Search Results (161)

Sustainability has emerged as a critical issue in development. Digital transformation functions as both an enabler and an effective tool for promoting sustainability. Strategy plays a pivotal role in the process of digital transformation. However, there is a paucity of existing research focused on strategic renewal in digital transformation within the context of China. This study employs organizational learning theory to examine the antecedents and consequences of strategic renewal in digital transformation. Data were collected from 389 government employees through a questionnaire survey and a quantitative analysis was performed to evaluate four hypotheses using structural equation modeling (SEM). The results indicate that knowledge acquisition and organizational memory significantly influence strategic renewal, which in turn affects government performance. The findings of this study could serve as a guide and provide concrete practical approaches for successful digital transformation among governments, thereby laying a foundation for sustainable development. Full article

The growing number of senior experts leaving the workforce (especially in more developed economies, such as in Europe), combined with the ubiquitous access to artificial intelligence (AI), is triggering organizations to review their knowledge transfer programs, motivated by both financial and management perspectives. Our study aims to contribute to the field by analyzing options to integrate intergenerational tacit knowledge transfer (InterGenTacitKT) with AI-driven approaches, offering a novel perspective on sustainable Knowledge and Human Resource Management in organizations. We will do this by building on previous research and by extracting findings from 36 in-depth semi-structured interviews that provided success factors for junior/senior tandems (JuSeTs) as one notable format of tacit knowledge transfer. We also refer to the literature, in a grounded theory iterative process, analyzing current findings on the use of AI in tacit knowledge transfer and triangulating and critically synthesizing these sources of data. We suggest that adding AI into a tandem situation can facilitate collaboration and thus aid in knowledge transfer and trust-building. We posit that AI can offer strong complementary services for InterGenTacitKT by fostering the identified success factors for JuSeTs (clarity of roles, complementary skill sets, matching personalities, and trust), thus offering organizations a powerful means to enhance the effectiveness and sustainability of InterGenTacitKT that also strengthens employee productivity, satisfaction, and loyalty and overall organizational competitiveness. Full article

Due to globalization, companies are exposed to a culturally diversified workforce; therefore, great emphasis is placed on identifying the most effective leadership style that would be able to manage such a workforce. Although numerous studies have attempted to identify successful leadership styles in different cultural settings, none have focused on the perceptions of top managers who work in multinational corporations (MNCs) in culturally diversified surroundings. Thus, our research attempts to identify the most preferred leadership style and characteristics from the perspective of top managers in MNCs in the United Arab Emirates (UAE). The 13 leadership characteristics analyzed in this study were generated from the 21 characteristics found by Global Leadership and Organizational Behavior Effectiveness (GLOBE) research. The participants, top managers in MNCs, needed to evaluate leadership styles by considering leadership characteristics. To ensure the objectiveness of the study, we analyzed their answers by applying the Fuzzy Technique for Order of Preference by Similarity to Ideal Solution (TOPSIS) method. The results indicated that the most preferred leadership characteristics were visionary, inspirational, collaborative team-oriented, and performance-oriented. Moreover, the transformational leadership style emerged as the most preferred leadership style. The study’s findings show that top managers believe that employees in MNCs in the UAE seek a leader with a vision who will inspire, motivate, and help them fulfill their true potential. Full article

This study aims to explore how Corporate Digital Responsibility (CDR) influences Jordanian banks’ performance. It focuses on four CDR dimensions—“social, technological, economic, and environmental”—and examines the mediating role of firm size in these relationships. This study is the first to empirically test the mediating effect of firm size in the relationship between CDR and firm performance in the Jordanian banking sector, providing a novel perspective on how digital ethics shape organizational success. Data were collected through a structured survey from 299 bank employees in Jordan. Structural Equation Modeling (SEM) was employed to assess the direct and indirect effects of CDR dimensions on firm performance, with firm size tested as a mediating variable. All four dimensions of CDR significantly and positively affect firm performance. Additionally, firm size plays a partial mediating role in the relationship between CDR and firm performance, indicating that larger banks may better leverage digital responsibility initiatives to enhance performance. The study relies on self-reported data from a single country (Jordan), which may limit generalizability. Future studies could adopt a longitudinal design or expand to other MENA countries for comparative analysis and broader insights. The findings suggest that Jordanian banks should invest in and prioritize CDR strategies, especially in economic and technological domains, to improve their organizational outcomes and stakeholder relationships. Enhancing firm size may amplify the positive impact of CDR. The findings of this study are robust, as validated by further analysis utilizing data from a customer survey. The results derived from customer viewpoints correspond with staff data, substantiating the beneficial influence of Corporate Digital Responsibility (CDR) on banking performance and affirming the substantial mediating effect of company size. Full article

This study explores the factors driving employees’ sustainability-switching behaviors (SSBs) by integrating the Push, Pull, and Mooring (PPM) model with the Theory of Reasoned Action (TRA). A quantitative, cross-sectional survey was conducted with a convenience sample of 132 professionals actively involved in organizational sustainability initiatives across diverse industries and global regions. The findings reveal that leadership commitment significantly fosters both affective and normative employee commitments, with normative commitment positively influencing SSB. Surprisingly, organizational trust showed a negative impact on SSB, suggesting that employees may delegate responsibility for sustainability to the organization when trust is high. Inertia emerged as a strong barrier to behavioral change, independently inhibiting sustainability efforts. The study highlights the complex dynamics among leadership, trust, and inertia, offering practical insights for organizations aiming to foster sustainability. Addressing inertia directly and promoting shared responsibility for sustainability are critical for successful organizational transitions. Future research should explore the psychological mechanisms behind inertia and further investigate the paradoxical role of trust in sustainability initiatives. Full article

Organizational behavior examines the interactions of individuals and groups within businesses, while human resource management (HRM) focuses on enhancing workforce efficiency through recruitment, training, and employee relations. The success of an organization depends on the relationship between employee engagement and performance, as engaged individuals enhance productivity and innovation. This study aims to conduct a comprehensive bibliometric analysis of the academic research on the relationship between artificial intelligence (AI), employee engagement, and performance. This study highlights trends, countries, sources, and keywords in this field. The authors analyzed 11,291 articles in the first phase, 42,358 articles were analyzed in the second phase, and 606 articles were analyzed in the third phase. This study highlights the growth of the research in this area and identifies the most productive years and regional contributions. The citation analysis is used to identify the relevant research and renowned authors. This study also addresses ethical concerns related to the implementation of artificial intelligence (AI) in the workplace. This study indicates theme variations among national contributions, highlighting differing socio-cultural and theoretical perspectives on AI adoption in HRM, from behavioral leadership models to efficiency-oriented frameworks. In summary, this bibliometric study provides valuable insights into the evolution of the research topics related to AI’s impact on employee engagement and productivity, spanning multiple disciplines, such as psychology, organizational behavior, and computer science. It is relevant for the researchers, practitioners, and businesses interested in understanding and utilizing AI in the workplace. Full article

Knowledge extraction and sharing is one of the biggest challenges organizations face to ensure successful and long-lasting knowledge repositories. The North Carolina Department of Transportation (NCDOT) commissioned a web-based knowledge management program called Communicate Lessons, Exchange Advice, Record (CLEAR) for end-users to promote employee-generated innovation and to institutionalize organizational knowledge. Reusing knowledge from an improperly managed database is problematic and potentially causes substantial financial loss and reduced productivity for an organization. Poorly managed databases can hinder effective knowledge dissemination across the organization. Data-driven dashboards offer a promising solution by facilitating evidence-driven decision-making through increased information access to disseminate, understand and interpret datasets. This paper describes an effort to create data visualizations in Tableau for CLEAR’s gatekeeper to monitor content within the knowledge repository. Through the three web-based strategic dashboards relating to lessons learned and best practices, innovation culture index, and website analytics, the information displays will aid in disseminating useful information to facilitate decision-making and execute appropriate time-critical interventions. Particular emphasis is placed on utility-related issues, as data from the NCDOT indicate that approximately 90% of projects involving utility claims experienced one or two such incidents. These claims contributed to an average increase in project costs of approximately 2.4% and schedule delays averaging 70 days. The data dashboards provide key insights into all 14 NCDOT divisions, supporting the gatekeeper in effectively managing the CLEAR program, especially relating to project performance, cost savings, and schedule improvements. The chronological analysis of the CLEAR program trends demonstrates sustained progress, validating the effectiveness of the dashboard framework. Ultimately, these data dashboards will promote organizational innovation in the long run by encouraging end-user participation in the CLEAR program. Full article

(1) Background: This paper examines the relationships between generational handover protocols, knowledge transfer behavior, and key organizational outcomes. (2) Methods: A quantitative design was applied, using non-parametric tests and partial least squares structural equation modeling (PLS-SEM) on survey data from 168 employees in companies located in the Basque Country. (3) Results: The presence of formal knowledge transfer protocols and generational handover processes was significantly associated with greater employee knowledge-tranfer behaviors. These behaviors, in turn, had significant positive effects on organizational innovation and job performance. Although moderate correlations were observed with strategy, performance, and competitive advantage, the structural model did not confirm direct relationships. (4) Conclusions: Despite their strategic importance, many organizations still lack formalized mechanisms for knowledge preservation. This study offers a framework for understanding the impact of structured knowledge transfer practices on organizational performance and suggests avenues for future research in knowledge continuity and succession planning. Full article

Background: With increasing work pace and stress, sedentary office habits and insufficient physical activity (PA) pose significant threats to employee health and organizational productivity. Physical activity-led workplace health interventions (PAWHIs) have gained attention due to their multifaceted benefits for employees’ physical and mental health. This systematic review aims to evaluate the effectiveness of PAWHIs and examine the success rates of PA combined with various supplementary intervention approaches in improving employee health. Methods: This study was conducted according to the PRISMA 2020 statement guidelines. A systematic search was performed across four databases (PubMed, Web of Science, EBSCO, and Scopus) for randomized controlled trials (RCTs) published between 2013 and 2023. The Cochrane risk-of-bias tool was used to assess the risk of bias in the included studies. Results: After screening, 40 studies meeting the criteria were finally identified and subjected to quality assessment. The primary intervention measures of PAWHIs focused on education, physical activity, and dietary interventions. Fifty percent of the studies adopted multimodal combined intervention schemes involving two or more types of interventions. The most common intervention durations were 12 weeks (9 studies) and 24 weeks (24 studies). An analysis of the various intervention effects of PAWHIs revealed that the most successfully improved outcomes were increased physical activity levels (26/32), reduced psychological stress (4/5), and improved dietary habits (12/19), with over 60% of the related studies reporting positive effects. Additionally, improvements were also commonly observed in body composition (16/29) and clinical health outcomes (15/27). Conclusions: PAWHIs have positive effects on improving employee health status and promoting healthy behaviors, particularly in increasing PA levels and reducing psychological stress. However, interventions need to be contextualized and further optimized to achieve more comprehensive and sustainable health outcomes. Full article

As global challenges escalate—economic shocks, environmental issues, and evolving work expectations—the four-day workweek (4DWW) is gaining traction as a sustainable and viable alternative. This study investigates the transition from a traditional 5-day workweek to a 4DWW in the context of private companies in the Baltic States, supplemented by the insights from informal interviews with 17 representatives across Latvia, Lithuania, and Estonia and an in-depth case study of a Latvian wholesale company. Employing a mixed-methods approach, the research integrates document analysis, structured interviews, and quantitative assessment of key performance indicators over an 8-year period. The findings elucidate the phased transition process, detailing the multifaceted challenges encountered at individual, operational, and strategic levels. The study evaluates the impact of the 4DWW on organizational productivity, employee well-being, and environmental outcomes. Results indicate that, while the 4DWW can sustain or enhance operational efficiency and substantially improve work-life balance and stress reduction, these benefits are not uniformly observed across all economic sectors. This paper not only advances the literature on workweek restructuring by clarifying the algorithm for transitioning to a 4DWW but also underscores its potential as a sustainable business practice. The results offer valuable decision-making insights for private companies considering similar transitions, while also highlighting the need for context-specific strategies and policy support—including relevant legislative frameworks in the Baltic region—to ensure successful implementation. Full article

The Fourth Industrial Revolution (4IR), characterized by the integration of advanced digital technologies, is transforming industries globally and significantly impacting leadership practices, particularly in the healthcare sector. As organizations adapt to this digital evolution, the demand for effective leadership becomes increasingly critical. This paper explores Leadership 4.0, a framework that identifies the skills and competencies required for successful leadership in the digital age. The study employs a mixed-methods approach, combining a Systematic Literature Review (SLR) with qualitative insights gathered through case studies and the Delphi method, involving healthcare leaders, to investigate leadership practices in organizations undergoing digital transformation. Through case studies and literature reviews, the research seeks to provide a comprehensive understanding of the changing leadership landscape, addressing the unique challenges and opportunities presented by digital transformation in healthcare. The findings indicate that effective Leadership 4.0 requires a combination of digital literacy, strategic foresight, and emotional intelligence. Leaders must exhibit adaptability, drive innovation, and foster a culture of continuous learning to navigate the complexities of digital transformation successfully. The study also emphasizes the importance of internal branding as a critical strategy for aligning employees with the organization’s mission and digital vision, thereby fostering collective commitment to transformation objectives. Key challenges include resistance to change and the ongoing need for upskilling, while opportunities lie in leveraging digital innovations to enhance organizational performance. Full article

The forest industry is one of the most dangerous workplaces worldwide, and although safety culture is recognized as important safety antecedent, there is still a theoretical and practical need for understanding how safety culture is co-created in the forest industry. To fill this gap, this article has the purpose of exploring mechanisms and driving forces of safety culture co-creation within the Swedish forest industry. Data is collected via on-site focus group interviews with 136 employees of a Swedish pulp- and paper factory. Data is analysed via thematic analysis. Results show that communication and engagement, safety training and knowledge sharing, reporting and risk management as well as integration of safety in daily operations are central safety culture co-creation mechanisms. Driving forces of safety culture co-creation driving forces are leadership commitment to safety, employee responsibility and collaboration, a continuous improvement mindset and work environment and psychosocial wellbeing. Central safety culture co-creation mechanisms and driving forces are identified in communication and interaction that span all individuals, teams, departments, organizational entities and hierarchical levels as basis for successful, sustainable and holistic safety culture co-creation. Full article

Digital transformation is considered a high-risk investment due to the fact that as much as 80% of its initiatives fail. To effectively manage and execute digital transformation, organizations must establish capabilities tailored to this process. Thus, this study aims to identify capabilities essential for digital transformation in the business context. A systematic literature review (SLR) was conducted following the PRISMA. An initial search across major academic databases yielded 542 articles. After applying inclusion and exclusion criteria, 43 relevant articles were selected for in-depth analysis. Descriptive, co-occurrence, and qualitative analyses were then applied. The findings reveal five core dimensions of digital transformation capability: digital dynamic capability, digital leadership capability, employee digital capability, digital technology and operational capability, and digital investment capability. These capabilities demonstrate that successful digital transformation depends not only on technology, but also on leadership, human capital, strategy, and investment that ensure resource readiness. This study contributes to digital transformation theory by identifying essential organizational capabilities and provides insights into how organizations can develop these capabilities to achieve successful digital transformation. Full article

This study explores the information–communication discourse in modern recruitment by applying the Design Thinking (DT) methodology to enhance employee selection and integration strategies. By incorporating digital tools and empathetic approaches, this study examines innovative practices that improve candidate experience and ensure alignment with organizational culture. This study follows the DT framework, encompassing empathy, problem definition, and ideation, with a research sample including candidates, employees, and HR professionals. Methods such as desk research, interviews, diary methods, and P/C matrix diagonalization, supported by original metrics, assess the effectiveness of these approaches. The findings highlight that digital tools, particularly gamification and online assessments, significantly enhance recruitment quality, increase efficiency, reduce hiring time, and improve cultural alignment. Additionally, this study develops informational constructs of knowledge, skills, and attitudes, offering deeper insights into key factors for successful hiring. By integrating new media and technological solutions, this research contributes to transforming traditional recruitment practices into more candidate-centred processes. Further evaluation through complementary studies is recommended to determine the long-term impact of digital tools on recruitment outcomes and employee selection success. Full article

In this study, the mediating effect of psychological empowerment (PE) is examined along with the impact of talent management (TM) in improving employee retention (ER). Companies increasingly realize how important strategic TM is in retaining talented workers and promoting organizational success in today’s cutthroat business world. Using a cross-sectional survey of 226 employees across multiple sectors in São Tomé and Príncipe, this study examines TM’s effects on ER through PE’s mediating role. This research demonstrates that TM has a significant positive effect on ER and that PE mediates the relationship between TM and ER. Organizations can create an environment that nurtures commitment, motivation, and long-term retention by empowering employees through targeted TM practices. According to this study, PE is crucial in connecting TM tactics to better ER results, advancing HRM theory. The findings support the theories that PE mediates the interaction between TM and ER and that TM positively impacts ER and PE. To maintain a competitive edge in the modern workforce, HR professionals looking to boost employee engagement, satisfaction, and loyalty will find this study offers helpful insights. Full article