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The study explores inclusive and sustainable growth in Micro, Small and Medium Enterprises (MSME) by examining people-oriented practices that expand employment opportunities for women. It uses the Conservation of Resources Theory to explore sustainable HRM practices like telecommuting, managerial support and understanding generational preferences to enhance women's well-being.

The study captures the impact of HRM practices on employee well-being using multi-source data that were collected through an online questionnaire administered to 2,856 female employees in 18 Indian MSMEs. We then use PLS-SEM (SmartPLS-4 and PLS-multi-group analysis (PLS-MGA)) to analyze predictors of employee well-being.

The data analysis revealed that satisfaction with HRM practices positively impacted employee well-being. Secondly, satisfaction with telecommuting mediated the relationship between satisfaction with HRM practices and employee well-being. Thirdly, managerial support positively moderated the relationship between satisfaction with telecommuting and well-being. Lastly, generational cohort membership moderated the satisfaction with HRM policies and well-being, with Generation Z having a stronger need than Generation Y.

This study emphasizes the significance of robust and gender-sensitive HRM practices in MSMEs in high-growth emerging markets. It emphasizes the need for telecommuting policies and the role of managers in creating a supportive work environment for women. By implementing these insights, MSMEs can develop effective strategies to attract, retain and promote the well-being of women employees, thereby fostering sustainable HRM practices.

This study explores sustainable MSME HRM practices supporting gender inclusions and women’s well-being in high-growth emerging markets. By focusing on gender inclusion and the impact of telecommuting, generational preferences and managerial support, we contribute to mechanisms for sustainable labor as an economic and social concept.

Borrowing from the dynamic capabilities theory and augmented by the relational view, the study investigates the criticality of supply chain agility in delivering operational performance while understanding the determinant role of key cross-firm resources. Additionally, based on the contingency theory, the interactive influence of two critical context factors, supply uncertainty and product complexity, is examined to enrich the understanding of the contingent nature of the operational performance implications.

The study draws its conclusions from the survey data collected from a 152-respondent sample of executives from US manufacturing firms. The empirical data analyses using partial least square structural equation modeling (PLS-SEM) relate agility to operational performance enhancements while incorporating the moderating effects of contextual factors.

The study relates agility capability to operational performance enhancements, while resource specificity and resource complementarity emerge as significant determinants of the capability. Results on the contingent impact of contextual factors suggest differential influences of supply uncertainty and product complexity on the agility–performance relationship: while the former enhances, the latter detracts from the relationship.

The study’s contributions suggest theory extensions into supply chains as contexts, reinforcing the importance of market-responsive capabilities and the foundational nature of supply chains as repositories of vital cross-firm resources. The contingent nature of the agility–performance relationship accents the importance of market context factors.

The purpose of this study is to advance the understanding of resource orchestration in inter-firm partnerships that appropriately configure and align strategic cross-firm supply chain resources and capabilities generating synergies to deliver superior performance.

Applying the resource orchestration logic, supported by the relational view of competitive advantage, the study draws from an empirical analysis of survey data from 152 top-level executives of US manufacturing firms to investigate the effect of leveraging and coherently combining cross-firm supply chain resources with capabilities on operational performance.

The study underscores the view that appropriately orchestrated combinations of key partnership resources and capabilities as mechanisms for marketing strategy implementation, enhance performance. Specifically, research results suggest that complementary inter-firm resources and lean align, and similarly idiosyncratic resources and agility align synergistically to deliver superior operational performance outcomes. The results also accent partnership responses to intense competition, enabling enhanced operational performance. The findings thus enrich the understanding of the resource orchestration logic and strategy, making important theoretical contributions.

As is typical in marketing and strategy research, the study research design has a cross-sectional framework, thus limiting insights on the resource orchestration dynamics that can otherwise be generated using a longitudinal design. Also, the resource orchestration stream is still nascent. Further research is needed to delineate the orchestration mechanisms that deliver on performance outcomes, especially in supply chains.

A key insight for supply chain and marketing managers is that close-knit inter-firm partnerships are critical for accessing idiosyncratic and complementary resources that can be configured and symbiotically aligned with market-facing agility and lean capabilities, respectively, to deliver market value. Proactive partnerships, especially in highly competitive and disruptive environments, enable mobilizing cross-firm resources and building appropriate matching combinations with capabilities to deliver on operational performance.

The study, guided by theory, advances the understanding of how key cross-firm resources and capabilities deliver performance gains. The key to competitive advantage and enhanced performance outcomes may lie in acquiring, leveraging and deploying appropriately matched resource-capability combinations. The present study investigates this proposition within the context of supply chain partnerships, focusing on cross-firm resources and capabilities.

The purpose of this paper is to enhance understanding on supply chain partnership strategy-environment context co-alignment and its relationship with performance. Using the environment-strategy-performance view framework and the supporting relational perspective, the study develops a model and hypotheses to understand how supply chain partnership strategy as a response to co-align with operating context elements may impact operational and overall firm performance. Additionally, the study investigates the interrelationships among partnership strategy elements.

Data for testing the hypothesized relationships in the conceptual model was collected through a survey of managers in the Hoover’s database of US manufacturing firms. The survey sample included 115 responses from a wide variety of manufacturing forms.

Findings support the conventional wisdom relating collaboration to operational and financial performance. While product complexity associates with the “building block” resources, resource complementarity and resource specificity, technological turbulence relates significantly with only resource specificity. Interestingly, competitive intensity associates differentially with the resources – positive with resource specificity and negatively with resource complementarity. The results also reveal mediating influences of resource specificity and collaboration.

The research findings have to be considered in context. The moderate size, wide industry/firm diversity and robust research design notwithstanding, and the cross-firm nature can potentially obscure causal linkages. Besides, more comprehensive insights could be obtained by modeling the co-alignment of strategy with other factors in the operating context such as industry munificence, and market unpredictability.

Firms derive operational and financial performance benefits from close collaboration with partners since the operational enhancements from such relationships have customer service implications. Besides, the synergistic interrelationships among strategic partnership resources and their eventual impact on operational and financial performance is highlighted suggesting that firms develop a proper mix of unique and complementing set of resources and leverage them through collaborative behaviors. Importantly, the results provide a framework for managers to understand the criticality of aligning their resources with contextual elements to realize enhanced operational efficiencies, customer service, and financial benefits.

Much of the evidence on the rent generation capabilities in supply chain partnerships is still anecdotal and extant empirical research lacks adequate explanation. Thus this study offers an initial strategic response framework for an appropriate co-alignment of partnership resources with environmental context factors to realize operational benefits and overall financial performance. The framework answers the critical question: does a supply chain partnership strategy that matches “fit” or co-aligns with its critical operating environment context realize better performance? Additionally, it unravels the interrelationships among strategic partnership resources.

The aim of this study is to identify the drivers that influence customer satisfaction in a business‐to‐business context.

A survey‐based field study was conducted in which 1,068 business customers of a manufacturer of hydraulic and pneumatic equipment participated. Buyers/users reported their perceptions about and satisfaction with a supplier's product‐related services.

Three drivers of customer satisfaction, reliability, product‐related information, and commercial aspects, were identified. The importance of the last two drivers differed depending on the buyer's/user's primary functional area. For respondents from purchasing and management, commercial aspects were found to be more important than product‐related information. For participants from engineering, maintenance, and production, product‐related information was found to be more important than commercial aspects. The reliability driver emerged as the most important regardless of the functional association of respondents.

The study results elucidate the differences between drivers of customer satisfaction for the buyers/users from different functional areas of an organization.

The purpose of this paper is to develop a framework for organizational learning in an alliance‐based context. An interaction effect of environmental turbulence on the relationship between top management attitude towards learning and organizational learning is proposed.

The paper begins with the notion that alliances provide an opportunity for organizations to learn from one another. The paper describes three basic tenets of organizational learning. It then proposes how top management attitude will affect these. It also proposes that these relationships will be affected by the environment in which the organizations are operating.

The proposed framework makes clear that, for organizational learning to take place, both top management attitude toward learning and environmental turbulence will affect the way organizational learning takes place.

The paper proposes an important relationship between top management attitude, environmental turbulence, and organizational learning. In highly turbulent environments, even a positive top management attitude will not always help to improve organizational learning.

The paper fills a gap in the alliance and organizational learning literature by proposing environmental effects on the relationship between top management attitude and organizational learning.

“Organizational identification” refers to a perception of “oneness” with an organization. The purpose of this paper is to provide a model of organizational identification for virtual team workers and examine the role of cultural dimensions in a virtual setting. Specifically, it poses individualism‐collectivism and uncertainty avoidance as potential situational contingencies that may affect the determinants of an organizational identification relationship in a virtual work setting.

The proposed research framework delineates how cultural dimensions relate to virtual work‐associated individual (interpersonal trust, need for affiliation) and environmental (spatial and cultural dispersion, ICT‐enabled communication) factors and organizational identification. Several testable propositions emerge.

This study provides a foundation for empirical studies that examine the linkages among organizational identification, virtual work, and environment‐related factors and cultural variables.

This study has particular implications for managing virtual teams, as well as specific suggestions for a typology of virtual team members. The typology supports a consideration of expected levels of organizational identification, depending on virtual team member types.

Scholars have devoted very little attention to exploring what factors drive or impede organizational identification in cross‐cultural virtual teams. This paper attempts to fill that void by linking the immediate determinants and the contingency role of cultural variables or organizational identification in the context of virtual work.

The purpose of this paper is to develop a framework for leader-member exchange (LMX) in the context of global integration strategy of multinational corporations (MNCs). Further, an interaction effect of leader's network centrality and leader's alignment with MNC policies on LMX and resource accessibility is proposed.

The paper begins with the notion that different departments in a subsidiary of an MNC are likely to have different requirements for integration within the MNC network. This paper extends the literature by suggesting that employees working in the same department of a subsidiary of an MNC are likely to have different perception of the degree of integration of their subsidiary with other nodes in the MNC network.

The paper posits that employees forming the “in-group” of a subsidiary leader are more likely to perceive their subsidiary as more integrated than the “out-group” employees; contribute more by way of knowledge transfer than the “out-group” employees; and perform better than the “out-group” employees, because of the moderating effect of leader's network centrality on the relationship between LMX and resource accessibility.

The research has implications for the role of subsidiary leaders in shaping the perceptions of their subordinates toward the global integration strategy of an MNC.

The study fills a gap by integrating the LMX and MNC global integration strategy literatures and proposing the existence of perceptual differences, even at subordinate level.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Collaboration is seen as the most important resource available within a strategic partnership. Resource specificity and resource complementary serve as key antecedents of collaboration and help to generate a positive effect on firm performance. This impact can, however, be increased substantially if these strategy resources are effectively aligned with critical factors in the company’s operating context. Of considerable significance is the fact that the environmental factors’ product complexity, technological turbulence, and competitive pressure relate differently to each of the resources.

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.