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This study aims to explore talent retention in knowledge-intensive industries by investigating the mediating processes between the existence and application of human resource management (HRM) and employee turnover. Toward this end, drawing on the conservation of resources and job demands–resources theories, a three-dimensional model is examined, which includes the relationship between HRM, knowledge management (KM) and change management (CM), as well as their relationship with employee engagement and employee turnover intention.

The proposed research model has been studied with a sample of 168 talented employees in over six European countries, using a quantitative approach, involving the structural equation modeling method. All data were gathered by a multidimensional questionnaire via prolific, an academic crowdsourcing platform.

Results indicated that knowledge-intensive services firms may achieve higher talent retention through the interaction of HRM with KM and CM practices, which may lead to enhanced employee engagement.

Possible limitations of the study include the relatively small sample size, the self-rate questions for the collection of data and the use of cross-sectional data.

To retain their talented employees, organizations should identify ways to improve their HRM, CM and KM practices. In addition, HR practitioners ought to include their talented employees in all organizational change and KM processes and create mechanisms that successfully support knowledge acquisition, creation, sharing, retention and codification.

To the best of the authors’ knowledge, this is the first study to examine various factors of retaining talented employees in knowledge-intensive services. Furthermore, the study took place in six European countries, i.e. UK, Poland, Italy, Germany, Portugal and Greece, where the research on talent retention is very limited.

This paper aims to attempt to bring together various organisational aspects that have never been collectively investigated before in the strategic management literature. Its main objective is to examine the relationship between “strategic orientation” and “firm performance”, in the light of two firm-specific factors (“distinct manufacturing capabilities” and “organisational structure”). The proposed research model of the present study is built upon the resource-based view (RBV) of the firm and the organisational aspect of the VRIO framework (the “O” from the VRIO model).

The study proposes a newly developed research model that adopts a four-factor approach, while examining a number of direct and indirect effects. The examination of the proposed research model was made with the use of a newly developed structured questionnaire that was distributed on a sample of Greek manufacturing companies. Research hypotheses were tested using the structural equation modelling technique. The present study is explanatory (examines cause and effect relationships), deductive (tests research hypotheses), empirical (collects primary data) and quantitative (analyses quantitative data that were collected using a structured questionnaire).

The empirical results suggest the coexistence of three distinct categories of effects on “firm performance”: strategy or “utility” effects, depending on the content of the implemented strategy; firm-specific effects, depending on the content of the organisational resources and capabilities; and organisational effects, depending on the implemented organisational structure. More specifically, the statistical analysis underlines the significant mediating role of “strategic orientation” and the complementary role of “organisational structure”. Finally, empirical results support the argument that “strategy follows structure”.

The use of self-reported scales constitutes an inherent methodological limitation. Moreover, the present study lacks a longitudinal approach because it provides a static picture of the subject under consideration. Finally, the sample size of 130 manufacturing companies could raise some concerns. Despite that, previous empirical studies of the same field, published in respectable journals, were also based on similar samples.

When examining the total (direct and indirect) effects on “firm performance”, it seems that the effect of “organisational structure” is, almost, identical to the effect of “distinct manufacturing capabilities”. This implies that “organisational structure” (an imitable capability) has, almost, the same contribution on “firm performance” as the manufacturing capabilities of the organisation (an inimitable capability). Thus, the practical significance of “organisational structure” is being highlighted.

There has been little empirical research concerning the bundle of firm-specific factors that enhance the impact of strategy on business performance. Under the context of the resource-based view (RBV) of the firm, the present study examines the impact of “organisational structure” on the “strategy-capabilities-performance” relationship, something that has not been thoroughly investigated in the strategic management literature. Also, the present study proposes an alternate measure for capturing the concept of business strategy, the so-called factor of “strategic orientation”. Finally, the study adopts a “reversed view” in the relationship between structure and strategy. More specifically, it postulates that “strategy follows structure” and not the opposite (“structure follows strategy”). Actually, the empirical data supported that (reversed) view, challenging the traditional approach of Chandler (1962) and calling for additional research on that ongoing dispute.

This paper aims at identifying critical components of leading change through relations of relevance with platonic philosophy. During this process, well-known aspects of change leadership are detected, but interpreted differently. Based on this relevance, a seven-stage tripartite model is proposed, in order to facilitate change implementation in the business world.

Contemporary trends in leading change are reviewed and enriched with platonic insights. A synthetic analysis is attempted, in which philosopher stochasticity and discernment validates modern synergetic and anthropocentric approaches to the field of change leadership, featuring key behavioral and perceptual characteristics, emerging during change process.

As the process of change is highly dependent on human behavior, Plato grants an enriched approach of its origins and causal causes. Therefore, key change factors are not only discussed in the light of his worldview, but also upgraded through the distillation of applicable ideas, summarized in the proposed three phase model.

The proposed tripartite model of leading change can function as a powerful guide of designing and successfully implement organizational change.

The screening of specific insights from platonic works in leading change conveys an alternative, more “poetic”, yet effectively flexible attitude endorsed and incorporated into a potentially applicable model.

Based on conservation of resources theory and incivility spiral theory, this study examines the relationship between supervisor incivility and turnover intentions by investigating the mediating roles of co-worker incivility and emotional exhaustion.

A serial mediation model was empirically tested with a sample of 600 employees in Greek small and medium-sized enterprises (SMEs).

Results indicate that supervisor incivility is linked to turnover intentions in three main ways. Directly, indirectly through emotional exhaustion, and indirectly through the serial mediation of co-worker incivility and emotional exhaustion.

Possible limitations of the study include the sampling techniques and the self-reporting measures for data collection.

Findings attest that owners and managers of SMEs should take note of the trickle-down effect, namely that their own misbehavior will fuel co-worker incivility. Supervisor incivility has cumulative, deleterious consequences on employees, depleting their emotional resources and enhancing turnover intentions, and should therefore be restricted through appropriate practices.

Few empirical studies have explored the effects of supervisor incivility on the incivility manifested by others and their impact on turnover intentions. The study enriches the trickle-down effect literature by identifying an additional indirect path linking supervisor incivility and turnover intentions. Further, this study took place in SMEs, a context with limited research in abusive supervision and incivility yet highly pertinent, given that SMEs informality might leave such behavior unchecked.

This study aims to examine how corporate social responsibility (CSR) affected the attitudes and behaviors of employees in the European aviation industry amidst the COVID-19 pandemic and to explore any moderating effect of empathetic leadership.

Based on the social identity and social exchange theories, a research model was developed and tested against empirical data collected from employees of the European aviation industry, in 2021. Structural equation modeling and regression analyses were used for testing the hypothesized causal relationships.

Perceived CSR is directly related to work engagement and indirectly associated with work engagement and job insecurity via organizational pride. The presence of an empathetic leader does not intensify the effects of perceptions of CSR on organizational pride. Work engagement, in turn, impacts organizational citizenship behavior, while no such effect of job insecurity is supported.

This study provides insight into the underlying mechanisms via which CSR affects employees during a crisis. It, also, has significant implications on human resources management within the industries severely affected by the pandemic.

Incivility constitutes an increasing trend in different workplaces across the world. However, incivility has largely been overlooked in public organizational settings and mainly in the field of secondary education. The purpose of this paper is to provide a better understanding of the effects of supervisor incivility (SI) on psychological safety and work engagement of teachers of secondary schools, through the schools' level of perceived insider status (PIS).

Data were collected through an online questionnaire that was based on previously validated scales. The final sample included 396 educators who taught different subjects in a Greek region.

Results revealed a negative correlation between head teacher incivility and teacher attitudes (psychological safety/work engagement) through the mediating role of PIS. However, a direct link between SI and psychological safety was also discovered.

The contribution of the study is in exploring one part of the dark side of leadership behavior, e.g. SI, at school and leadership behavior's effects on teacher attitudes, which remain largely unexplored due to teacher embarrassment or fear in acknowledging supervisor misbehavior. Further, the study does not only examine direct, but also indirect effects of incivility. Finally, the current study is the first study to investigate the phenomenon of SI in the Greek context, therefore, extending the geographical and cultural data base concerning incivility.

The purpose of this study is to present a systematic literature review in the research area of engagement focusing on employee and work engagement. In this respect, this study aims to focus on the definitions between employee and work engagement and their differences, as well as to identify the antecedents of the relevant body of knowledge on engagement.

A systematic literature review was conducted drawing on an evidence base of 110 articles published in three- and 4-rated journals retrieved from the Academic Journal Guide (2018) during the years 2000–2021.

Through a descriptive and thematic analysis of the literature, the study maps the field as a whole, identifies and categorizes relevant engagement definitions as well as individual- and organization-level antecedents. Important insights and gaps in the existing research that may be exploited for further empirical studies are also pinpointed.

The study may stimulate future research and represent a reference point for scholars interested in the topic of engagement and at the same time provide added value to human resource practitioners that prefer evidence-based management over success stories.

Intellectual capital (IC) shows a significant growing acceptance as a worthy topic of academic investigation and practical implication. The purpose of this study is to examine the impact of IC on firms' market value and financial performance.

The empirical data were drawn from a panel consisting of 96 Greek companies listed in the Athens Stock Exchange (ASE), from four different economic sectors, observed over the three‐year period of 2006 to 2008. Various regression models were examined in order to test the hypotheses included in the proposed conceptual framework.

Results failed to support most of the hypotheses; only concluding that there is a statistically significant relationship between human capital efficiency and financial performance. Despite the fact that IC is increasingly recognised as an important strategic asset for sustainable corporate competitive advantage, the results of the present study give rise to various arguments, criticism and further research on the subject.

The lack of available data for the appropriate analysis, the investigation of four sectors of economic activity and the relatively narrow three‐year period for data collection are the main limitations of the present study.

Results proved that, in the Greek business context, the development of human resources seems to be one of the most significant factors of economic success. Focusing on human capital should, therefore, be at the centre of the companies' attention.

The present study combines previous methodologies in order to investigate certain causal relationships considering the IC of Greek listed companies. The value of the paper is the empirical investigation of these relationships in the context of the Greek economy and the enrichment of the literature with another paper that follows the value‐added intellectual coefficient methodology for the measurement of IC.

The purpose of this paper is to introduce a conceptual framework (research model) that investigates the linkages between “entrepreneurial orientation (EO)”, “entrepreneurial management (EM)”, “environmental factors (EF)”, “access to financial capital” and “firm performance”. In more detail, “EF” and “access to financial capital” are proposed as moderating factors in the “orientation-performance” relationship, while “EO” and “EM” are hypothesised to have a direct effect on “firm performance”. The proposed model includes factors that have never been collectively examined by the entrepreneurship literature before and is expected to enhance the empirical knowledge about the entrepreneurship-performance relationship in small and medium enterprises (SMEs), offering important practical guidelines to small and medium companies.

The present study is empirical, explanatory, deductive and quantitative. The examination of the proposed conceptual framework was made with the use of a newly developed questionnaire. The population of the study is the sum of Greek SMEs operating during the year 2012. The sample was selected using random sampling techniques: four sectors of the economy were selected (cluster sampling technique) and 760 companies were randomly selected from that sub-group (simple random sample technique). The questionnaire, consisting of 62 items (questions) used to measure the five research factors, was distributed to 333 Greek companies that agreed to participate in the study. After the completion of the research period (September-November 2011), 303 usable questionnaires were returned. Given the fact that the initial target sample was 760 companies the response rate is 39.86 per cent. The empirical data were analysed using the regression analysis and the “Structural Equation Modelling” technique.

Results indicate that “EF” and “access to financial capital” moderate the relationship between “EO” and “firm performance”, through “EM”. Moreover, results confirm a positive relationship between “EO” and “firm performance”, when “EO” is accompanied by “EM” and a direct relationship between “EM” and “firm performance”.

The main limitation of the study includes the relatively small sample size. Despite that, the sample size is considered appropriate for the statistical analysis conducted, while similar sample size has been used in other similar studies of the field (Gurbuz and Aykol, 2009; Lumpkin and Dess, 2001; Zahra and Garvis, 2000). Another limitation stemming from the implemented methodology is the use of self-report scales to measure the constructs of the proposed model.

This paper attempts to shed some light on those entrepreneurial actions that seem to influence performance. The study makes use of contingent variables and is conducted in SMEs within a European context. As it is obvious from the literature, thus far, there has been a limited amount of research conducted in small European firms examining the entrepreneurship-performance relationship.

The purpose of this paper is to empirically examine the relationships between best human resource management (HRM) practices, knowledge management (KM), organization learning and organizational capabilities (OC), as well as their impact on organizational performance.

To carry out this research, a structured questionnaire was designed and distributed to 212 manufacturing firms which employ at least 50 employees. The final sample consists of 138 useable questionnaires.

Results indicate that manufacturing firms pursuing best HRM practices achieve higher performance through the interaction of these practices with KM and organizational learning capability and the creation of OC.

Possible limitations of the study include the measurement of OC, the use of subjective performance indicators and the data collection approach reflecting mainly HRM managers’ perceptions.

HR practitioners and/or managers should focus on establishing the appropriate mechanisms for integrating “best HRM practices” with learning, knowledge and OC in order to improve performance.

This paper empirically tests a new composite model which elaborates upon the mechanisms that seem to intervene between the best HRM practices – performance relationship. Moreover, the value of the human factor in KM and organizational learning initiatives, as well as on OC, is explored. While this has already been underlined in the past, there is still no complete model simultaneously describing and testing all those relationships.