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The purpose of this paper is to present an in‐depth analysis of the knowledge sharing enablers and the moderating role of Islamic work ethic (IWE) on the relationship between knowledge sharing and innovation capability in the public sector organizations.

The foundations of knowledge sharing capability, IWE and innovation capability were assessed using a validated survey instrument. A total of 472 Administrative and Diplomatic Service Officers from the Malaysian public sector organizations participated in the survey.

The empirical results indicate that the intrinsic motivation to share knowledge is significant in the public sector organizations. The relationship between knowledge sharing capability and innovation capability of employees in the public sector organizations was found to be contingent on IWE.

While the study was salient and confined to the Malaysian public sector organizations, it has considerable implications for the development of an optimistic workforce in other regions and across sectors. Cross‐sectional studies are encouraged to further confirm the results.

An understanding of the pledge of the workforce to knowledge sharing, IWE and its consequences for innovativeness facilitates public sector organizations in designing and implementing modernization initiatives.

In response to the substantial need to examine IWE and workplace outcomes in a non‐Western environment, the paper embraces the extent to which IWE sways the link between knowledge sharing and innovation capability in the public sector organizations. Both scholars and practitioners will find the study valuable.

The purpose of this paper is to present an in‐depth analysis of the Islamic work ethic (IWE) and its influence on innovation capability in the public sector.

The foundations of IWE and innovation capability were assessed using a validated questionnaire. A total of 472 employees from the Malaysian public sector participated in the survey.

The empirical results indicate that the IWE is highly adapted in the public sector. In addition, the respondents collectively declared that the innovation strength in the Malaysian public sector is mounting. The IWE measure was found to be significant with moderate correlation and positive relationship with the innovation capability scale.

While the study was confined to the Malaysian public sector, it has considerable implications for the development of an optimistic workforce in other regions and across sectors.

An understanding of the commitment of the workforce to the IWE and its consequences for innovativeness facilitates HR professionals in designing and implementing change initiatives.

In response to the substantial need to examine IWE and workplace outcomes in a non‐Western environment, therefore, the paper embraces the extent to which IWE sways innovation capability in the public sector. Both scholars and practitioners will find the study valuable.

While much is known generally about predictions of customer‐perceived service quality, their application to health services is rarer. No attempt has been made to examine the impact of social support and patient education on overall service quality perception. Together with six quality dimensions identified from the literature, this study seeks to provide a more holistic comprehension of hospital service quality prediction. Although 79 percent of variation is explained, other than technical quality the impact of the remaining factors on quality perception is far from constant, and socio‐economic variables further complicate unpredictability. Contrary to established beliefs, the cost factor was found to be insignificant. Hence, to manage service quality effectively, the test lies in how well healthcare providers know the customers they serve. It is not only crucial in a globalized environment, where trans‐national patient mobility is increasingly the norm, but also within homogeneous societies that appear to converge culturally.

The purpose of this research is to empirically examine the extent to which the Japanese‐style human resource management (HRM) model is being transferred to subsidiaries, given the contextual characteristics of the Malaysian environment.

The transferability of Japanese‐style HRM is examined through an analysis of the policies and practices of 69 Japanese subsidiaries and focuses on the following specific areas of HRM: employment policies and practices, remuneration systems and career development policies and practices; and management strategies and workplace industrial relations practices.

Overall, the findings suggest that the key elements associated with the Japanese‐style HRM as described in most of the literature are either present to a very limited degree or completely absent. It seems clear that the transfer of the distinctive Japanese‐style HRM, and especially the “four pillars” is not a priority of management. To a certain extent, most companies seem uncomfortable with the characteristics of the local labor. However, the HRM policies and practices in the companies surveyed are not simply the result of the limitation of the local environment and resources; rather they are “opportunist” management strategies which, by taking account of these contextual limits, seek to control the subsidiaries' operations.

By confirming many of the findings of research on the HRM policies and practices of Japanese subsidiaries, especially in other developing countries and, to a certain extent, some developed countries, this study demonstrated that while “technical” elements (the hardware) of the Japanese model are readily being transferred, most of the HRM elements (the software) are adapted in significant, and not always subtle ways. Thus, the issue of the transfer of Japanese‐style HRM abroad in general and in Malaysia particularly is not so much a question of whether the Japanese want to transfer their distinctive policies and practices as of whether they need, or indeed are able, to do so. The findings of this study also demonstrate that what most Japanese subsidiaries achieve is a system of labor control – this is the essential purpose of the HRM practices under considerations: to make the production methods work and enable the company to make and sustain profit – and indeed what the Japanese have achieved and secured in Malaysia is a highly effective system of control (given local conditions).

The purpose of this paper is to determine the factors that influence the intention to use and actual usage of a G2B system such as electronic procurement system (EPS) by various ministries in the Government of Malaysia.

The research uses an extension of DeLone and McLean's model of IS success by including trust, facilitating conditions, and web design quality. The model is tested using an empirical approach. A questionnaire was designed and responses from 358 users from various ministries were collected and analyzed using structural equation modeling (SEM).

The findings of the study indicate that: perceived usefulness, perceived ease of use, assurance of service by service providers, responsiveness of service providers, facilitating conditions, web design (service quality) are strongly linked to intention to use EPS; and intention to use is strongly linked to actual usage behavior.

Typically, governments of developing countries spend millions of dollars to implement e‐government systems. The investments can be considered useful only if the usage rate is high. The study can help ICT decision makers in government to recognize the critical factors that are responsible for the success of a G2B system like EPS.

The model used in the study is one of the few models designed to determine factors influencing intention to use and actual usage behavior in a G2B system in a fast‐developing country like Malaysia.

Schools in UAE are multicultural in nature. In this context, cultural intelligence (CQ) is a tool, which can increase an individual’s ability to interact with people outside his/her culture. The purpose of this paper is to explore the perceptions of the school leaders regarding the key influences of cultural intelligence on their ability to adapt their leadership style in the Abu Dhabi Education Sector.

An extensive review of the literature was carried out to acknowledge the cultural intelligence and leadership style adaptability concepts. This research has adopted a qualitative method of inquiry. Data for the study have been collected from three focus groups with 14 schools leaders in the Emirate of Abu Dhabi.

This pilot study reveals that cultural intelligence has some influence on the school leaders’ ability to adapt their leadership style within a diverse work environment. This influence is complex in nature and multiple factors have been identified.

The main limitations of this study are associated with the small sample size. Regarding the implications, while this study was conducted in a UAE cultural context, it can be extended to other Gulf countries. Future research should prompt educational leaders, administrators, students, and research academics to further consider the impact of cultural intelligence on leadership style.

This study contributes towards cultural intelligence literature. Schools should provide cultural training to managers before appointing them to leadership positions, which helps in understanding the culture which they are going to operate in, and effectively manage their drives, workforce, students, and the community.

The paper highlights six core factors that influence the ability of school leaders to adapt their leadership style in culturally diverse environments. These preliminary factors need to be examined further to validate the dimensions of leadership adaptability in various contexts.