurial perceptions and beliefs in driving entrepreneurial intention. In addition, age, gender, and work experience significantly moderate the relationship between entrepreneurial passion, role models, entrepreneurship education, self-efficacy, and entrepreneurial intention, indicating that men are reported to be more skilled than women at discovering new business opportunities and turning them into actual companies. In particular, older women are often more successful than young women when they start businesses since they possess more entrepreneurial knowledge, and individuals with extensive prior experience have a strong belief in their abilities, which contributes to the formation of entrepreneurial intention. These findings are critical to understanding the antecedents of entrepreneurship-related phenomena by reference to a particular set of demographic moderators when a meta-analytic technique is adopted.</p>","PeriodicalId":35064,"journal":{"name":"Global Business and Organizational Excellence","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-12-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41449348","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}

{"title":"Leadership in developing countries: The untold story of seth leadership","authors":"Syed Yasir Abbas Zaidi,&nbsp;Samia Jamshed","doi":"10.1002/joe.22188","DOIUrl":"10.1002/joe.22188","url":null,"abstract":"<p>In the South Asian context, characteristics of corporate culture relate to owners (seths). A scarcity of accountability instruments, transparency measures, and meritocracy is witnessed in the Pakistani corporate sector. Pakistan's textile industry is struggling to meet global standards of social and regulatory compliance majorly because of seth leadership. “Seth leadership”, a concept idiosyncratic to Pakistani organizations as a “socially constructed phenomenon” has been underrepresented in the academic literature. Particularly, little is known about the characteristics of seth leadership. Correspondingly, this study aims to explore the characteristics of seth-leadership through the insider views and nuanced perspectives of social actors (i.e., employees) in seth-culture textile organizations of Pakistan. Rooted in the social-constructionism worldview and qualitative methodology 50 exploratory in-depth interviews with senior managers and young professionals were conducted. The study explored 12 dominant characteristics of seth-leadership, namely, informational politics, unwritten leadership, Informality, paternalism, favoritism, prioritizing seniority, resistance to change, control over information, quasi delegation of authorities, micromanagement, inefficient bureaucracy, and blame gaming. Results imply that the prevailing seth-leadership requires special attention from state regulators, moreover legal and democratic norms must be introduced for employees associated with seth-culture organizations. This study extends the extant literature merely discovering two attributes, and hence strives to contribute to the limited understanding of seth-leadership characteristics in the leadership literature. Directions for future research and theoretical development are suggested.</p>","PeriodicalId":35064,"journal":{"name":"Global Business and Organizational Excellence","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-12-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41482173","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}

{"title":"Choosing a good research topic for premier journals","authors":"Weng Marc Lim","doi":"10.1002/joe.22187","DOIUrl":"10.1002/joe.22187","url":null,"abstract":"<p>As a methodology (i.e., process) and a product (i.e., outcome) of an investigation on a topic such as an issue (e.g., challenge or opportunity) or a phenomenon (e.g., an event or a trend), research advances knowledge through the development and validation of ideas that contribute to theory and practice (Lim et al., <span>2022</span>).</p><p>Anyone can do research (e.g., Google, Google Scholar) and publish their research findings (e.g., traditional and social media), but not everyone can do so for premier journals, which are essentially the sentinels of good science (Lim, <span>2018, 2021</span>) that only publish research that has been established as convincing, valuable, rigorous, and well presented (Lim, <span>2022a</span>) following detailed scrutiny and multiple rounds of revision as a result of peer review by internationally-recognized disciplinary and methodological experts in the field (Lim, <span>2022b</span>).1</p><p>The starting point of doing research is choosing a topic for the research itself—without a topic, there is no direction on what to research about. While this action is easy to understand, it is often challenging to implement. Most manuscripts submitted to premier journals are rejected (LaPlaca et al., <span>2018</span>), with the novelty of the manuscript's topic, and by extension, contribution, often singled out as a reason for rejection, which suggests that the research does not contribute enough to new knowledge, be it from a theoretical perspective or a practical standpoint (Lim, <span>2022b</span>). This could happen for various reasons, for example, when the topic chosen has been previously researched and the decision to research that topic again has not been adequately and convincingly justified (e.g., necessity, importance, relevance, and urgency—see Lim, <span>2022a</span>; Lim et al., <span>2022</span>).</p><p>Given that research aiming for publication in premier journals is increasingly (<i>urgency</i>) competitive (e.g., agility in publication; countless studies but limited publication space) and resource intensive (e.g., lots of effort, energy, money, time, and sacrifice) (<i>necessity</i>), it is important to choose a good research topic to enhance the chances of getting published in premier journals (<i>importance</i>), which is the hallmark of leading researchers and research-intensive universities (<i>relevance</i>) (Aguinis et al., <span>2020</span>; Lim, <span>2018</span>). Therefore, this article endeavors to curates a set of actionable guidelines (<i>how</i>) based on the current author's experience as an author, editor, and reviewer for premier journals (<i>triangulated source of credibility and rigor</i>) that future authors can rely on to choose a good research topic (<i>what</i>) so that they can improve their prospects of publishing in premier journals (<i>so what</i>).</p><p>A research topic encapsulates the essence of the research problem(s), research question(s), research objective(s), and res","PeriodicalId":35064,"journal":{"name":"Global Business and Organizational Excellence","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-12-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joe.22187","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41933882","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"A general theory of de-internationalization","authors":"Weng Marc Lim,&nbsp;Symeon Mandrinos","doi":"10.1002/joe.22186","DOIUrl":"10.1002/joe.22186","url":null,"abstract":"<p>De-internationalization is a novel phenomenon that is gaining significant attention because of its proliferation in international business. However, unlike internationalization, literature on de-internationalization remains opaque and scarce, whereby the acts that characterize de-internationalization and the characters of those acts have remain largely underexplored. To address this knowledge gap and contribute to the body of knowledge on international business, this article aims to shed light on the acts and characters of acts defining de-internationalization. To do so, this article adopts a taxonomic method to conceptual development. In doing so, this article explains that (1) the <i>act</i> of de-internationalization can manifest as a firm's decision to <i>adapt and stay</i> or <i>withdraw and exit</i> an international market (<i>what is happening</i>), which can occur through (2) <i>decoupling</i> or <i>psychic distance</i> (<i>how it is happening</i>) due to (3) a <i>means-ends</i> or a <i>needs-ends</i> reason (<i>why it is happening</i>), respectively. Taken collectively, this article makes a seminal contribution by establishing <i>a general theory of de-internationalization</i>.</p>","PeriodicalId":35064,"journal":{"name":"Global Business and Organizational Excellence","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-11-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joe.22186","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46870619","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Impact of social media usage on job performance and employee retention: Role of knowledge sharing and organizational commitment","authors":"Rishab Chauhan","doi":"10.1002/joe.22185","DOIUrl":"10.1002/joe.22185","url":null,"abstract":"<p>The business world is changing at an accelerated rate, and the key driver of this change is technology. Technologies largely dominate social networking and knowledge sharing activities in organizations through social media (SM). As SM is used in organizations for both work-related and social-related purposes, understanding its impact on job performance and employee retention is important. Hence, through the lens of organizational commitment theory and by analyzing a sample of 426 IT employees, this study attempted to explore the influence of SM usage on job performance and employee retention through knowledge sharing and organizational commitment. The significant outcomes of this study are as follows: (1) both work-related and social-related SM usage positively influence organizational commitment through knowledge sharing; (2) social media usage positively impacts job performance and employee retention by enhancing employee knowledge sharing capability and organizational commitment. Implications of this study provide meaningful insights for both academics and practitioners.</p>","PeriodicalId":35064,"journal":{"name":"Global Business and Organizational Excellence","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-11-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48800574","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}

{"title":"The art of revising for premier journals","authors":"Weng Marc Lim","doi":"10.1002/joe.22184","DOIUrl":"10.1002/joe.22184","url":null,"abstract":"<p>While many authors do get pass desk rejection and are invited to submit a revision, not all authors do so with success, both at the first attempt as well as in subsequent attempts. In other words, authors may still receive rejections even after revising their manuscripts, both in the first round as well as subsequent rounds of revision. Though such rejections, especially in later rounds, are less frequent but nonetheless painful when it happens due to the effort and time that authors have invested to produce the revision, it must be understood that revised manuscripts that are not done well will make it difficult, if not impossible, for the editorial and review team to allow such manuscripts to continue progressing in the peer review process, let alone recommending an acceptance. To put it simply, it is really not possible for editors and reviewers to accept a manuscript with continued errors (e.g., factual, formatting, and language errors in the main text, figures, tables, references, and/or appendices) and unresolved issues (e.g., unconvincing argument, conduct, and conclusion), especially when they are caught. Noteworthily, peer review is a voluntary process in which editors’ and reviewers’ investment (e.g., effort and time) should be respected (Dolnicar, <span>2021</span>), and thus, their service should be called upon judiciously (Lim, <span>2021</span>).</p><p>To support authors who wish to produce a good revision and get published in premier journals (i.e., <i>the aim</i>), this article curates a set of actionable guidelines that authors can rely on to revise really well for premier journals (i.e., <i>the way the aim is achieved</i>). These guidelines are informed through a triangulation of experiences as an author, an editor, and a reviewer for premier journals (i.e., <i>the source of rigor in achieving the aim</i>). Authors who take a leaf out of these guidelines should have a better chance of convincing editors and reviewers that their revisions are truly up to mark for potential publication in premier journals (i.e., <i>value of achieving the aim</i>).</p><p>Decision letters are sent out at various times of the day—for example, early in the morning, during the day, or in the wee hours of the night—depending on where authors and editors live in the world. More often than not, a decision letter is accompanied by a long list of comments and suggestions from editors and reviewers, which may be overwhelming in the first instance of receiving and reading that letter. In this regard, it may be <i>a good idea to have a quick read of the review feedback</i>, <i>preferably during the day and not before sleep, and then to take a step back to reflect before discussing and working with peers on a revised version of the manuscript</i>, be it for the same journal (i.e., when there is an invitation to submit a revision) or another journal (i.e., when there is no invitation to submit a revision). In other words, authors should have a calm mind and a","PeriodicalId":35064,"journal":{"name":"Global Business and Organizational Excellence","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-10-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joe.22184","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47929604","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Green procurement and green innovation for green organizational legitimacy and access to green finance: The mediating role of total quality management","authors":"Innocent Senyo Kwasi Acquah,&nbsp;Charles Baah,&nbsp;Yaw Agyabeng-Mensah,&nbsp;Ebenezer Afum","doi":"10.1002/joe.22183","DOIUrl":"10.1002/joe.22183","url":null,"abstract":"<p>Green manufacturing practices and total quality management (TQM) are relevant mechanisms that hold promise for firms to plan and monitor their activities for sustainable outcomes. However, despite their potential for sustainability and continuous improvement, their application and study in the literature have remained largely separated and underexplored. To address this gap, we draw on the institutional and stakeholder theories to examine how green procurement, green product innovation and green process innovation enhance green organizational legitimacy and access to green finance by using TQM as a mediator in these relationships. We used the partial least square structural equation modeling (PLS-SEM) technique to analyze survey data from 244 manufacturing firms in Ghana. The results showed that green procurement influenced TQM and green organizational legitimacy but not access to green finance. Likewise, green product innovation and green process innovation enhanced TQM, green organizational legitimacy, and access to green finance. TQM had differential degrees of mediation on the effects of green procurement, green product innovation, and green process innovation on green organizational legitimacy and access to green finance. We contribute to prior studies by integrating green manufacturing practices and TQM in ways that help managers of manufacturing firms who wish to unravel the complexities of integrating green manufacturing practices and TQM.</p>","PeriodicalId":35064,"journal":{"name":"Global Business and Organizational Excellence","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-10-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43789021","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}

{"title":"My sweet-hard boss: How do paternalistic managers influence employees’ work-family and family-work conflict?","authors":"Tülüce Tokat,&nbsp;Aslı Göncü-Köse","doi":"10.1002/joe.22182","DOIUrl":"10.1002/joe.22182","url":null,"abstract":"<p>Paternalistic Leadership (PL) is endorsed especially by employees who score high on collectivism and power distance and is found to be negatively associated with Work-Family Conflict (WFC) and Family-Work Conflict (FWC) in many studies. However, the psychological mechanisms underlying these relationships have been the focus of few studies. We propose that PL is positively related to psychosocial and career support, and affective and job dependence; psychosocial and career support, and affective dependence, in turn, decrease employees’ WFC and FWC while job dependence increases them. Data were collected from 730 employees in Turkey and analyzed with Structural Equation Modeling (SEM). PL was positively associated with all of the mediating variables. The relationships of PL with WFC and FWC were fully mediated by psychosocial support; however, career support did not mediate the relationship between PL and WFC. Unexpectedly, affective dependence was positively associated with WFC and FWC. PL was also positively associated with WFC via its positive effect on job dependence. Results suggest that both affective and job dependence enhanced by PL increase employees’ WFC and FWC for different reasons. Moreover, although paternalistic managers provide career support, the main psychological mechanism that mediates the relationships of PL with WFC and FWC is psychosocial support.</p>","PeriodicalId":35064,"journal":{"name":"Global Business and Organizational Excellence","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-10-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44423486","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}

{"title":"Factors influencing small and medium enterprises’ innovativeness: Evidence from manufacturing companies in Harare, Zimbabwe","authors":"Charles Makanyeza,&nbsp;Blessing Kudzai Mabenge,&nbsp;Grace Portia Kuda Ngorora-Madzimure","doi":"10.1002/joe.22180","DOIUrl":"10.1002/joe.22180","url":null,"abstract":"<p>The study investigated factors influencing innovativeness in small and medium enterprises (SMEs). Using empirical data from 330 SMEs, structural equation modelling was employed to test the factors that influence innovativeness at the level of the firm, namely the firm's resources, government support and institutional policies, networks and collaborations, the organization's innovative culture, local knowledge diffusion, and facilitating conditions. Results show that the firm's resources, government support and institutional policies, and networks and collaborations each positively influences innovativeness at the level of the firm. On the contrary, the organization's innovative culture, local knowledge diffusion and facilitating conditions were found to have insignificant effects on innovativeness. It is recommended that, to increase innovativeness, SMEs should invest in building up their resources in terms of both tangible and intangible resources. They can also lobby the government for support and to institute policies that promote innovativeness. Furthermore, SMEs are advised to build networks and collaborations with other institutions such as colleges, universities, research institutions and well-established and innovative firms. SMEs in developing and emerging markets can benefit from these findings.</p>","PeriodicalId":35064,"journal":{"name":"Global Business and Organizational Excellence","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-09-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/joe.22180","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47246531","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}