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The purpose of this paper is to examine the role of management control systems (MCS) in strategically responding to institutional pressures for sustainability (IPS). Drawing on institutional theory (DiMaggio and Powell, 1983) and strategic responses to institutional pressures framework (Oliver, 1991), the study argues that organisations strategically respond to IPS using MCS.

Data were collected by interviewing sustainability managers of a large-scale multinational apparel manufacturing organisation with its headquarters in Sri Lanka.

The study finds that organisations actively respond to IPS using acquiescence, compromise, avoidance, defiance, and manipulation strategies. The results not only reveal that formal MCS play a critical role in complying with IPS, but also in more active responses, including compromise, avoidance, defiance, and manipulation. The findings highlight that organisations use MCS as a medium to respond strategically to IPS, and in turn, the use of MCS has important implications for organisational change and improvement.

The study has implications for Western organisations, finding that suppliers committed to sustainability in Asia strategically respond to IPS as a means of strengthening outsourcing contracts, instead of blindly accepting. Findings indicate that organisational changes and success seem to be a function of strategically responding to IPS rather than operating an organisation by neglecting sustainability challenges. The organisational ability to use MCS in strategically responding to IPS has the potential for long-term value creation.

This study provides novel insights into the MCS, strategy and sustainability literatures by exploring different uses of MCS tools in strategically responding to IPS. More specifically, it shows how the use of MCS tools varies in supporting strategic responses, and with respective IPS. In doing so, it enhances our understanding of the importance of the use of MCS in dynamics of institutional change and practical variances in strategically responding to IPS.

The purpose of this research is to examine the effect of ability, motivation and opportunity (AMO) practices on organizational citizenship behaviour (OCB), in medical staff working in specialized units. In addition, we check the mediating role of work-related well-being, understood as engagement, trust and exhaustion, in the relationship between AMO practices and OCB. Furthermore, the moderating role of service leadership is analysed in the relationship between AMO practices and work-related well-being.

Using the AMO framework under the job demands-resources (JD-R) model, and based on a sample of 214 employees from public healthcare, a time-lagged moderation-mediation model was performed.

Results provide evidence that AMO practices have a positive effect on OCB. Further, work-related well-being mediated the effect of AMO practices on OCB. In addition, service leadership exerted a moderating role between AMO practices and work-related well-being.

Building on recent research which has emphasized the knowledge gap regarding how human resource practices might positively affect both employees and organizations, this is the first study that indicates that said practices positively affect both employee well-being and OCBs in the public healthcare context.

The paper is built upon the conceptual framework of ability, motivation and opportunity (AMO) to identify the effect of the high performance work system (HPWS) on the voice behaviour of the organisation.

The human resource department of the steel plants was approached to facilitate the data collection. A standardised questionnaire was used to collect responses from 169 full-time employees working at different levels and departments in the steel plant in India. Partial least squares structural equation modeling (PLS-SEM) was used to validate and examine the model identifying the relationship of AMO enhancing practices with the voice behaviour in the organisation.

AMO was found to affect voice behaviour in the organisation. The positive and significant effect of ability enhancement practices was examined on the acquiescent voice and the opportunity enhancing practices on the acquiescent and defensive voice in the organisation.

Even though the organisation has tried to improve the employee's ability through proper training and development efforts, the organisation still fails to develop confidence in the employee for giving the suggestion or opinions without hesitation. The research papers try to provide valuable suggestions to the human resource management (HRM) and other managers for improving the voice behaviour of the employees based on the current study that identifies the effect of AMO practices on the voice behaviour of the employees.

Factors affecting voice behaviour are not yet extensively studied in the Indian context. The researcher examined the effect of HPWS, considering the AMO framework on the organisation's acquiescent voice, defensive voice, and prosocial voice behaviour.

The purpose of this paper is to investigate the impact of perceived abilities-motivation-opportunity (AMO framework) enhancing human resource management practices on destructive and constructive deviance through employee engagement.

Data were collected from 350 middle-level information technology employees. Structural equation modeling was applied to examine the proposed hypotheses.

Results revealed significant relationships between perceived AMO framework and destructive and constructive deviance, except for the relationship between perceived ability and destructive deviance. Furthermore, perceived AMO framework exhibited a significant positive relationship with employee engagement. Utilizing social exchange theory, results proposed partial mediation of employee engagement between perceived AMO framework and constructive and destructive deviance except for the relationship between perceived ability and destructive deviance, for which employee engagement exhibited full mediation.

This study implies that contemporary organizations must take initiatives to enhance employee engagement through the implementation of abilities, motivation and opportunities-enhancing human resource management (HRM) practices (AMO framework). Results of the study infer that motivation-enhancing HRM practices contribute highest in generating employee engagement followed by opportunity and abilities-enhancing HRM practices.

This study empirically investigates the impact of HRM bundles on both destructive and constructive deviance. Additionally, this study explores the underlying mechanism between HRM bundles and workplace deviance by assessing the mediating role of employee engagement.

The literature has recognized the key role of the human resource management (HRM) practices for enhancing firms’ innovative performance. At the same time, scholars have consistently demonstrated open innovation (OI) to be an effective approach for boosting companies’ innovative outcome. Nevertheless, academics have largely overlooked to investigate the complex relationship between HRM practices, OI and organizations’ innovativeness, while claiming further research on organizational antecedents on OI. Using the ability, motivation and opportunity (AMO) framework as analytical lens, this study investigates the direct and indirect relationship between AMO-enhancing practices and firms’ innovation capacity, hypothesizing a potential mediating role of OI.

Drawing from the European Company Survey 2019, a large-scale representative dataset of more than 20,000 establishments at European level and building on the “human-side” of OI, the study proposes two hypotheses regarding the relationship between AMO-enhancing practices and OI in fostering product and process innovation in European firms.

The results show that companies that invest in AMO-enhancing practices not only have higher probability to innovate, but also are more inclined to collaborate with external partners. Moreover, OI not only enhances the innovation capacity of the firm but also partially mediates the relationship between HRM and organizations’ innovativeness.

This is one of the first studies which empirically investigate how the AMO framework increases the likelihood of engaging in an OI process by firms, thereby, increasing their innovation capacity. The results shed further lights on both “the human side” of OI, as well as in the mechanisms linking HRM practices with innovation. Moreover, the analysis provides a deeper understanding about the organizational antecedents of the OI process, as well as corroborating the recent theoretical contributions on HRM and OI.

Owing to the growing importance of human resource practices (HRM) and open innovation (OI) in small and medium enterprises (SMEs) context, the purpose of this paper is to investigate the effect of high-performance working systems (HPWS) on inbound and outbound open innovation in SMEs through the mediating role of innovative work behaviour (IWB). Using ability-enhancing, motivation-enhancing and opportunity-enhancing (AMO) framework, this study investigates the direct and i.ndirect effects of HPWS AMO practices and SMEs open innovation through the mediation effects of IWB.

This study employed a random sampling method to collect data by surveying 208 participants from SMEs in high-tech manufacturing and knowledge-intensive service sectors. Partial least squares-structural equation modelling is employed to analyse the interrelationships between constructs.

The results show that ability-enhancing practices are critical HRM practices that directly influence SMEs inbound and outbound; IWB is positively and significantly related to OI approaches; IWB partially mediates the relations between AMO HPWS and inbound and outbound open innovation.

The effects of HPWS practices are important in fostering OI in SMEs operating in Czech Republic. In addition, IWB is a partial intermediation that strengthens the relation between AMO HPWS and inbound and outbound OI.

This study adds to our understanding of the direct and indirect interactions between HPWS practices, IWB and inbound and outbound open innovation in high-tech manufacturing and knowledge-intensive service SMEs in Czech Republic.

To explore the role of human resources (HR), specifically ability, motivation and opportunity practices (AMO) framework and supply chain orientation top management support (SCO-TMS), in driving the dynamic capabilities of the Triple-A (agility, adaptability and alignment), which help to overcome the challenges faced by global supply chains (SC).

A survey is answered by managers from different functions in a sample of 287 manufacturing plants (three manufacturing sectors) and 14 countries (nine developed and five developing). The database is analyzed by PLS-SEM. In-sample and out-of-sample model predictive capacity is assessed by PLSPredict and CVPAT. A multigroup analysis (MGA) has been done to assess the possible influence of the countries’ economic development context in the model.

This research confirms significant positive relationships between AMO and SCO-TMS and AAA capabilities, with SCO-TMS showing a stronger relationship. This highlights the importance of HR aspects (AMO and SCO-TMS) as drivers of Triple-A SC, and particularly the importance of top management’s strategic vision to support SCO and develop collaborative relationships with suppliers and customers. The wide multi-country/multi-sector sample, reinforced by a good model’s in-sample and out-of-sample predictive capacity, makes these results more reliable and generalizable to other settings than other research in the field.

Managers are encouraged to develop AMO practices and SCO-TMS (focusing on SCO-TMS as the main lever) to enhance Triple-A SC capabilities. The analysis of the country’s economic development context still encourages the use of SCO-TMS as the main lever since its effect is higher than that of AMO. This knowledge is crucial to improving the allocation of limited resources toward developing appropriate capabilities.

Following the DCV and ROT perspectives, this research pioneers the analysis of HR practices (AMO) and SCO-TMS as antecedents of the Triple-A SC capabilities, making relevant contributions to the knowledge on the drivers of these relevant dynamic capabilities, an area with limited prior research.

This study aims to explore how the three types of human resource (HR) practices, encapsulated in the ability, motivation and opportunity (AMO) model, foster a learning organizational culture (LOC). In doing so, the authors evaluate the centrality of knowledge sharing (KS) in mediating this relationship.

A quantitative survey is undertaken to collect data from managers working in organizations operating in the UK. The authors use several statistical techniques to assess the psychometric properties of the measures and test the hypotheses using multiple regression executed with Preacher and Hayes’ Process macro.

The findings show that the AMO HR practices significantly facilitate the development of a LOC in the workplace, and KS among organizational members amplifies the effects of these HR practices in the process.

A LOC functions as an important source of organizational performance and effectiveness. It enhances the absorptive capacity of the organization to capture, share and transfer knowledge to optimize work. Hence, developing a culture that nurtures organizational learning could be a priority for managing HR. This study, therefore, extends the understanding of the role of AMO HR practices in fostering a learning culture – thus, providing managers with the essential knowledge to improve performance. The study also enriches the literature on HR practices, KS and LOC by integrating these three variables into a unifying framework.

This study explores what impact high-performance work practices (HPWP) – from the ability-motivation-opportunity (AMO) framework – might have on financial performance among family firms and examines the mediating role played by family-centered goals (FCGs).

The empirical approach is based on data collected from a sample of 339 Spanish small and medium-sized family enterprises operating in the industry and service sectors. To test the hypotheses, this paper applies a path analysis modeling tool to estimate both indirect and direct effects in mediator models.

The results indicate that the AMO framework has a significant impact on financial performance through the lens of FCGs. In addition, family businesses' keen concern to preserve family wealth influences the effectiveness of HPWPs, making firms more socioemotionally oriented at the expense of economic impact.

This paper underscores the importance of integrating family aspirations into strategic human resource management (HRM) design, emphasizing the significance of socioemotional wealth (SEW) preservation.

The findings offer practical insights for family managers, family owners and human resource (HR) practitioners, suggesting the need to align HR practices with family goals and to strategically balance socioemotional and financial wealth considerations. Family owners in key management positions must skillfully manage HR strategies in order to harmonize family and firm goals.

By examining the mediating effect of FCGs, this paper advances and extends SEW theory in the context of HRM by considering the relationships between HR practices and firm performance as a mixed gamble approach.

The aim of this study was to analyse the link between the values that govern the functioning of cooperatives and their sustainability. Furthermore, the authors propose that this relationship is mediated by AMO (ability, motivation and opportunity) practices, which generate different behaviours and attitudes in their employees, thus strengthening the message of sustainable management that the directors of this kind of companies aim to transmit.

This article presents a theoretical and empirical research model about the relationship between organisational values, AMO practices and sustainability in social economy firms. The proposed model was tested using the multivariate method of partial least squares structural equation modelling (PLS-SEM) with a sample of 124 cooperative companies. The information was gathered through a questionnaire with questions composed of measurement scales that had been previously validated by the reference literature.

This work empirically demonstrates that the perceived support, respect and responsibility values are strongly related to sustainability, and that ability and opportunity-enhancing practices mediate the association of perceived support and responsibility with the sustainability of cooperatives.

This work contributes to covering the lack of studies about which values support and impact the sustainability of organisations, and it provides information about the mediating role of certain AMO practices in the search for a more sustainable organisation, demonstrating that some practices are more relevant than others.