Rebecca Chunghee Kim, Hugh Scullion, Mohan V. Avvari, Stefan Jooss and Helal Uddin
The purpose of this paper is to provide a critical perspective on how the COVID-19 crisis shaped inclusive leadership behaviors of global business leaders.
Abstract
Purpose
The purpose of this paper is to provide a critical perspective on how the COVID-19 crisis shaped inclusive leadership behaviors of global business leaders.
Design/methodology/approach
Using quantitative and qualitative methods, the authors analyzed 240 CEO statements in 120 multinational enterprises from six countries (France, India, Japan, South Korea, UK, USA), pre- and mid-COVID-19.
Findings
Results show that CEO emphasis on inclusive leadership increased during the pandemic. More substantively, the authors identify three key behaviors of inclusive leadership – fidelity, calmness and collective resilience.
Originality/value
The authors provide empirical evidence of inclusive leadership behaviors by global business leaders. In doing so, the authors integrate inclusive leadership into societally engaged international business research.
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Nhat Tan Nguyen, Lai Wan Hooi and Mohan V. Avvari
This paper aims to look into the role of transformational leadership and transactional leadership as predictors of employee creativity and organisational innovation. Employee…
Abstract
Purpose
This paper aims to look into the role of transformational leadership and transactional leadership as predictors of employee creativity and organisational innovation. Employee creativity is examined as a potential mediator in the leadership styles–organisational innovation relationships.
Design/methodology/approach
A cross-sectional, quantitative design was adopted and structural equation modelling (SEM) techniques were used to analyse data collected from 369 employees working in 39 public coffee enterprises in Vietnam.
Findings
Transformational leadership and transactional leadership were significant predictors of employee creativity and organisational innovation. Specifically, transformational leadership was instrumental to employee creativity and organisational innovation while transactional leadership was detrimental to these two variables. Additionally, employee creativity partially mediated the relationships between the two leadership styles and organisational innovation.
Practical implications
Results of this study benefit the management of organisations and policy makers by providing an insight of which leadership style will effectively suit public enterprises to promote employee creativity and foster organisational innovation.
Originality/value
While there is a lack of studies investigating organisational innovation in organisational methods and that the interrelationships between leadership styles, employee creativity and organisational innovation are not fully understood, this study pioneers in examining relationships between leadership styles and organisational innovation that is being mediated by employee creativity. Figuring out that organisational innovation is more likely to be fostered by the positive influence of leadership behaviours and the improvement of employee creativity, in particular, the significant role of employee creativity represents important contributions of the current study.
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Siew Chen Sim, Mohan Avvari V. and Maniam Kaliannan
The purpose of this study is to provide deeper and broader insights into human resource outsourcing (HRO) trends and practices specific to the Malaysian context.
Abstract
Purpose
The purpose of this study is to provide deeper and broader insights into human resource outsourcing (HRO) trends and practices specific to the Malaysian context.
Design/methodology/approach
Data were collected from HR managers through a questionnaire-based survey, using convenient sampling with random selection.
Findings
HRO practices were found to have evolved into second-generation outsourcing, with considerable potential to grow further in the future. Firm size and sector had little or no effect on the degree of HRO. Both cost benefits and resourced-based benefits were key drivers of HRO decisions, with a majority of the firms reporting having achieved these benefits equally and positively. Most of the functions outsourced were traditional-transactional HR functions. Slightly more than half of the HRO decisions were made by top management without the involvement of HR managers. More than half of the firms surveyed intended to do more outsourcing in the near future (i.e. within the next two to five years), including firms that had previously experienced HRO failure.
Research limitations/implications
While convenience sampling limits the generalisability of the findings, it is suitable for a study like this, especially as there is no pre-established list of firms outsourcing HR available in Malaysia. The study did not cover trends in either HR shared services or insourcing – either of which could potentially affect future HRO trends in the future. The findings also serve as a warning to future HRO researchers about the importance of contextual knowledge to strengthen the validity of their findings.
Practical implications
The findings provide both practitioners and service providers with insights into HRO practices and trends in Malaysia, which are comprehensively discussed in the paper.
Originality/value
This paper presents a broad, yet up-to-date, overview of HRO practices and trends specific to the Malaysian context. It covers aspects and details of HRO not explored or explicitly discussed before.
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Arun Kumar Tarofder, Govindan Marthandan, Avvari V. Mohan and Prashantini Tarofder
The purpose of this paper is to investigate empirically the critical factors for the diffusion of web technologies in supply chain management (SCM) functions, based on the…
Abstract
Purpose
The purpose of this paper is to investigate empirically the critical factors for the diffusion of web technologies in supply chain management (SCM) functions, based on the technology‐organizational‐environment model, and to identify the benefits resulting from diffusion.
Design/methodology/approach
Data were collected, via an internet survey, from 251 respondents, ranging from middle‐level to top‐level managers, from firms which currently utilize web technologies for their supply chain activities. Structural equation modelling was employed for five factors: relative advantage; competitive pressure; complexity; trialability; and top management support, which have been hypothesized to affect the diffusion of web technologies in SCM functions.
Findings
The results suggest that all the factors except trialability are significant predictors of web technologies' diffusion in supply chain functions. The results show also that by diffusing web technologies, organizations can enhance their supply chain activities.
Research limitations/implications
The survey was conducted in a Malaysian context, using a limited set of variables, thus limiting the generalizability of the findings.
Practical implications
This study provides a greater understanding of managers' perception of web technology diffusion in their organizational SCM functions, and benefits realizing from diffusion of web technology, such as operational efficiency.
Originality/value
Those interested in adopting web technologies in their supply chain activities may find these results helpful in guiding their efforts.
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Avvari V. Mohan and K.N. Krishnaswamy
This paper seeks to report the findings of a survey aimed at understanding the marketing programmes (MP) for industrial products in different phases of the product life cycle…
Abstract
Purpose
This paper seeks to report the findings of a survey aimed at understanding the marketing programmes (MP) for industrial products in different phases of the product life cycle (PLC).
Design/methodology/approach
The study is an exploratory one, conducted in a sample of 63 Indian organisations manufacturing general‐purpose machinery. Data pertaining to a total of 191 product lines in four phases of the PLC (42 in introduction, 59 in growth, 53 in maturity and 37 in decline phase) were collected using a specially developed questionnaire.
Findings
The results of the descriptive analysis revealed that the marketing programme variables emphasised in different PLC were different. In the Introduction phase decisions about product attributes, physical performance of the product, direct mail advertising, quality improvements and differentiation by design were emphasized. In Growth phase: feature additions, improvements in product styling, quality and service and market segmentation. In maturity and decline phases re‐tailoring products, sales force efforts were some of the marketing variables emphasised. The results support the views in literature about MP being different in different phases of the PLC. Based on a discriminant analysis, marketing variables that discriminate the different phases of the PLC were also obtained.
Research limitations/implications
The study is done in the machine‐building industry in one country (India) – this limits the generalizability of the findings.
Practical implications
The results can be useful to marketing managers to anticipate the type of strategic MP in future and this in turn can help in planning activities of other management functions like manufacturing and R&D.
Originality/value
This study adds to the body of literature, which proposes to plan marketing and business strategies differently at the different PLC phases.
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There has been considerable discussion about the poor outcomes of irresponsible management, which are often discussed as being the result of “shortcomings” of contemporary…
Abstract
There has been considerable discussion about the poor outcomes of irresponsible management, which are often discussed as being the result of “shortcomings” of contemporary capitalism: runaway self-interest, quarterly focus, elite orientation, volume orientation, and one-pattern capitalism (Kim, 2022). In order to address such shortcomings in business education, particularly with strategy-related modules that were taught with a focus on creating “shareholder value,” the Sustainable Decisions and Organisations (SDO) module was designed by academics as the capstone module for the master of business administration (MBA) program and delivered with the aim of developing capabilities of students to be leaders and future generators of sustainable value for business and society at large. The students participating in the module are shown how a “stakeholder” approach to developing business strategy can lead to more sustainability-oriented value creation. The module addresses how companies can contribute to “sustainability” by aligning their economic/financial, societal, and ecological impacts with limited resources through strategy. This contribution discusses the implementation of this module and demonstrates how students are provided learning opportunities around how sustainability-related issues can be embedded into a business organization's strategy to enhance the organization's performance while addressing risks by working with stakeholders to create value and thus be able to contribute to relevant UN Sustainable Development Goals (SDGs).
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Dilnaz Muneeb, Kok Wei Khong, Christine Ennew and Mohan Avvari
The purpose of this paper is to explore how resource recombination (RR) may be conceptualized with special reference to the competitiveness of Higher Education Institutions (HEI).
Abstract
Purpose
The purpose of this paper is to explore how resource recombination (RR) may be conceptualized with special reference to the competitiveness of Higher Education Institutions (HEI).
Design/methodology/approach
The paper consists of two main studies. Building on pertinent available literature on the subject area, a qualitative investigation was conducted with the help of a semi-structured interview guide. Findings of study one were systematically analysed against a literature derived template. Study two presents a quantitative survey investigation that follows from the codes and themes derived from study one. In study two, findings were validated and analysed with the help of structural equation modelling.
Findings
Study one findings identified a total of 64 individual themes representing resources (21 themes), business processes (29 themes) and complementary factors (14 themes), as elements of RR in HEI competitiveness. In study two, the measurement model for RR was found to contain five main factors, namely, asset, research and affiliation processes, automated technology management, financial support for HR and departmental initiatives mainstream staff rewards and retention and institutional brand image appeal.
Practical implications
A significant contribution is made to theory development in the area of RR. Other implications to HEI competitiveness in contribution to national development were offered.
Originality/value
The area of RR remains largely uncovered in strategic management. Conceptualizing RR in the context of HEI competitiveness is new and in the right direction to jumpstart interest in this area by proposing a validated measurement model of HEI.
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Dilnaz Muneeb, Kok Wei Khong, Christine Ennew and Mohan Avvari
The purpose of this paper is to provide insights into the overarching role of learning capabilities by presenting a framework to describe how learning capability development is…
Abstract
Purpose
The purpose of this paper is to provide insights into the overarching role of learning capabilities by presenting a framework to describe how learning capability development is captured by combining the three main elements of internal marketing orientation, exploratory capabilities and resource recombination.
Design/methodology/approach
This is a conceptual paper building upon the theoretical integration approach of Mayer and Sparrowe (2013) to establish competitive empowerment through learning capability development, effective internal response and resources recombination.
Findings
The competitive learning capability model provides a firm’s foundation for theorizing organizational competitive models from an internal perspective, by mastering learning capability development at the centre of the model.
Research limitations/implications
The paper emphasizes the competitive connotation of learning capabilities as a construct in strategic management. It shows the underlying role of learning across organizational processes; hence, its theoretical significance through the learning capabilities model.
Practical implications
This paper argues that learning is at the centre of organizational competitiveness. Firms can achieve more fruitful results by continuously implementing resource integration strategies built on their learned experiences.
Originality/value
The principal significance of this paper lies in the achievement of conceptualizing learning from a strategic management perspective. Insight in this area helps bridge organizational efforts in pursuit of competitive advantage by exploiting key core learning competencies embedded in a firm’s resources and capabilities.
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Siew Chen Sim, Maniam Kaliannan and Mohan Avvari
This study aims to provide a conceptualisation of HR outsourcing (HRO) effectiveness from a service quality perspective and subsequently develop a scale – HROSERVPERF to measure…
Abstract
Purpose
This study aims to provide a conceptualisation of HR outsourcing (HRO) effectiveness from a service quality perspective and subsequently develop a scale – HROSERVPERF to measure HRO service performance underpinned S-O-R theory.
Design/methodology/approach
Grounded on theoretical conceptualisation, literature and information collected through semi-structured interviews, HRO service performance items pool were generated. 257 responses from manufacturing firms in Malaysia that have outsourced their HR were collected. PLS-SEM is used for scale confirmation and validation.
Findings
The conceptualisation of HRO effectiveness and HRO service performance suggests a need for scale development that encompasses service quality-satisfaction-loyalty framework supported by S-O-R theory. Operational improvement, resource alignment and service delivery emerged as the service performance dimensions of HROSERVPERF.
Research limitations/implications
This study was limited to manufacturing firms in Malaysia, hence little generalisation could be drawn beyond this context. However, this serves as future research opportunities.
Practical implications
HR managers and service providers can employ HROSERVPERF to measure and improve HRO service performance more effectively. Service providers can re-strategise and target their scarce resources to better retain their clients.
Originality/value
This is the first paper that provides HRO effectiveness conceptualisation from a service quality perspective followed by a scale development with formative measures using PLS-SEM underpinned S-O-R theory.