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Strategy, organisation change, leadership.

MBA Level/Managing Change and Leadership courses.

This case follows the journey of Malcolm Wall Morris, Chief Executive Officer of Dubai Multi Commodities Centre (DMCC), in his transformation of the organisation from a slow, unfocused organisation to one that is operationally efficient with a positive culture. The case ends by pushing students to think beyond the structural and cultural changes that took place, to the next level of change that must happen for DMCC to ensure sustainable growth.

Understand issues that are related to change management in an organisation and being aware of the potential ways to manage it; recognize the role of leadership in driving and managing change; recognize that the issues discussed are not limited to the case of DMCC, but are applicable to all other organisations who seek sustainable growth in the long run.

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The purpose of this paper is to determine the relationships between learning opportunities, person-organization fit, self-directedness career attitude and job hopping among generation Y employees in Malaysian small medium enterprise (SME) service sectors.

Research data was gathered from a sample of 203 generation Y employees from SME service sectors in Malaysia. Partial least squares structural equation modelling is used to perform the data analysis in the present study.

The results demonstrated that person-organization fit and self-directedness career attitude correlates significantly with job hopping among generation Y employees. However, there is no significant relationship between learning opportunities and job hopping.

This study provides an empirical framework for explaining the job hopping among generation Y employees in SME service based on the review of related careers.

This study offers new insights into the predicting factors of job hopping among generation Y employees in the Malaysian context specifically.

In this paper, a set of safe adaptive genetic algorithms (sGAs) is proposed based on the Splicing/Decomposable encoding scheme and the efficient speed‐up strategies developed by Xu et al.. The proposed algorithms implement the self‐adaptation of the problem representation, selection and recombination operators at the levels of population, individual and component which commendably balance the conflicts between “reliability” and “efficiency”, as well as “exploitation” and “exploration” existed in the evolutionary algorithms. It is shown that the algorithms converge to the optimum solution in probability one. The proposed sGAs are experimentally compared with the classical genetic algorithm (CGA), non‐uniform genetic algorithm (nGA) proposed by Michalewicz, forking genetic algorithm (FGA) proposed by Tsutsui et al. and the classical evolution programming (CEP). The experiments indicate that the new algorithms perform much more efficiently than CGA and FGA do, comparable with the real‐coded GAs — nGA and CEP. All the algorithms are further evaluated through an application to a difficult real‐life application problem: the inverse problem of fractal encoding related to fractal image compression technique. The results for the sGA is better than those of CGA and FGA, and has the same, sometimes better performance compared to those of nGA and CEP.

The objective is to extend the concept of purse parties introduced by Gosline (2009) and to explore the phenomenon of counterfeit consumption through the in-home “purse parties” channel. The authors seek to reveal themes from the depth interviews and build a consumer typology reflecting attitudes toward purse parties and counterfeit luxury products.

The method is a qualitative phenomenological approach. Authors assessed attitudes toward purse party attendance and counterfeit goods – along with any subsequent behavioral intentions or behaviors. Authors addressed the objective using depth interviews among 28 women.

Findings included five emerging themes: distinctness of in-home consumption settings, obligatory attendance, social engagement, curiosity, and disregard for legalities of counterfeit consumption/disdain for purse parties.

The sample primarily consists of female colleges students and is not representative of all consumers. Due to social desirability bias and the controversial nature of counterfeit consumption, informants may have struggled to provide honest responses.

Research implications suggest potential increases in purse party events and consumption due to informant’s blatant disregard for the legalities of the practice, and interests in social engagement, intimacy (exclusivity), and curiosity.

The main contribution is a typology representing four types of purse party consumers: loyal, curious/social, skeptic, and disengaged. This proposed typology stems from the aforementioned themes uncovered. Further, authors identify the social implications of in-home purse parties and underscore the significance of an under-investigated purchase channel.

Turbulent hypercompetitive market conditions make small and medium enterprises (SMEs) vulnerable to abrupt crises caused by unexpected competitor moves. In these situations, enterprise risk management (ERM) can serve as a dynamic capability (DC) to overcome the impending crisis and improve SMEs' survival rates. To explore this capacity, which has only been vaguely addressed in prior research, we conduct an exploratory, abductive study to update the extant (ERM and DC) literature with empirical evidence from expert interviews.

We conduct an exploratory, abductive study using empirical evidence from expert interviews.

Our findings reveal ERM as a second-order DC in the micro-foundational components of competitive intelligence gathering, alliance building and integrative capabilities. We find that competitive intensity and government policy moderate the effects of these foundational capabilities. Finally, our study proposes a survivability model that provides new valuable knowledge of ERM as a DC for SMEs to deal with competition-driven crises.

This research survivability model shows how ERM as DC can facilitate the survivability of SMEs against competitive surprises. Although restricted to crises arising out of competitive surprises, this study provides valuable knowledge to the literature on what type of DCs are useful for specific situations. The study findings not only extended Teece's (2007) DCs framework to competitive crises but also placed it within a hierarchy of capabilities. The research findings indicate that an ERM culture in SMEs promote the growth and development of sensing, seizing and reconfiguring capabilities, vital for tiding competitive crises.

This paper aims to identify the relationship between organizational learning culture, psychological contract breach, work engagement, training simulation and transfer of training, to examine the effect of transfer of training on organizational citizenship behaviour and to determine the mediating effect of transfer of training on the relationship between organizational learning culture, psychological contract breach, work engagement and training simulation with organizational citizenship behaviour. This study investigated these relationships in the context of public sector organizations in Malaysia.

The data for this study were collected by using the purposive sampling from Malaysian Civil Defence Force or Angkatan Pertahanan Awam (APM) employees who attended a disaster preparedness training programme between March to May 2015. The questionnaire was the main tool for the data gathering. The data were analysed using structural equation modelling technique using AMOS 22 version software.

The findings showed that work engagement and training simulation are the factors that influence the transfer of training, and there is a positive effect of the transfer of training on the organizational citizenship behaviour. The result also demonstrated that the transfer of training is the mediator in the relationship between work engagement, training simulation and organizational citizenship behaviour.

This study focuses on public sector areas which is Malaysia Civil Defense Force (APM). No interview session was conducted due to the time constraint in completing this study.

This study extends the existing understanding of factors that influence transfer of training and the effect of transfer of training on employees and organization. In other words, through the positive transfer of training, organizations not only attain positive returns on their training investment but also improve the performance and the work attitude of the organization’s employees.