Search Results (236)

This study aimed to investigate the effect of organizational culture on employee-perceived performance and whether this relationship is mediated by perceived organizational support and moderated by employee motivation. Three hundred individuals working in organizations located in Portugal and Angola participated in this study. This is a quantitative, exploratory, correlational, and cross-sectional study. The results indicate that only goal culture, rule culture, affective organizational support perception, and identified motivation have a positive and significant effect on perceived performance. Supportive culture and goal culture have a positive and significant effect on affective organizational support perception. All dimensions of organizational culture have a significant effect on cognitive organizational support perception, with the effects of the supportive culture and the goal culture being positive and significant, while the effects of the innovative culture and the rule culture are negative and significant. The perception of affective organizational support has a total mediating effect on the relationship between goal culture and perceived performance. Intrinsic motivation and identified motivation have a moderating effect on the relationship between all dimensions of organizational culture and perceived performance. This study is expected to help human resource managers understand the importance of the type of organizational culture that prevails in their organization to enhance employees’ perception of organizational support and performance. Full article

As environmental sustainability becomes a strategic priority for the hospitality sector, firms are increasingly adopting internal green marketing (IGM) practices to drive innovation. This study investigates how IGM influences innovative performance (IP) among hotel employees, focusing on the mediating roles of pro-environmental behavior (PEB) and internal green values (IGV). Drawing on data from 400 hotel employees in Egypt and analyzed using partial least squares structural equation modeling (PLS-SEM), the results reveal that while IGM significantly enhances PEB and IGV, it does not directly improve innovative performance. Instead, IGV and PEB fully mediate the relationship between IGM and IP, highlighting that innovation emerges primarily through value-driven behavior and organizational culture. These findings contribute to the sustainability and innovation literature by proposing a validated model that explains how internal marketing mechanisms foster eco-innovation. The study offers practical implications for hotel managers aiming to cultivate a sustainability-oriented culture and embed green values into daily operations to support long-term innovation. Full article

This study examines the impact of AI adoption orientation on innovation performance in multinational corporations (MNCs), emphasizing team innovativeness as an intervening mechanism and technology orientation as a moderating factor. Using data from 410 respondents collected via a snowball sampling strategy and analyzed through partial least squares structural equation modeling (PLS-SEM), the findings reveal that artificial intelligence (AI) adoption orientation positively influences team innovativeness and innovation performance. Team innovativeness partially mediates this relationship, while technology orientation moderates the link between AI adoption and team innovativeness, underscoring the role of technological preparedness in enhancing innovation. The study contributes to theoretical understanding by integrating team dynamics and technology preparedness in AI-driven innovation. It provides practical insights for managers, policymakers, and organizational leaders on fostering an innovative culture and investing in technology skills to drive MNC competitiveness. 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

Background: In today’s rapidly evolving business environment, organizational agility (OA) has become increasingly critical for companies to maintain competitiveness and sustainability. Business intelligence (BI) is pivotal in enabling organizational agility by providing the necessary tools and insights to navigate uncertainties and capitalize on opportunities. This study aimed to investigate the relationship between BI and organizational agility, particularly within the pharmaceutical manufacturing sector in the Middle East and North Africa (MENA) region. The systematic literature review followed Kitchenham’s guidelines, which was supplemented with a VOS analysis to visualize the interconnectedness of BI and organizational agility. The analysis revealed a direct relationship between BI and organizational agility, with the critical variables of innovation, competitive advantage, firm performance, and dynamic capabilities influencing this connection. The MENA region shows promise in contributing to this field, but further research is needed. Leveraging BI capabilities can enhance organizational agility, positioning companies for sustained success amidst uncertainty. Addressing challenges and fostering a supportive organizational culture is essential for realizing the full potential of BI-driven agility. This study makes an original and timely contribution by examining the relationship between business intelligence (BI) and organizational agility (OA) through a systematic literature review across multiple countries. The study focuses specifically on the Middle East and North Africa (MENA) region, which has received insufficient attention in previous research. Unlike previous studies that focus on isolated cases, this work combines bibliometric analysis with a structured review methodology. It provides a clear summary of how BI supports key outcomes such as innovation, dynamic capabilities, and competitive advantage Full article

Although open innovation is not novel within the business sector, it has recently garnered increasing scholarly interest. However, empirical investigations applying this concept to the tourism industry remain scarce. Despite tourism being one of the most significant contributors to the global economy, it continues to face persistent challenges, including political standpoints. Within this context, implementing open innovation emerges as a potentially transformative strategy. This study examines the application of open innovation to the tourism industry. Drawing upon a detailed analysis of 35 peer-reviewed articles retrieved from the Scopus database, the study adopts the PRISMA methodology to ensure methodological rigor and transparency. Articles were retrieved using a predefined search string: “Open innovation” AND “tourism industry” OR “tourism” OR “hospitality” OR “hotels” OR “leisure”. The selection process followed the PRISMA guidelines and included only peer-reviewed journal articles in English within Business and Economics. The findings reveal that open innovation enables stakeholder collaboration, supports service and experience co-creation, and facilitates digital and organizational transformation across diverse tourism contexts. The analysis shows that recent contributions in this field tend to converge around four key thematic areas: the role of open innovation in enhancing destination branding and experiential value; the importance of stakeholder collaboration and co-creation; the internal dynamics of employee empowerment and innovation culture within tourism firms; and the strategic use of digital technologies to drive transformation and resilience in the face of industry challenges. 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

Despite the transformative potential of artificial intelligence (AI), small and medium-sized enterprises (SMEs) continue to face significant challenges in its effective adoption. While prior studies have emphasized strategic benefits and readiness models, there remains a lack of operational guidance tailored to SME realities—particularly regarding implementation barriers, resource constraints, and emerging demands for responsible AI use. This study presents an analysis of AI adoption in SMEs by integrating the technology–organization–environment (TOE) framework with selected attributes from the diffusion of innovations (DOI) theory to examine adoption dynamics through a dual structural and perceptual lens. Empirical insights from sectoral and regional contexts are also incorporated. Ten critical challenges are identified and analyzed across the TOE dimensions, ranging from data access and skill shortages to cultural resistance, infrastructure limitations, and weak governance practices. Notably, the framework is expanded to incorporate responsible AI governance and democratized access to generative AI—particularly open-weight large language models (LLMs) such as LLaMA, DeepSeek-R1, Mistral, and FALCON—as emerging technological and ethical imperatives. Each challenge is paired with actionable, context-sensitive solutions. The paper is a structured, literature-based conceptual analysis enriched by empirical case study insights. As a key contribution, it introduces a structured, six-phase roadmap methodology to guide SMEs through AI adoption—offering step-by-step recommendations aligned with technological, organizational, and strategic readiness. While this roadmap is conceptual and has yet to be validated through field data, it sets a foundation for future diagnostic tools and practical assessments. The resulting study bridges theoretical insight and implementation strategy—empowering inclusive, responsible, and scalable AI transformation in SMEs. By offering both analytical clarity and practical relevance, this study contributes to a more grounded understanding of AI integration and calls for policies, ecosystems, and leadership models that support SMEs in adopting AI not merely as a tool, but as a strategic enabler of sustainable and inclusive innovation. Full article

(1) Background: This study examines the relationships between organizational trust, eudaimonic well-being, and digital well-being among IT professionals in Poland and Italy. The research investigates how organizational trust influences well-being outcomes in contrasting cultural and economic environments. (2) Methods: the study used a quantitative research strategy, applying the diagnostic survey method through a structured, self-administered questionnaire available in both Polish and Italian. The sample consisted of 243 public sector employees working in the IT domain (116 in Poland and 127 in Italy), including administrative staff, IT professionals, and mid-level managers with varying levels of work experience. (3) Results: The findings demonstrate that organizational trust significantly enhances eudaimonic well-being, particularly in Poland, where a fast-paced and innovation-driven IT sector creates heightened demands for psychological safety and stability. While organizational trust also positively influenced digital well-being in both countries, this relationship was stronger in Poland than in Italy, suggesting that cultural and organizational differences mediate the impact of organizational trust on digital stress management. These findings also support global policy efforts, including the United Nations Sustainable Development Goals and European digital policy frameworks, to promote socially sustainable and resilient digital workplaces. (4) Conclusions: The study underscores the need for organizations to implement transparent communication, career development initiatives, and proactive digital well-being strategies to ensure employees feel supported and engaged. The implications for company owners, managers, and policymakers highlight the role of organizational trust in promoting sustainable, resilient digital workplaces. Full article

Workplace psychological safety (PS) has been recognized as crucial in mitigating organizational stressors and enhancing positive workplace outcomes, particularly in high-risk occupations such as healthcare and public safety. This scoping review aims to synthesize the existing literature on psychological safety in high-risk workplaces to identify key antecedents, workplace enhancements, and research gaps. A systematic search of studies published between 2010 and January 2025 was conducted across multiple databases, including CINAHL, Medline, ERIC, JSTOR, PsycInfo, Business Source Ultimate, and Sociological Abstract. Inclusion criteria focused on adult workers in high-risk workplace environments. Following screening and eligibility assessments, 16 studies from six countries were selected for analysis. Data were extracted and thematically analyzed based on leadership styles, organizational structures, and workplace culture related to psychological safety. The review identified three primary antecedents of psychological safety in high-risk workplaces: (1) inclusive and transformational leadership styles, (2) hierarchical structures and power dynamics, and (3) workplace climate and communication culture. Studies consistently found that inclusive leadership, ethical integrity, and transformational leadership were strongly associated with higher psychological safety levels. While hierarchical structures provided the necessary organization, overly rigid hierarchies often suppressed employee voice and innovation. A workplace culture characterized by trust, transparency, and open communication fosters greater psychological safety and improved teamwork and well-being. 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

This study investigates how digital transformation, digital culture, innovation capabilities, and organizational resilience influence organizational performance in the post-pandemic era. Grounded in Resilience Theory, the Dynamic Capabilities Framework, and Organizational Learning, this research analyzes how digital capabilities—such as innovation, digitalization, telework, and investment strategies—influence organizational performance. Data were collected through a structured online survey with 320 valid responses from decision-makers across various sectors. Using descriptive statistics, Pearson correlations, and multiple linear regression analysis, the results reveal that innovation, organizational resilience, and investment strategies are significant predictors of performance, together explaining over 52% of its variance. Interestingly, while digitalization correlates strongly with innovation and strategic adaptation, its direct effect on performance was not statistically significant in the regression model. These findings underscore the importance of an integrated approach to digital transformation and resilience-building strategies for navigating crises and fostering long-term performance. The study contributes to the literature on digitalization, crisis response, and strategic management, offering practical insights for managers and policymakers committed to strengthening organizational adaptability in the post-pandemic era. Full article

The increasing digitalization of the world underscores the critical importance of both social and technical aspects in software engineering practice. While prior research links socio-technical congruence (STC) to positive workstream outcomes, the current convergence of digital products, technologies, and social systems introduces novel and often unpredictable results, driven by the complex interplay of leadership, organizational culture, and software engineering practices operating as a complex adaptive system (CAS). This paper proposes a novel model for adopting socio-cultural practices to bridge the social and technical divide through the lens of STC. The innovation of the model lies in its socio-technical evolutionary journey, built upon dual systems: (1) an analytical System-I focused on enhancing robustness via compliance with Lean and Agile socio-cultural practices, and (2) a holistic System-II emphasizing resilience through an acceptance of interdependence of system actors that requires sense-making techniques. A methodology based on this model was piloted across six case studies: three in an Enterprise IT organization and three in two business units undergoing transformations on Lean and Agile plus DevOps adoption. System-I’s robustness was evaluated through surveys and structured STC maturity assessments (self and guided ones). System-II employed sense-making techniques to foster resilience within the system of work (SoW), laying the groundwork for their evolutionary journeys. The findings reveal a significant need for greater alignment between management (as transformation agents) and software engineering practices. However, the study suggests actionable guidelines, grounded in new principles and mental models for operating within a CAS, to cultivate enhanced resilience and robustness in a VUCA world. Full article

This study examines the perceived relationships between circular economy practices, procurement strategies, and organizational competitiveness using a theory-driven model and survey data from future business professionals. Drawing on multiple theoretical perspectives, the research explores how circular economy practices and procurement strategies influence organizational competitiveness and investigates the mediating and moderating roles of organizational culture, stakeholder pressure, resource availability, innovation, and industry characteristics. The findings suggest that circular economy practices not only contribute to environmental goals, but also hold strategic value for competitive advantage. Procurement strategies are found to be more than operational tools; they act as strategic levers that shape sustainable performance. Based on cross-sectional survey data with a sample of 568 respondents, the study sheds light on patterns that highlight the importance of organizational culture, innovation, and resource access in reinforcing the link between sustainability and competitiveness. Although the data reflects perceptions rather than organizational behavior, the study offers conceptual foundations and future-oriented insights into how the systemic interactions between sustainable practices, procurement, and competitiveness are likely to be interpreted and enacted. Therefore, the insights inform both academic research and managerial practice by emphasizing the strategic value of integrating circular economy principles and procurement strategies within a broader sustainability-oriented framework. Full article

Toxic leadership has profound implications for employees’ psychological wellbeing, particularly in academia, as a supportive workplace is crucial for intellectual prosperity and growth. In various parts of the Middle East, toxic leadership has been a major element in suppressing academic freedom, low levels of creativity, and innovation backed with favoritism, nepotism, and lack of support. This study examines the detrimental effects of toxic leaders on academic staff’s job satisfaction among academic staff in Middle Eastern universities. Grounded in the social learning theory, leader–member exchange theory, and conservation of resources theory, this research examines the mediating effect of organizational culture and trust in leaders. A quantitative approach using partial least squares—structural equation modeling with Smart-PLS software Version 3—was deployed on survey data from 236 faculty members and academic administrators across 11 universities in the region. The results show that toxic leadership significantly reduces job satisfaction, which is better explained by key mediating elements of organizational culture and trust in leaders. The findings highlight the need for fostering a culture of trust, leadership development, and transparent strategies to enhance the academic workplace for the staff and improve the dynamic and performance of the educational environment in the region. This study provides practical recommendations for mitigating toxic leadership in the education sector of the Middle East through empirically validating its detrimental effects on the psychological wellbeing of academic staff, which is a major element that barriers significant academic achievements. Full article