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The purpose of this study is to uncover the essential conditions for establishing a successful collaboration between the Fairmont Hotel (Makkah) staff and the senior management team to prepare for cocreating a future shared corporate vision.

This study is an action research project involving senior managers of the Fairmont Hotel (Makkah) and EHL Hospitality Business School (Lausanne, Switzerland). Data were collected from 16 hotel staff members, covering functional/department managers, team leaders, operations supervisors and operational-level employees.

This study uncovered a series of generic proposals made by the hotel staff, which are prerequisites/conditions for successful collaboration with senior management, to prepare for cocreating a future shared vision.

In response to the staff’s generic proposals, the senior management team proposed practical measures to support continued collaboration between hotel staff and the senior management team. These measures aim to maintain a collaborative approach centered on achieving future common goals and a shared vision to promote sustainable innovation in the services of the Fairmont Hotel (Makkah).

This study is innovative in two respects. First, it demonstrates a strong willingness on the part of senior management and staff to collaborate less vertically, contrary to the cultural norm in Saudi Arabia, known for its strong hierarchical distance. Second, the mutual commitment to more horizontal collaboration is not typical of five-star hotels, which are traditionally vertical and hierarchical.

Using a case study of Zimbabwe’s central government, this study aims to empirically examine the extent to which senior management was supportive of the records management function as well as the reasons why such levels of support subsisted.

This mixed methods research made use of the explanatory sequential research design where quantitative responses from records and information supervisors were either confirmed or disconfirmed by open-ended interview responses from finance and administration directors. Fifteen records and information supervisors and eight finance and administration directors participated in the study. Document reviews and personal observation were also used in soliciting data.

The study revealed that top management was not very supportive of the records management function as a result of lack of knowledge about records management and because of negative perceptions and attitudes harboured by some senior managers towards the functional area. The study also revealed that organisational structural factors also played a part as the records and information management section was poorly represented by finance and administration directors at the top, who by virtue of their training had little knowledge about and interest in records management.

The study raises the importance of senior management in records management processes, projects and programmes. It highlights that without senior management support, records management initiatives are bound to fail. Thus, the study is important as it raises the need to incorporate senior management as part of organisations’ tactical and operational strategy.

This study aims to examine whether senior Enron executive emails celebrated, or at least left a space for, corporate irresponsibility. Engaging with prior organizational-focused research, we investigate how corporate emails sent by senior executives help constitute Enron by communicating to employees senior management’s stance about important topics and social characters.

The study analyzes the 527,356 sentences contained in 144,228 emails sent by Enron senior executives and other employees in the three-year period (1999–2001) before the company’s collapse. Sentences are used as the base-level speech unit because we are interested in identifying the tone and emotions expressed about specific topics and stakeholders. Tone is measured using Loughran and McDonald’s (2016) financial dictionary approach, and emotion is measured using Mohammad and Turney’s (2013) NRC word-emotion lexicon. Least Absolute Shrinkage and Selection Operator (LASSO) regressions are used to explore the determinants of senior management tone and emotions.

The analysis illustrates that while both senior executives and other employees utilized email to help accomplish task-related activities, they employed different evaluative tones to talk about key topics and stakeholders. Also important is what is left unsaid, with a “spiral of silence” emanating from senior management that created a space for corporate irresponsibility.

Combining advanced computerized textual analysis with qualitative techniques, we analyze a unique dataset to explore micro details involved in using email to communicate a tone at the top. The findings illustrate how what is said or not said by senior management contributes to the constitution of an organization.

This study aims to explore the relationship between digital transformation and talent management during the current industrial revolution (Industry 4.0). Talent management is a critical strategic focus for human resource (HR) managers, evolving with changing approaches over time. The paper seeks to guide talent management in Industry 4.0 by advocating a collaborative approach between employees and HR managers amidst technological transformations.

A systematic method of finding the literature using the PRISMA framework, through databases like Scopus, EBSCO, Emerald Insights and Science Direct was applied. A total of 629 papers were initially identified, which were filtered down to 42 papers for the review, leading to identification of research gaps, formulation of different research questions and proposal of a conceptual framework.

The literature highlights varied HR practices in Industry 4.0 and the corresponding transformation initiatives. It underscores that Industry 4.0 technologies empower employees to leverage creative, digital and interpersonal skills, fostering continuous learning. HR managers, through coaching and a commitment to sustainable practices, further motivate employees to acquire new skills. This collaborative effort propels the digital transformation of talent management, significantly impacting the overall talent pool.

Although the literature review was conducted using prominent databases, some papers in regional languages were excluded, along with few articles whose full texts were not available, which may be a limitation of this paper.

This research represents a pioneering exploration of the interdisciplinary intersections between talent management and technological transformations. Initially, it surveys digital transformation practices, followed by a systematic review presenting various authors’ perspectives on talent management in Industry 4.0. The paper concludes by identifying research gaps and articulating key variables shaped by the intentions of HR managers and employees, thus, driving the transformation of talent.

Conventional wisdom says stakeholders matter to managers as they develop strategy – but do they? If so, what type of stakeholders matter and what can managers do?

An in-depth exploration of five deep case studies where senior executives embarked upon strategy development. Analysis revealed five significant factors for managing stakeholders effectively.

These findings include: determining the nature of a stakeholder, separating those who care about the strategy and its implementation from those who do not but still could impact it; addressing stakeholders at an appropriate level; considering internal as well as external stakeholders and attending to the stakeholders’ responses to proposed strategies and the consequent dynamics created.

(1) The research was conducted with senior managers, and the authors detail the difficulties involved in doing so within the introduction and (2) The research was specific to the healthcare sector, but has relevance to all strategy makers.

This paper explores five factors and their implications and suggests techniques to address them that are well established and available to promote the effective strategic management of stakeholders.

Empirical research in strategy formation with elites is rare because it is difficult to gain access and trust. Empirical research in stakeholder studies is even rarer. By combining the two elements, the authors gather and interpret a unique dataset.

This paper examines gender diversity in the Australian valuation industry from the perspective of valuers in senior management and leadership roles and discusses gender diversity policies and practices in their organisations. Then, it explores the initiatives that can be implemented to improve gender diversity in the Australian valuation industry.

A focus group discussion was conducted with valuers in senior management and leadership roles from selected large valuation firms and government valuation agencies in Melbourne, Australia. Data collected through the focus group discussion was combined with secondary data sourced from journals, online articles and archival materials.

The findings reveal that whilst gender diversity in the Australian valuation industry has improved over the years, females remain underrepresented. Nonetheless, whilst some valuation companies have recognised the need to address the underrepresentation of women and introduced specific gender-focussed human resource policies and practices, these initiatives are not streamlined and implemented across the industry.

The study highlights the need for closer collaboration between key stakeholders such as universities, professional associations, valuation companies and government agencies in devising strategies to attract female talents into the valuation industry.

The paper is the first empirical study to assess gender diversity in the Australian valuation industry from the perspective of valuers in management and leadership roles. The proposed policies can inform future initiatives to improve gender diversity in the valuation industry.

This study aim to review and compile the latest research in women’s leadership internationally and across multiple sectors and industries to understand how to fast-track gender equality. As an outcome of this review, this paper presents an actionable universal framework for organisations to use to bolster their gender equity efforts.

A systematic literature review methodology resulted in 36 articles dedicated to research on women in senior leadership interventions across countries and organisational types. Thematic analysis identified a series of enablers and barriers that influence women’s progression into senior roles.

Research since 2020 has shown a significant shift from an individualised approach to improving women’s advancement to senior leadership roles, to a systematic one, acknowledging that there are entrenched behaviours resulting in a lack of equity.

Systematic literature reviews, although reducing bias, must still be acknowledged to have inherent bias due to the inclusion and exclusion criteria used. There is a need for future research to provide more theoretical underpinnings to advance knowledge and for implementation and review of the proposed EQUAL framework developed from this study.

The authors highlight the continuing issues at play in organisations that act as barriers to women’s progress into senior leadership. This paper suggest that organisations may need to consider ways to move past a “business case” approach towards gender equity becoming embedded at all levels. Their proposed EQUAL framework provides a practical set of evidence-based activities to enhance this approach.

Fashion retailers have increasingly adopted consumer-facing in-store technology (CFIT) to enhance the customer experience/service provision. This paper aims to explore managerial experiences and sociotechnical implications of introducing these technologies into organizational working processes.

This study draws on interpretive analysis of semi-structured interviews with 74 senior fashion retail industry practitioners, technology providers and consultants to understand managerial perspectives on technological innovation issues.

Endogenous and exogenous factors act as drivers or barriers to CFIT adoption and are influenced by strategic and tactical motives. Key issues that retail managers encounter include challenges in aligning technology implementation with retailer brand image to manage risk and reputation, with additional complexity arising from different internal and/or external actors involved, as well as required levels of change in organizational structure.

This study contributes an empirically derived framework identifying reasons for – and the drivers/barriers influencing – fashion retailers' CFIT adoption, classifying three broad approaches to CFIT adoption: embedded, transformative and opportunistic.

The study explores the factors affecting the use of smart human resource management 4.0 (SHRM 4.0) practices and its effect on dynamic capabilities and, consequently, on organizational performance.

The authors used socio-technical and dynamic capabilities theory to propose the notable research model. The authors explored the factors driving the use of SHRM 4.0 practices and their contribution to organizational performance through the development of dynamic capabilities. The authors collected data from 383 senior HR managers using a structured questionnaire, and PLS-SEM was used to analyze the data.

The results show that socio-technical factors such as top management support, HR readiness, competitive pressure, technology readiness and perceived usefulness influence the use of SHRM 4.0 practices, whereas security and privacy concerns negatively influence them. Furthermore, the authors also found the use of SHRM 4.0 practices influencing the dynamic capacities (build (learning), integration and reconfiguration) and, subsequently, its impact on organizational performance.

Its novelty lies in developing a model using dynamic capabilities and socio-technical theory to explore how SHRM 4.0 practices influence organizational performance through dynamic capabilities. This study extends the literature on SHRM 4.0 practices, HR technology use, HR and dynamic capabilities by contributing to socio-technical theory and dynamic capabilities and expanding the scope of these theories in the area of HRM. It provides crucial insights into HR and top managers to benchmark SHRM 4.0 practices for improved organizational performance.

Green technology innovation is the organic combination of green development and innovation driven. It is also a powerful guarantee for shaping sustainable competitive advantages of manufacturing enterprises. To explore what kind of executive incentive contracts can truly stimulate green technology innovation, this study aims to distinguish the equity incentive and reputation incentive, upon their contractual elements characteristics and green governance effects, and then put forward suggestions for green technology innovation accordingly.

This study establishes an evaluation model and uses empirical methods to test. Concretely, using data from A-share listed manufacturing companies for the period from 2007 to 2020, this study compares and analyzes the impact of equity and reputation incentive on green technology innovation and explores the relationship between internal green business behavior and external green in depth.

This study finds that reputation incentives focus on long-term and non-utilitarian orientation, which can promote green technology innovation in enterprises. While equity incentives, linked to performance indicators, have a inhibitory effect on green technology innovation. Internal and external institutional factors such as energy conservation measures, the “three wastes” management system, and environmental recognition play the regulatory role in the relationship between incentive contracts and green technology innovation.

Those findings validate and expand the efficient contracting hypothesis and the rent extraction hypothesis from the perspective of green technology innovation and provide useful implications for the design of green governance systems in manufacturing enterprises.