Search

Families own two-thirds of the world's private businesses. It is an organizational model that has succeeded in various sizes, both small and large publicly listed companies. This study aims to explore the developments in sustainability reporting for family firms. The current study employs bibliometric analysis to examine family firms' sustainability literature's conceptual structure and influential aspects. Our study recruited 131 research documents from 2004 to 2021 based on our inclusion criteria. The findings from the conceptual analysis, the co-occurrence network of keywords analysis yields three clusters: CSR disclosures and corporate governance in family firms of emerging economics (red cluster), while red and green clusters focus on environmental performance, earnings management, and corporate governance in family firms. Our study has also highlighted the influential aspects of sustainability in family firms' literature. Our findings have significant implications for researchers and policymakers. Our findings could be helpful to both family businesses and sustainability researchers. The study contributes to the business literature by illuminating the new research directions in sustainability reporting by family firms using bibliometric techniques. [ABSTRACT FROM AUTHOR]

The purpose of this qualitative case study was to explore quality improvement strategies senior manufacturing production managers use to reduce Cost of Poor Quality (COPQ) to increase profit. The participants for this study were production managers within a manufacturing company located in the southeastern region of the United States who successfully developed and implemented strategies to lower COPQ to increase profitability. Six major themes emerged from the study: continuous improvement, quality assurance, employees as agents of quality improvement, communication between stakeholders, holding all firm members accountable for quality, and training. Manufacturing managers can use these strategies to lower COPQ and increase profits, which could result in enhancing other organizations' financial performance. Findings from this study may enable manufacturing managers to improve organizational performance when continuous quality improvement processes are implemented throughout the manufacturing process and senior leaders champion lessons learned, support the training program approach, and implement a quality assurance program that empowers frontline employees as agents of quality throughout the manufacturing process. [ABSTRACT FROM AUTHOR]

Competitiveness demonstrates a firm's effectiveness in achieving an advantage over others. A leader's competitiveness can facilitate higher profits and growth. It can also lead to unethical and irresponsible corporate dealings. This paper suggests competitiveness can be responsible. Responsible Leadership defines two main responsible leaders (RL), integrative and instrumental. Integrators are linked to social responsibility and multiple stakeholders, while Instrumentalists are associated with competitive advantage and shareholders. Missing from extant research frameworks is how the two RLs experience competitiveness. We examined the lived experience of a group of Top 100 Leaders in Canada, finding that both RLs practiced responsible competitiveness. A more nuanced group, they shared characteristics and personal values that seemed to curb the overreach or hyper-competitiveness associated with irresponsibility. [ABSTRACT FROM AUTHOR]

Purpose: Workplace stress costs £3.7bn per annum in the UK and in excess of $300bn per annum in the USA. The purpose of this paper is to examine the existence, strength and direction of relationships between perceptions of social support, work–life conflict, job performance and workplace stress in an Irish higher education institution. Design/methodology/approach: The selected theoretical framework consisted of a combination of reward imbalance theory, expectancy theory and equity theory. An organizational stress screening survey instrument was used to survey the staff (n = 1,420) of an academic institution. Multiple linear regression analysis was used to evaluate the relationships between the independent variables (social support, work–life conflict, job performance), the covariates (staff category, direct reports, age, gender), and the dependent variable (workplace stress). Findings: The results showed a negative correlation between social support and workplace stress, a positive correlation between work–life conflict and workplace stress, and a negative correlation between job performance and workplace stress (p < 0.05). The results also revealed significant relationships between the covariates direct reports and gender and the dependent variable workplace stress. Practical implications: The findings from this research can trigger an organizational approach where educational leaders can enable workplace change by developing and implementing social support and work–life strategies, and potential pathways to reduce levels of workplace stress and improve quality of life for employees and enhance performance. Originality/value: The examination and establishment of particular relationships between social support, work–life conflict and job performance with workplace stress is significant for managers. [ABSTRACT FROM AUTHOR]

Purpose – In spite of technology and its subsequent organizational advantages, the purpose of this paper is to advocate the need for public sector leadership to understand and consider the forthcoming pivotal role and challenges associated with the unique values and characterises of a multiple generation workforce will have in the attainment of organizational goals and objectives. Design/methodology/approach – An examination of the literature is utilized to identify management techniques and work methodologies regarding generational differences and unique characteristics of four organizational workgroups – veterans, baby boomers, generation X, and Y, which may be an underlying factor in the attainment of organizational success. Findings – This paper advocates that an understanding of generational differences may enable management to structure strategies and transformation techniques to motivate employees to the full extent of their skills and abilities in order to support the realization of organizational goals and objectives. Originality/value – This paper enhances personal knowledge and understanding at the theoretical and practical levels enabling business leaders to gain insight regarding the generational differences and unique characteristics of four organizational workgroups – veterans, baby boomers, generation X, and Y. Without understanding these different cohorts' values, management strategies and techniques cannot be fully utilize nor can employees be fully motivated to the full extent of their skills and abilities, in order to support organizational goals and objectives. [ABSTRACT FROM AUTHOR]