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This study examines the mediating role of organizational engagement in the link between human resources management (HRM) practices and commitment to quality services (CQS). It also investigates the moderating effect of turnover intention on the link between HRM practices and organizational engagement, and the moderating effect of employee adaptability on the link between organizational engagement and CQS.

Customer contact employees (N = 593) in Bangladeshi hotels were recruited using a convenient sampling method. Partial least squares structural equation modeling (PLS-SEM) was applied to test the hypotheses.

Organizational engagement significantly mediates the relationship between HRM practices and CQS. Turnover intention negatively and employee adaptability positively moderates the proposed relationships.

Hospitality managers may use the findings to enhance quality customer services by implementing appropriate HRM practices, reducing turnover, and increasing adaptability and organizational engagement.

The findings contribute to social exchange theory, theory of planned behavior, and job demand-resources theories by explaining the mediating role of organizational engagement and moderating role of turnover intention and employee adaptability which are yet to be discovered.

本研究探討組織參與在人力資源管理實務與提供優質服務的承諾兩者之間的關聯上所扮演的協調角色。研究人員亦探究(一)離職意向在人力資源管理實務與組織參與之間的關聯上所扮演的調節角色,以及(二)員工適應性在組織參與與提供優質服務的承諾兩者之間的關聯上所扮演的調節角色。

研究人員以方便抽樣方法招募於孟加拉的酒店工作的員工 (N = 593) (593人),他們均為第一線服務員工。研究人員繼而使用結構方程模型 (PLS-SEM) 去測試各項假設。

研究結果顯示,組織參與會顯著地調節人力資源管理實務與提供優質服務的承諾兩者之間的關聯。而且,離職意向在人力資源管理實務與組織參與之間的關聯上所起的調節作用是負面的; 相反地,員工適應性在組織參與與提供優質服務的承諾兩者之間的關聯上所起的調節作用則是肯定的。

研究結果闡明了(一)組織參與的調節角色; (二)離職意向的調節角色; 以及(三)員工適應性的調節角色。這些調節角色尚待探索; 就此而言,研究結果對社會交換論、計劃行為理論和工作要求-資源理論三者均具貢獻。

接待業的管理人員可藉著研究結果去提高客戶服務質量,方法是透過實施合適的人力資源管理措施、降低離職意向和增強組織適應性和組織參與。

This study aims to explain the effects of perceived HRM practices on employees’ attitudinal and behavioral responses, specifically, how perceived HRM practices influence organizational citizenship behavior (OCB).

Using a sample of 276 employees working in healthcare centers, we conducted a cross-sectional research design with structural equation modelling and path-modeling techniques (PROCES macro).

Results provide evidence of the mediating role that organizational trust and job satisfaction play in the relationship between HRM organizational practices and employees’ OCB, as well as the conditional role that organizational justice levels play on these indirect effects, enhancing the impact of perceived HRM practices on employees’ behaviors.

This study provides practical insights to help organizations and managers enhance employees OCB to go above and beyond, directly contributing to organizational performance through effective HRM practices, promoting organizational trust, job satisfaction and the perceptions of organizational justice.

This empirical study makes several contributions. When employees perceive organizational justice, the impact of perceived HRM practices on behaviors that drive performance improvements contributes to raise both their organizational trust and OCB. If managers and organizations want to increase their impacts, they should invest in developing a sense of organizational justice among employees.

In recent years, theory and research have been increasingly devoted to understanding organizational behavior in cross-cultural and global contexts, with particular attention being paid to the appropriateness of various human resources management (HRM) practices because practices that may be effective within one cultural context may not be effective in other cultural contexts. This chapter argues that a multi-level perspective is needed to explain the interplay between HRM practices and employee responses across cultural contexts. Specifically, the multi-level framework developed in this chapter elucidates the importance of fit between HRM practices, individual values, organizational values, and societal values. Societal values play a key role in the adoption of HRM practices, and the effectiveness of these HRM practices will depend largely on “fit” or alignment with the values of the societal culture in which the organization is operating. HRM practices also shape the collective responses of employees through organizational climate at the organizational level and through psychological climate at the individual level. For positive employee attitudes and responses to emerge, the climate created by the HRM practices must be aligned with societal and individual values. Building on these notions, the strength of the societal culture in which the organization is operating serves as a mechanism that links relationships between climate, value fit, and attitudes across levels of analysis. The chapter concludes with some recommendations for future research and implications for practice.

The institutional logics perspective highlights how organizations are embedded within broader systems of meaning and how this embeddedness activates salient institutional logics in organizations that can enable or constrain organizational decisions, practices, and actions. We investigate a core premise of the institutional logics perspective, that of the alignment of institutional logics and organizational practices and design, in the organizational adoption of Corporate Social Responsibility (CSR) practices. We hypothesize that, in the adoption of practices, organizations will house those practices in structural units that align with the logic emphasized by the practice: when adopting practices reflecting a market logic, organizations will locate them in mainline business units, such as marketing; conversely, when adopting practices reflecting a community logic, organizations will locate them in non-mainline business units, such as corporate or philanthropic foundations. Using survey and archival data from 161 Fortune 500 (F500) firms, we find support for our hypotheses. Our findings reveal how institutional logics serve as underlying lynchpins, connecting organizational practices to organizational design so as to reinforce and enable each other.

Knowledge is a vital strategic resource for multinational enterprises (MNEs). As MNEs expand internationally, knowledge transfer through expatriates is a crucial part of the value proposition of outward foreign direct investment. However, this is undermined if knowledge is hidden rather than shared. Given the scarcity of research on knowledge hiding in MNEs, this paper aims to investigate this phenomenon among expatriates and develops a new framework to analyze knowledge hiding.

Survey data from 201 Chinese MNE expatriates is collected and analyzed using Partial Least Squares – Structural Equation Modeling to test the relationships between knowledge hiding, organizational practices, cultural intelligence and job embeddedness. Relevant organizational practices based on the ability-motivation-opportunity enhancing framework were identified, based on 24 semi-structured qualitative interviews which guided the quantitative analysis.

The direct effects of organizational practices on all types of knowledge hiding are limited. However, organizational practices’ influence on knowledge hiding is mediated by the cultural intelligence of expatriates, and this relationship is moderated by job embeddedness.

The research advances current thinking about knowledge management and outlines both theoretical and practical implications at organizational and societal levels. It explores the mechanisms for remedying knowledge hiding through organizational practices, including the interactive effects of cultural intelligence and job embeddedness among expatriates. Organizational knowledge management strategies in MNEs need to recognize cultural differences and improve job embeddedness to form the basis of successful knowledge transfer.

This study investigates the impact of organizational culture on the governance transparency of audit firms operating in the emerging market of the United Arab Emirates. The study unpacks how organizational culture influences audit firms' perceptions and practices regarding transparency in leadership, operations and reporting.

The primary data for this study is collected through an online survey distributed to auditing firms in the UAE, with statistical analysis conducted using multiple regression models and robustness checks. The survey is designed to assess transparency practices in leadership, operations and reporting based on the Financial Reporting Council’s (UK) audit firm governance code. Then, the data is analyzed using SPSS software, representing a diverse sample of auditors from different firm types, ownership structures and sizes.

The study reveals that organizational culture significantly influences audit firms' perceptions of governance transparency practices. Specifically, cultural aspects such as public interest, improvements and consultation positively and significantly impact voluntary transparency in leadership, operations and reporting. Notably, reporting practices are particularly affected by organizational cultural norms and values. Furthermore, transparency practices vary based on audit firms' size, type and industry. These findings offer valuable guidance for audit firms, regulators and accounting standards setters in developing suitable governance mechanisms for global audit firms, including developed and developing countries.

Future studies may extend the scope by including additional transparency issues such as independent non-executives and dialogue practices. Further, it would be valuable to investigate the influence of organizational culture components, such as symbols and assumptions shared by employees, on governance transparency and to include an additional set of control variables, such as corporate governance. By incorporating these aspects into research, a more comprehensive understanding of transparency practices within organizations can be achieved.

This study offers directions for stakeholders in the audit industry, aiding them in developing effective governance strategies both locally and internationally. The study further highlights ways audit firms can foster a culture of transparency, regulators can establish relevant frameworks, and accounting standards setters can contribute to developing consistent and appropriate governance mechanisms across different countries.

This study explores the influence of organizational culture on governance transparency in UAE audit firms, emphasizing the role of cultural elements in shaping transparency practices. It provides insights for enhancing governance mechanisms in global audit firms. Previous studies dealt with different determinants of audit behavior and performance. This study extends this prior literature by focusing on organizational culture as a vital underlying informal mechanism for controlling agency relationships.

The institutional logics perspective highlights how organizations are embedded within broader systems of meaning and how this embeddedness activates salient institutional logics in organizations that can enable or constrain organizational decisions, practices, and actions. We investigate a core premise of the institutional logics perspective, that of the alignment of institutional logics and organizational practices and design, in the organizational adoption of Corporate Social Responsibility (CSR) practices. We hypothesize that, in the adoption of practices, organizations will house those practices in structural units that align with the logic emphasized by the practice: when adopting practices reflecting a market logic, organizations will locate them in mainline business units, such as marketing; conversely, when adopting practices reflecting a community logic, organizations will locate them in non-mainline business units, such as corporate or philanthropic foundations. Using survey and archival data from 161 Fortune 500 (F500) firms, we find support for our hypotheses. Our findings reveal how institutional logics serve as underlying lynchpins, connecting organizational practices to organizational design so as to reinforce and enable each other.

This study investigates the relationship between lean manufacturing practices, management accounting and performance measurement (MAC & PM) practices, organizational strategy, structure, and culture, and facility performance. We extended past research by examining the relationships between lean manufacturing, MAC & PM practices and performance in a broader organizational context. Our study was performed using survey data provided by managers and executives at 368 facilities that had contacted the Shingo Institute for information or that had entered a Shingo Prize competition. Consistent with past research we found a significant positive association between lean manufacturing practices and lean MAC & PM practices. We found that greater employee empowerment, use of process performance measures, and use of lean accounting practices were driven primarily by lean strategy and secondarily by the extent of lean manufacturing practices. We also found that changes in organization structure to support lean are driven primarily by lean strategy and secondarily by lean manufacturing practices. Change toward lean culture, on the other hand, is driven by the extent of lean manufacturing practices. Further, we found that emphasizing process performance measures does not reduce emphasis on results performance measures and emphasizing results performance measures leads to improved financial performance. Process and results measures are being used in tandem and value stream costing has not replaced traditional accounting. The results of our study provide important insights for managers of companies engaged in lean transformation and for academics who teach or research lean accounting.

Patriotism is often described as the “love of country” that individuals display in the acclamation of their national community. Despite the prominence of this sentiment in various societies around the world, organizational research on patriotism is largely absent. This omission is surprising because entrepreneurs, human resource (HR) divisions, and firms frequently embrace both patriotism and patriotic organizational practices. These procedures include (among other interventions) national symbol embracing, HR practices targeted toward military members and first responders, the adulation of patriots and celebration of patriotic events, and patriotic-oriented corporate social responsibility (CSR). Here, the authors argue that research on HR management and organization studies will likely be further enhanced with a deeper understanding of the national obligation that can spur employee productivity and loyalty. In an attempt to jumpstart the collective understanding of this phenomenon, the authors explore the antecedents of patriotic organizational practices, namely, the effects of founder orientation, employee dispersion, and firm strategy. It is suggested that HR practices such as these lead to a patriotic organizational image, which in turn impacts investor, customer, and employee responses. Notably, the effect of a patriotic organizational image on firm-related outcomes is largely contingent on how it fits with the patriotic views of other stakeholders, such as investors, customers, and employees. After outlining this model, the authors then present a thought experiment of how this model may appear in action. The authors then discuss ways the field can move forward in studying patriotism in HR management and organizational contexts by outlining several future directions that span multiple levels (i.e., micro and macro). Taken together, in this chapter, the authors introduce a conversation of something quite prevalent and largely unheeded – the patriotic organization.

Design of architecture, engineering and construction (AEC) project organizations expose project management practitioners (PMPs) to poor mental health due to the influence of project organization designs on project management activities assigned to the PMPs. The AEC project organization design comprises the integration of permanent organization, project organization and external environment layers. In spite of the link between project organization design and mental health, limited studies have examined the impact of permanent organization factors, project organization factors and external environmental factors on mental health management practices. Therefore, this study aims to examine the interactive relationships between permanent organization factors, project organization factors, external environment factors and mental health management indicators.

Four organizational theories: institutional theory, agency theory and resource-based theory were integrated to develop a theoretical model guiding the aim of the study. Eighty-two survey data were collected from PMPs in AEC firms in Australia. Structural equation modelling was used to test the relationships between the constructs.

The study found that mental health management indicators are predicted by the interactive and direct effects of permanent organizational factors, project organizational factors and external environmental factors. The results of the interactive effects of the factors and mental health management indicators revealed that 20 of 26 proposed hypotheses were supported. Based on the established hypotheses, economic factors, technological factors, environmental factors, legal factors and organizational culture positively correlated with mental health management indicators. Likewise, human resources management (HRM), corporate governance, project governance and integrated project delivery (IPD) positively impact mental health management indicators. However, political factors, social factors, knowledge management and project management skills negatively impact mental health management indicators. Moreover, political factors, economic factors, technological factors, environmental factors, legal factors and organizational culture are positively related to corporate governance. Additionally, organizational culture positively impacts corporate governance, project governance and HRM, whereas project governance positively correlated with IPD and knowledge management.

The findings provide guidelines to AEC firms on achieving positive mental health management indicators through concentration on project organization design.