Wafa Khalaf Al Adwan and Marah Essam Al Safadi
This study aims to investigate the Jordanian Telecommunications Company's implementation of business analytics and how it affects the caliber of its financial reporting. The staff…
Abstract
This study aims to investigate the Jordanian Telecommunications Company's implementation of business analytics and how it affects the caliber of its financial reporting. The staff members of Jordanian telecom businesses will receive a questionnaire. Previous research has indicated that organizational, technological, and environmental factors have a significant role in influencing the choice to use business analytics. It is also anticipated that pressure from competitors, top management backing, and cost savings would all have a significant impact on the intention to use business analytics. These financial reports have improved in quality as a result. These anticipated outcomes demonstrate how crucial it is for businesses to employ business analytics as a tool to improve their financial performance and ability to compete in the global marketplace.
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Tayfun Yıldız, Betül Balkan Akan, Ünsal Sığrı and Marina Dabić
Tacit and explicit knowledge sharing play crucial roles in today’s rapidly changing business environment, particularly in fostering innovation. However, uncovering tacit knowledge…
Abstract
Purpose
Tacit and explicit knowledge sharing play crucial roles in today’s rapidly changing business environment, particularly in fostering innovation. However, uncovering tacit knowledge sharing remains complex. The purpose of this study is to analyze the mediating roles of tacit and explicit knowledge in the relationship between a knowledge-sharing culture and organizational creativity.
Design/methodology/approach
In this study, the authors developed an extended analytical process to analyze the impact of explicit and tacit knowledge on a knowledge-sharing culture and organizational creativity. This process combines two analytical techniques: necessary condition analysis (NCA) and partial least squares structural equation modeling (PLS-SEM). NCA identifies essential bottlenecks for a specific outcome, while PLS-SEM uncovers strong connections between predictor and outcome variables. The authors applied these analyses to a sample of 155 IT experts from a leading telecom company in the Turkish ICT industry to test the relevant hypotheses.
Findings
The findings of this study indicate that tacit knowledge, rather than explicit knowledge, partially mediates the relationship between a knowledge-sharing culture and organizational creativity. This mediating role of tacit knowledge is particularly pronounced in the ICT sector. Additionally, the impact of organizational capabilities on organizational creativity is amplified by higher levels of tacit knowledge sharing.
Originality/value
The effect of organizational capabilities on organizational creativity was found to increase because of tacit knowledge sharing compared to explicit knowledge sharing, depending on the knowledge-sharing climate.
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Anett Erdmann and Luis Toro-Dupouy
In higher education, the appreciation and implementation of artificial intelligence (AI) has led to debate and polarization. This study examines how the institutional environment…
Abstract
Purpose
In higher education, the appreciation and implementation of artificial intelligence (AI) has led to debate and polarization. This study examines how the institutional environment at universities impacts the value perception and intention to adopt AI in higher education. It seeks to optimize the adoption pathway by identifying essential “must-have factors” and “value drivers.”
Design/methodology/approach
Employing the technology-organization-environment (TOE) framework alongside the technology acceptance model (TAM) framework and perceived value concepts, this research utilizes a partial least squares structural equation modeling (PLS-SEM) approach complemented by necessary condition analysis (NCA), a novel approach in this context, which allows us to distinguish between critical antecedents and value drivers in the evaluation and adoption of AI technology.
Findings
Results indicate that organizational complexity, readiness, competency, compatibility and competitive advantage significantly affect the perceived value of AI, mediated by stakeholders’ perceptions of its ease of use and usefulness. These factors enhance the intention to adopt AI in higher education. Perceived usefulness has the highest effect size and the importance of ease of use differs between Europe and South America. External factors like partner support and competitive advantage are necessary considerations to be met, while competitive advantage and some internal factors are sufficient conditions for AI adoption.
Originality/value
The study underscores the importance of certain institutional factors, setting priorities for management actions in AI adoption. It differentiates between the general appreciation of AI and the intention of practical implementation, highlighting the role of partner support as a necessary condition, although a non-value-driving factor.
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Dewen Liu, Ying Zou, Peng Lv and Shanji Yao
While the impact of digitalization on businesses has been extensively studied, the influence of digitalization on marketing outcomes in private enterprises has not received…
Abstract
Purpose
While the impact of digitalization on businesses has been extensively studied, the influence of digitalization on marketing outcomes in private enterprises has not received sufficient attention. The current study aims to examine how and when digitalization affects international marketing decisions in the context of private enterprises.
Design/methodology/approach
This study employs data from a survey of Chinese private enterprises conducted in 2020, which constitutes the world's largest dataset of its kind. Nearly 19,000 samples were included in the study. Additionally, we also incorporate supplementary data on digitalization in the Chinese region. Employing various methods, this study empirically and robustly examines the proposed research framework within the context of Chinese private enterprises.
Findings
Based on the resource-based view and agency theory, this paper found that digitalization can positively impact private enterprises’ direct and indirect international marketing decisions. Furthermore, we introduce the inclusion of innovation capacity and board governance as moderators in the model and find that board governance attenuates the influence of digitalization on international marketing decisions, while innovation capacity enhances the impact of digitalization on direct international marketing but diminishes its effect on indirect international marketing.
Originality/value
This study advances the understanding of the impact of digitalization on international marketing in private enterprises, thereby addressing the gap in the limited focus on digitalization in private enterprises. It also demonstrates how private enterprises effectively utilize digitalization to gain marketing advantages in the international market.
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Rehab Iftikhar and Mehvish Rashid
Knowledge loss and retention are common phenomena not only for organizations but also for interorganizational projects, where multiple organizations are involved. This paper sets…
Abstract
Purpose
Knowledge loss and retention are common phenomena not only for organizations but also for interorganizational projects, where multiple organizations are involved. This paper sets out to understand why knowledge loss occurs and how to retain knowledge, particularly in the context of interorganizational projects. For this purpose, the Orange Line Metro Rail Transit System in Lahore, the Bus Rapid Transit in Peshawar and the Green Line Metrobus in Karachi, all in Pakistan, were examined.
Design/methodology/approach
A multi-case study approach is employed in this paper. Empirical data were collected through semi-structured interviews and archival documents. To analyze the data, we used a three-step thematization procedure, which included data condensation, data presentation and conclusion.
Findings
The findings present the determinants of knowledge loss, including high time pressure, memory decay, lack of sharing of personal knowledge and tenuous relationships between salary and experience. For knowledge retention, the findings provide evidence of the transformation of the working environment, externalization, job shadowing, the hiring and rehiring individuals and the provision of incentives.
Originality/value
By examining knowledge loss and retention in interorganizational projects, this article contributes to the literature on knowledge-based theory.
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Marialuisa Saviano, Asha Thomas, Marzia Del Prete, Daniele Verderese and Pasquale Sasso
This paper aims to contribute to the discussion on integrating humans and technology in customer service within the framework of Society 5.0, which emphasizes the growing role of…
Abstract
Purpose
This paper aims to contribute to the discussion on integrating humans and technology in customer service within the framework of Society 5.0, which emphasizes the growing role of artificial intelligence (AI). It examines how effectively new generative AI-based chatbots can handle customer emotions and explores their impact on determining the point at which a customer–machine interaction should be transferred to a human agent to prevent customer disengagement, referred to as the Switch Point (SP).
Design/methodology/approach
To evaluate the capabilities of new generative AI-based chatbots in managing emotions, ChatGPT-3.5, Gemini and Copilot are tested using the Trait Emotional Intelligence Questionnaire Short-Form (TEIQue-SF). A reference framework is developed to illustrate the shift in the Switch Point (SP).
Findings
Using the four-intelligence framework (mechanical, analytical, intuitive and empathetic), this study demonstrates that, despite advancements in AI’s ability to address emotions in customer service, even the most advanced chatbots—such as ChatGPT, Gemini and Copilot—still fall short of replicating the empathetic capabilities of human intelligence (HI). The concept of artificial emotional awareness (AEA) is introduced to characterize the intuitive intelligence of new generative AI chatbots in understanding customer emotions and triggering the SP. A complementary rather than replacement perspective of HI and AI is proposed, highlighting the impact of generative AI on the SP.
Research limitations/implications
This study is exploratory in nature and requires further theoretical development and empirical validation.
Practical implications
The study has only an exploratory character with respect to the possible real impact of the introduction of the new generative AI-based chatbots on collaborative approaches to the integration of humans and technology in Society 5.0.
Originality/value
Customer Relationship Management managers can use the proposed framework as a guide to adopt a dynamic approach to HI–AI collaboration in AI-driven customer service.
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Peter Cronemyr, Anders Fundin and Lars Wemme
Process management principles are challenging owing to the increasing need for sustainable operations. The demand for rapid deliveries implies accelerated changes and increased…
Abstract
Purpose
Process management principles are challenging owing to the increasing need for sustainable operations. The demand for rapid deliveries implies accelerated changes and increased flexibility. Therefore, this study aims to facilitate process improvements based on change-driven needs.
Design/methodology/approach
The research is conducted using holistic multiple case studies of eight Swedish organisations (with employees from Sweden, France and Germany), representing the automotive, energy, medical technology, healthcare, telecom and social services sectors.
Findings
A process management model with four change-driven phases is presented. The model fulfils demands for both speed and quality in process changes, providing specific guidance on working methods for (1) control and stability, (2) creativity and stability, (3) creativity and change and (4) control and change.
Research limitations/implications
This research is limited to eight organisations in Sweden, France, and Germany that participate in the automotive, energy, medical technology, healthcare, telecom and social services sectors. Future research should explore broader international contexts.
Practical implications
The proposed model helps decision-makers adapt process management to evolving business and operational needs; thus, leaders can make grounded decisions on when and how to change operations based on changing internal and external requirements.
Originality/value
This study challenges the current process management paradigm with new knowledge of how process management can be adapted to new business opportunities.
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The study aims to provide a comprehensive understanding of the existing literature on women’s leadership in academia by identifying the existing challenges for their…
Abstract
Purpose
The study aims to provide a comprehensive understanding of the existing literature on women’s leadership in academia by identifying the existing challenges for their underrepresentation, and proposing a new-age leadership interventions to address the inherent systemic biases and develop foster an equitable academic climate.
Design/methodology/approach
The study employed bibliometric analysis to map the literature by investigating publication and geographical trends. Techniques like citation, co-citation, bibliographic coupling and co-word analysis identified seminal research and emerging themes, providing insights into research developments and facilitating identification of avenues for future research.
Findings
Our study highlights how social, organizational and individual barriers disadvantage women academic leaders. Existing enablers for women in leadership, like mentorship, leadership development and family friendly policies, focus on bringing change within the prevailing academic culture, reinforcing the notion “women need support”, overlooking the influence of systemic barriers. Such interventions are often ineffective in bringing sustainable change. We propose integrating AI/machine learning (ML) technologies in leadership selection to reduce bias arising from subjectivity.
Research limitations/implications
This study contributes to the discourse on gender inequality in academic leadership by offering a robust understanding of the research topic and informing avenues for future research.
Practical implications
Policymakers and higher education institutions can use the findings of the study to aid the formulation of policies, initiatives and institutional procedures to mitigate the prevalent gender bias in academia and cultivate an inclusive culture for growth of women.
Originality/value
The paper analyses women’s under-representation as academic leaders and proposes a novel data-driven intervention using gamification, AI and ML, aiming to reshape gender dynamics in academic leadership.
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Yanina Espegren and Mårten Hugosson
Human resource analytics (HRA) is an HR activity that companies and academics increasingly pay attention to. Existing literature conceptualises HRA mostly from an objectivist…
Abstract
Purpose
Human resource analytics (HRA) is an HR activity that companies and academics increasingly pay attention to. Existing literature conceptualises HRA mostly from an objectivist perspective, which limits understanding of actual HRA activities in the complex organisational environment. This paper therefore draws on the practice-based approach, using a novel framework to conceptualise HRA-as-practice.
Design/methodology/approach
The authors conducted a systematic literature review of 100 academic and practitioner-oriented publications to analyse existing HRA literature in relation to practice theory, using the “HRA-as-practice” frame.
Findings
The authors identify the main practices involved in HRA, by whom and how these practices are enacted, and reveal three topics in nomological network of HRA-as-practice: HRA technology, HRA outcomes and HRA hindrances and facilitators, which the authors suggest might actualize enactment of HRA practices.
Practical implications
The authors offer HR function and HR professionals a basic ground to evaluate HRA as a highly contextual activity that can potentially generate business value and increase HR impact when seen as a complex interaction between HRA practices, HRA practitioners and HRA praxis. The findings also help HR practitioners understand multiple factors that influence the practice of HRA.
Originality/value
This systematic review differs from the previous reviews in two ways. First, it analyses both academic and practitioner-oriented publications. Second, it provides a novel theoretical contribution by conceptualising HRA-as-practice and comprehensively compiling scattered topics and themes related to HRA.
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Emmanuel Senior Tenakwah and Chrystie Watson
This paper aims to highlight the crucial role of strategic human resource management and leadership in preparing workforces for the artificial intelligence (AI) and automation age.
Abstract
Purpose
This paper aims to highlight the crucial role of strategic human resource management and leadership in preparing workforces for the artificial intelligence (AI) and automation age.
Design/methodology/approach
The paper adopts a conceptual approach, reviewing existing literature, drawing insights from industry experts, and real-world examples to develop a framework for preparing and sustaining workforces for the AI era.
Findings
The paper finds that successfully integrating AI and automation in the workforce requires a proactive and strategic approach from HR leaders, emphasising the critical importance of aligning AI and automation strategies with overall business goals through strategic workforce planning. Developing an AI-literate and adaptable workforce is crucial for embracing AI-driven changes, necessitating the creation of new AI-centric roles and career pathways, innovative job models, and comprehensive upskilling programs. HR must act as a translator between humans and machines, fostering seamless collaboration, addressing cultural and ethical implications, and leading the charge.
Research limitations/implications
The paper relies primarily on conceptual arguments and anecdotal evidence from industry experts.
Practical implications
The paper provides actionable insights for HR leaders to foster sustainable AI transitions within workforces.
Social implications
The paper highlights the potential social implications such as job displacement concerns and the need for reskilling and upskilling initiatives. It emphasises the importance of proactively addressing these concerns through clear communication, job security measures, and learning and development opportunities.
Originality/value
The paper offers a fresh perspective on the role of HR in the AI era, positioning HR leaders as strategic enablers of sustainable human-machine collaboration. It synthesises insights from various sources to provide a comprehensive framework for workforce preparation, emphasising the importance of aligning AI adoption with workforce development initiatives.