Noufou Ouedraogo, Michel Zaitouni and Mohammed Laid Ouakouak
The purpose of this study is to investigate the effects of leadership credibility on employees' behaviours and attitudes towards organisational change through the lens of employee…
Abstract
Purpose
The purpose of this study is to investigate the effects of leadership credibility on employees' behaviours and attitudes towards organisational change through the lens of employee commitment to change.
Design/methodology/approach
The authors conducted a quantitative study in which 239 participants from diverse organisations participated.
Findings
Using structural equation modelling techniques, the results reveal that leadership credibility has a positive effect on both affective and normative commitment to change but a negative effect on continuance commitment to change. The authors also report that change success is positively impacted by affective commitment to change and negatively impacted by continuance commitment to change but is not significantly affected by normative commitment to change.
Research limitations/implications
Thus, the authors contribute to closing a knowledge gap in change management theory while making practical recommendations for leading people during times of organisational transition.
Originality/value
This study sheds light on the role of leadership credibility and employee commitment during organisational change.
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Noufou Ouedraogo, William X. Wei, Ali Muhammad and Mohammed Laid Ouakouak
The purpose of this research is to investigate the effects of market pressure on organisational innovation performance through commitment and resource to innovate and manager…
Abstract
Purpose
The purpose of this research is to investigate the effects of market pressure on organisational innovation performance through commitment and resource to innovate and manager innovation capability.
Design/methodology/approach
A quantitative study was conducted with 273 participants working in different organisations. These participants were drawn from the LinkedIn network of one of the researchers. The data were collected using a survey questionnaire uploaded onto www.surveymonkey.com. The data were analysed using SPSS and AMOS, and structural equation modelling techniques were used to test the hypotheses.
Findings
We found that market pressure has a positive effect on both commitment to innovate and resource to innovate. In turn, both commitment to innovate and resource to innovate influence manager innovation capability. We also found that manager innovation capability positively affects organisational innovation performance. Furthermore, manager innovation capability is a mediator in the relationship between commitment to innovate and organisational innovation performance as well as in the relationship between resource to innovate and organisational innovation performance. Finally, the relationship between manager innovation capability and organisational innovation performance is moderated by both extrinsic and intrinsic motivations to innovate.
Practical implications
Our study provides empirical evidence of the roles of commitment to innovate, resource to innovate and manager innovation capability in enhancing the innovation performance of organisations. Therefore, organisations should show their commitment to innovate, provide resources to innovate, develop managers’ capabilities to innovate and use a mix of intrinsic and extrinsic motivators to boost their innovation performance.
Originality/value
This study offers new insights into the dynamics of how market pressure leads to innovation within organisations.
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Mohammed Laid Ouakouak, Nour AlBuloushi, Noufou Ouedraogo and Nabeel Sawalha
The purpose of this study is to investigate whether openness to receive and openness to share knowledge drive employees to share knowledge with colleagues in the workplace. The…
Abstract
Purpose
The purpose of this study is to investigate whether openness to receive and openness to share knowledge drive employees to share knowledge with colleagues in the workplace. The authors also investigate what, if any, influence knowledge sharing has on performance at both individual and work unit levels.
Design/methodology/approach
Data were collected from 237 employees from eight banks in Kuwait. Structural equation modeling techniques were used to test the hypotheses.
Findings
The knowledge receiver’s openness to receive and openness to share knowledge influence the provider’s knowledge-sharing behavior. The latter positively affects the provider’s job performance and the work unit’s innovation performance. Furthermore, knowledge utilization strengthens knowledge sharing’s positive effect on work unit innovation.
Research limitations/implications
The findings of this study are industry and country specific and, therefore, would likely not be applicable to other settings. Thus, similar future research targeting different industries and/or countries is warranted. As a cross-sectional study, this research can also benefit from subsequent longitudinal studies.
Practical implications
Organizations should create a culture conducive to sharing knowledge. For example, managers should assure employees that knowledge shared with coworkers will be well received and utilized, remove barriers to new knowledge utilization and create awareness among employees that sharing knowledge benefits knowledge providers as well as knowledge providers.
Originality/value
The authors provide evidence of how the knowledge receiver’s openness to receive and to share knowledge affect the provider’s knowledge sharing. The authors also provide insights into how knowledge sharing drives job performance and innovation.
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Noufou Ouedraogo and Mohammed Laid Ouakouak
Organisations implement changes either to address real business imperatives or to follow trends in their industries. But frequent changes in an organisation often lead to employee…
Abstract
Purpose
Organisations implement changes either to address real business imperatives or to follow trends in their industries. But frequent changes in an organisation often lead to employee change fatigue and change cynicism. The purpose of this study is to investigate the impact of the change logic of appropriateness and the logic of consequences on change fatigue and change cynicism and the impact of change fatigue and change cynicism on change success.
Design/methodology/approach
To carry out this study, the authors collected data on a sample of 320 participants from diverse organisations, and they used structural equation modelling (SEM) techniques to test our hypotheses depicted in the research model.
Findings
The authors found that the change logic of consequences reduces both change fatigue and change cynicism, whereas the change logic of appropriateness increases change fatigue. The authors also found that change fatigue does not have any direct effect on change success, although it maintains an indirect negative effect on change success through change cynicism.
Practical implications
Along with other practical implications, the authors recommend that change managers help employees understand any logic of consequences that sustain their change initiatives. Additionally, change managers should work to prevent change fatigue from turning into change cynicism, which is the real precursor of reduced change success.
Originality/value
This study is among the first to show that employees experience change fatigue and change cynicism differently, depending on the reason underlying the change. It is also among the first to show that change fatigue does not affect change success directly but does so through the interplay of change cynicism.
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Noufou Ouedraogo and Mohammed Laid Ouakouak
Successful change implementation is crucial for organizational prosperity, and even survival. The purpose of this paper is to examine the impacts of personal trust and…
Abstract
Purpose
Successful change implementation is crucial for organizational prosperity, and even survival. The purpose of this paper is to examine the impacts of personal trust and communication on change success, through affective commitment.
Design/methodology/approach
Based on an empirical study conducted among 307 employees of Canadian organizations and using structural equation modeling techniques.
Findings
The authors find that communication has a direct impact on change success, as well as an indirect impact through affective commitment. Trust only exerts an indirect effect through affective commitment.
Originality/value
This research thus extends the literature on the role of “soft” organizational factors on organizational change. Since the authors have limited this study to “soft” variables, it can be complemented with a study of hard factors contributing to change success, in order to build a comprehensive organizational change success model.
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Mohammed Laid Ouakouak and Noufou Ouedraogo
The purpose of this paper is to explore the influence of organizational commitment and trust on knowledge sharing and on knowledge utilization. Also, the study aims to examine the…
Abstract
Purpose
The purpose of this paper is to explore the influence of organizational commitment and trust on knowledge sharing and on knowledge utilization. Also, the study aims to examine the influence of knowledge sharing on knowledge utilization.
Design/methodology/approach
A quantitative study was conducted among 307 employees working at Canadian organizations.
Findings
The results reveal that both affective commitment and professional trust have positive influences on knowledge sharing and knowledge utilization, whereas personal trust and continuance commitment do not. The authors also found that business ethics moderates the relationship between knowledge sharing and knowledge utilization.
Practical implications
These findings extend the literature on knowledge management and demonstrate, from a practical perspective, that in order to build a knowledge-sharing culture, managers must create conditions that allow affective commitment, professional trust and business ethics to flourish.
Originality/value
The current study offers an initial investigation of the effects of both kinds of commitment and trust on knowledge sharing and knowledge utilization.
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Ouedraogo Noufou, Davar Rezania and Muhammad Hossain
– The purpose of this paper is to measure students’ willingness to mentor their peers and explores key factors to student peer mentoring effectiveness.
Abstract
Purpose
The purpose of this paper is to measure students’ willingness to mentor their peers and explores key factors to student peer mentoring effectiveness.
Design/methodology/approach
The paper uses a hybrid research methodology consisting of a survey and a focus group discussion. The survey was conducted with students of a bachelor of commerce (BCom) program of a North American university to analyze the impact of organizational culture and altruism on their willingness to mentor their peers. The focus group discussion was carried out with students of the same program to explore the objectives, focus, and factors contributing to their willingness to mentor and to peer mentoring effectiveness.
Findings
Organizational culture and altruism significantly affect students’ emotional and intentional willingness to mentor their peers. Peer mentoring can help students prepare their transition from high school to university, guide them through university programs, and help them prepare their transition from university to workplace. Critical factors to peer mentoring effectiveness include a good fit between mentors and mentees, a reasonable ratio of mentor to protégés, and an understanding of and a willingness to address each student's specific needs.
Practical implications
Business schools should embrace and promote a culture of mutual help, look for altruistic students as prospective peer mentors, and promote voluntary student peer mentoring. A mentoring program should be flexible enough to meet each student's needs. Attention should be paid to finding a good fit between mentors and protégés. Communication should focus on the benefits of student peer mentoring for mentors and protégés.
Originality/value
This research brings empirical evidence on peer mentoring by testing and confirming the impact of altruism and organizational culture on students’ willingness to mentor their peers. It also provides practical insight to business schools for implementing student peer mentoring programs.
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Davar Rezania and Noufou Ouedraogo
The purpose of this research is to study the ad hoc problem of developing capabilities for knowledge transfer between various constituencies of an enterprise resource planning…
Abstract
Purpose
The purpose of this research is to study the ad hoc problem of developing capabilities for knowledge transfer between various constituencies of an enterprise resource planning (ERP) implementation project. The paper studies how an ERP project develops ability to network, link, and integrate its various knowledge resources over time.
Design/methodology/approach
The paper conducted a case study of an ERP project, from its initiation in 2008 to its completion in 2011.
Findings
The case demonstrates the dynamics of development of knowledge transfer capacities through ad hoc problem solving. The paper identifies five mechanisms used in this case for the development of knowledge transfer capacities.
Practical implications
Ad hoc problem solving mechanisms demonstrated in this paper can be intentionally planned and utilized in similar projects to enable interaction, integration, and institutionalization.
Originality/value
Even though ad hoc problem solving as a model for change is prevalent in many organizations, studies of ad hoc problem solving capabilities as a mechanism for change are not extensive. This case describes ad hoc mechanisms that foster change and development of knowledge transfer capacities during large IT project implementations.