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Purpose: This article examines the influence of emotional intelligence on organizational citizenship behavior and transformational and transactional leadership, and the impact of these dimensions on operational effectiveness. Design/Methodology: The analysis was based on 180 valid questionnaires from organizations in Colombia's manufacturing sector of the Valle del Cauca region. The variables were analyzed using structural equation modeling to identify the relationships among the studied constructs. Findings: The results suggest that emotional intelligence positively affects organizational citizenship behavior. Nevertheless, emotional intelligence does not impact transformational leadership and only partially affects transactional leadership and operational effectiveness. Emotional intelligence has a strong and positive impact on operational effectiveness when mediated by organizational citizenship behavior, which does have a strong and positive predictive power on operational effectiveness. Hence, in the search for competitive advantage, leaders should seek to improve operational effectiveness by focusing on developing emotional intelligence and organizational citizenship behaviour skills. Interestingly, of the two leadership styles examined in this study, only transactional leadership impacts operational effectiveness, which is inconsistent with the current literature and indicates a need for further leadership training. Originality/Value: The value of this paper lies in discerning the current capabilities and strategies that individuals in an organization must address for proper transactional and transformational leadership. However, before operational effectiveness and a sustainable competitive advantage can be achieved, the role of leaders should be managed through the appropriate application of the concepts of emotional intelligence and organizational leadership behavior. [ABSTRACT FROM AUTHOR]

Purpose: There is rising interest in Industry 4.0 as a factor in the competitiveness of the organization. Although many companies are aware of the importance of Industry 4.0, the development of such initiatives in Colombia is slow. Consequently, this research investigates the impact of additive technologies as part of the Industry 4.0 concept on operational effectiveness and, therefore, the competitiveness of the organization and tries to establish the factors that hinder the adequate implementation of such new, innovative technologies. Design/Methodology/Approach: Structural equation modeling was used to analyze the antecedents and outcomes of operational effectiveness. To this end, 946 usable questionnaires were collected from managers and personnel from Colombian organizations. Findings: Initial findings show that management is aware of Industry 4.0 concepts and implements strategies for such initiatives. Nevertheless, neither process innovation nor additive technologies have a significant impact on operational effectiveness and therefore on the competitiveness of the organization. Practical implications: The implementation of new innovative technologies requires the closure of the digital gap between urban and rural areas and between large and medium and small enterprises. Similarly, the concept of Industry 4.0 as a new, innovative manufacturing concept requires a transversal implementation to increase the competitiveness of the organization. Originality/Value: The value of this paper lies in discussing the current technological and human capabilities and strategies that Colombian organizations, as an example of a developing nation, should improve to leverage the benefits of Industry 4.0 to remain competitive. The results are probably generalizable to other regions in developing countries throughout the world. [ABSTRACT FROM AUTHOR]

Purpose: This paper aims to determine the effect that human capital and key competitive drivers such as quality, agility, and cost have on firm performance, whether this effect is related to the firm's outsourcing strategy, and whether the firm size is relevant in explaining such relationships. Design: This study uses structural equation modeling to test the hypothesized relationships for small to medium enterprises (SMEs) and large organizations using a custom survey based on a review of the literature and completed by 404 firms in the Valle del Cauca agro-industrial region in Colombia. Findings: Human capital strategies are essential for the effective deployment of operational agility, quality, and cost management strategies, which impact firm performance through effective outsourcing strategies. These relationships, however, do not hold the same across firms of different sizes. Specifically, outsourcing practices are lacking amongst SMEs in the studied region. The study is limited to a specific region, with infrastructure and connectivity limitations that hinder or undermine otherwise potentially valuable third-party logistics strategies. Practical implications: This paper contributes to the theory and practice in supply chain competitiveness by extending current knowledge of the impact of human capital and key competitive drivers on firm performance, highlighting regional specificities that could hinder firms' competitiveness, and by presenting a novel, quantitative methodology seldom used for these topics. [ABSTRACT FROM AUTHOR]