Search

Background and Purpose: In today's unpredictable, uncertain, complex, ambiguous, and interconnected environment, businesses face various challenges and uncertainties that are anticipated will intensify and become more frequent in the future. In this harsh environment, maintaining sustainable competitiveness is difficult. Information Technology Capabilities (ITCs) are an important element that determines a company's success or failure as well as its Resilience (ER). Given the complexity and uncertainty of today's business world, businesses with good information collection, analysis, and use can anticipate changes and decrease delays. Enterprises should collect high-quality information to meet modern business settings. Business resilience depends on the ability to gather and process resources to handle environmental uncertainty. Enterprises should use information, knowledge, experiences, and other resources to build resilience. The leadership of top management is essential for ensuring the organisation's sustainability and attaining its objectives. This study applies the concept of dynamic capability to assess the impact of ITCs on Indonesian SOEs and their subsidiaries. Additionally, this study investigates leadership capabilities (LCs) as a mediator between ITCs and ER. Due to their vital role in the Indonesian economy and the paucity of research on State-Owned Enterprises (SOEs) resilience and dynamic capabilities, particularly in the emerging market, this research focuses on Indonesian SOEs and their subsidiaries. Methodology: The study examined 322 valid data from online surveys using questionnaires to Indonesia SOEs and their subsidiaries' board of directors and senior management. The data is analysed using SmartPLS 3. Findings: The research demonstrates that ITCs enhance ER. LCs improved the enterprise's resiliency. The relationship between ITCs and ER is mediated through LCs. Contributions: The findings may expand the scope of dynamic capability theory to include resilience. The findings extend the methodology by adopting a quantitative and online survey of SOEs in emerging countries and demonstrate to SOE management and regulators that ER can be fostered by strengthening dynamic capabilities and risk management practices. The findings recommend that policymakers develop a road map, scenario, and strategies to ensure the long-term viability of SOEs. [ABSTRACT FROM AUTHOR]

To implement the goals of the dynamic development of the Uzbekistan's domestic economy declared by the country's leadership in the context of significant foreign policy and internal economic contradictions, it is necessary that both the goals and objectives of the socioeconomic policy of the Republic of Uzbekistan correspond to the current relations of appropriation and alienation of property both within the country and in relation to other economic systems. At the same time, it is necessary to proceed from the understanding of property relations as, first of all, permanently changing social relations. The transformation of property relations occurs not only and not so much under the influence of external factors, but also primarily as a result of the implementation of its immanent internal logic, emanating from the historical dynamics of development. [ABSTRACT FROM AUTHOR]

This study explored the impact of transformational leadership style on employee turnover intentions in state-owned enterprises in Ghana. The study participants were 300 full-time employees in ten departments. Structural equation modeling analysis revealed that transformational leadership inversely relate to employee turnover intention. All the commitment constructs partially mediate transformational leadership style and employee turnover intentions. However, organizational commitment significantly relates to transformational leadership and employee turnover intentions. Transformational leadership style is the most significant predictor of employee turnover intentions in state-owned enterprises. The study concludes that building confidence and trust among employees would reduce turnover intentions in public sector organizations. [ABSTRACT FROM AUTHOR]

In recent years, both public sector agencies or private enterprises and even non-profit organizations, in violation of integrity and even illegal events endless. So, a genuine and honest leader is an important success factor in maintaining organizational running, and the authentic leadership is regarded as the foundation of business success. An authentic leadership use positive moral values to lead employees, and they through high moral standards and values of behavior and languages be the paradigm. This study thought that if organizations' leaders are able to lead the employees through the authentic leadership, it should be able to effectively influence the first-line employees and executives that to transform their mental capital and knowledge-sharing willingness, and even improve the organization's operational performance. In this study, we used multiple regression to examine hypothesis and there were 428 valid questionnaires collected from staffs of state-owned enterprises in China. The results show: authentic leadership has a significant correlation to psychological capital, and psychological capital has significant correlation with knowledge sharing; authentic leadership has a significant relevance to knowledge sharing. Finally, psychological capital appears mediating effects between authentic leadership and knowledge sharing. In the end, this study is to explore whether the organization's authentic leadership can use the psychological capital to make the employee willing to have the knowledge sharing behavior. [ABSTRACT FROM AUTHOR]

Injustice is said to be the cornerstone of collective action, but why is it so important, and how does the way in which it is framed for mobilisation affect the outcomes? This paper compares two lengthy disputes in the Australian electricity industry which demonstrate that a sense of injustice and a history of successful industrial action do not guarantee that a dispute will be resolved to employees’ satisfaction when the wider context is unfavourable. Although leaders of both disputes expressed confidence in success predicated on the outcomes of previous industrial activity, there were specific factors within the industrial, economic and political context which provoked determined employer and government counter mobilisation leading to unsuccessful outcomes for the workers in dispute. The reasons for the poor outcomes are discussed within the context of the framing of the injustice by leaders and the effect of the response of a determined government. [ABSTRACT FROM AUTHOR]