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Innovative search is a critical component of strategic decision making, and its different dimensions convey various levels of risk. Prior research on the behavioural theory of the firm has focused on motivation logic or capacity logic to predict the effects of performance feedback on risk taking but has paid limited attention to their joint effects. To construct a comprehensive framework in the behavioural theory of the firm, we consider both motivation and capacity logic to analyse the impact of performance feedback on risk taking. We argue that underperformance feedback positively affects innovative search scope and that overperformance feedback entails a U‐shaped relationship with innovative search scope, while innovative search depth shows the opposite trend. Using a unique dataset consisting of 9,730 firm‐year observations of 2,102 Chinese listed firms from 2008 to 2018, we conduct fixed‐effect regression analyses to test our hypotheses and find support for most theoretical predictions. We also identify the boundary roles of environmental dynamism. This study contributes to the literature on the behavioural theory of the firm by predicting innovative search strategies using a consistent and integrative framework. [ABSTRACT FROM AUTHOR]

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The labor relations culture is the foundation for industrial enterprises’ activities. The application of various methods and labor relations culture diagnostics techniques allows to get a complete picture of the role and assessment of its importance in the enterprise structure and to formulate a systematic approach to its management. The specificity of the labor relations at industrial enterprises culture managements process has been investigated and the sequence of formation and the procedure for transforming the stages of labor relations culture into an innovative type described. The authors have formed a list of control levels implementing the innovative type of labor relations culture at industrial enterprises. The leading industrial enterprises in Russia and the Orenburg region have been grouped. To assess the labor relations culture at the Orenburg region industrial enterprises, the employees were surveyed and the most significant characteristics of the indices identified, which allow to determine the employees’ behavior and improve their activities efficiency. A number of measures to improve the labor relations culture management process at the Orenburg region industrial enterprises have been proposed, since this process plays a key role in a productive and healthy labor collective formation, contributes to the production efficiency improvement and ensures sustainable development of the enterprise. The article is a continuation of “Theoretical and methodological aspects of managing the culture of labor relations of industrial enterprises” published in “Research Result. Economic Research”.

The article discusses the highlights of the 123rd Annual Meeting held by the Medical Library Association, Inc. in Detroit, Michigan on May 16-19, 2023. It presents the sponsors and exhibitors who have demonstrated their outstanding support for the conference and for the value they see in information professionals, a conference overview, and the annual business meeting and outgoing presidential address.

Human resources are a vital part of organizations and constructions of organizational behavior. Human resource management and development are understood as part and parcel of organizational leadership. Academic and professional literature present perspectives on human resources that often obscure or sacrifice the fundamental humanness and dignity of individuals in the organization in service of capital gain. The purpose of this reflective essay is to offer a view from the author's own experiences in human resources that views people as peers and friends in organizations, upholding the dignity and humanness of each individual. [ABSTRACT FROM AUTHOR]

This article discusses stakeholder perspectives on the implementation of campus autonomy at Tribhuvan University in Nepal. The study uses qualitative research methods to gather data on challenges and opportunities related to autonomy implementation. The findings emphasize the importance of strategic planning, capacity development, addressing disparities, upholding academic freedom, maintaining coordination, and balancing autonomy and accountability. The research provides valuable insights for decision-making, academic quality, governance, innovation, stakeholder engagement, and policy recommendations in developing a high-quality higher education system. Additionally, the article includes a list of references and citations for further research on higher education, autonomy, governance, and sustainability. Another article explores stakeholder perceptions of the performance of Sidi Mohammed Ben Abdellah University, highlighting the importance of stakeholder engagement in improving university systems. [Extracted from the article]

Within management scholarship and practice, corporate community investments are heralded as an important form of corporate social responsibility. Yet, community development scholars have engaged in discourse and debate regarding corporate community investment, surmising that in some instances it does more harm than good. Where management research has not focused--and can substantially contribute to both theory and practice--is on how to implement corporate community investment for mutual gain. Integrating the fields of management and community development, I provide an evidence-based theory for understanding corporate community codevelopment, addressing relational and psychological pathways for behavioral change. This model emerged from a longitudinal qualitative ethnographic study of corporate-community investment programs, involving 1,176 hours of observations, 63 interviews, as well as narratives and reflections from participants representing 11 large corporations, at-risk remote Indigenous Australian communities, and a nonprofit organization. The 35 programs in focus involved initiatives such as family income management, educational trusts, literacy programs, and nutritional and substance abuse campaigns. The results in competency-building and community development have exceeded the expectations of all parties. Implications for theory, research, policy, and practice in management and community development are included. [ABSTRACT FROM AUTHOR]

Transitioning from the role of student to the professional certified registered nurse anesthetist (CRNA), as well as a CRNA transitioning to a new job can be very difficult because of uncertainty in the new environment when compounded by a lack of social support. A formal mentorship program was developed and organized by CRNA leadership to help retain and engage new employees and ensure that they assimilate to the new culture while effectively gaining institutional knowledge and clinical skills. The mentorship program consisted of structured meetings that included the newly hired cohort of CRNAs, matched mentors, and CRNA leadership at regular intervals to foster a sense of community and professional growth. The working definition of the mentorship process for this project was described as the following: a mentor, defined as an experienced CRNA, not a direct manager, meets with the mentee, a newly hired CRNA, on a regular basis following a predetermined timeline to assess and meet the mentee's goals, to provide resources, including networking, and to provide guidance for the mentee to make the best decisions for their professional and personal growth. The purpose of this project was to explain the potential benefits of implementing a formal mentorship program for recruiting, on-boarding, and retaining CRNAs. [ABSTRACT FROM AUTHOR]

This study delves into the dynamics of relational energy (RE) within an organizational context, examining some of its antecedents and decedents. Specifically, it investigates the influence of psychological capital (PsyCap) and humor on RE, and, subsequently, the latter's impact on job performance (JB) mediated by job engagement (JE). A research model based on structural equation modeling carried out with 481 employees in private service industries demonstrates several key relationships. It reveals that both PsyCap and affiliative humor positively affect RE, while aggressive humor exerts a negative influence. Furthermore, RE shows a positive association with JE and JP, with JE serving as a mediator. To the authors' knowledge, this is the first study to present an integrated model encompassing this exact combination of influencers and consequences of RE, as well as the first to be investigated within the Western Balkans cultural context. Therefore, it represents a novel approach. Additionally, the research addresses crucial questions regarding the existence and strategic significance of RE within organizational interactions. The findings offer valuable insights for organizations seeking to enhance employee engagement, performance, and wellbeing—even during health crises such as COVID-19—by fostering RE. This study advances the understanding of RE in organizational settings and provides a foundation for future research in this domain. [ABSTRACT FROM AUTHOR]

Pharmaceutical sector corruption undermines patient access to medicines by diverting public funds for private gain and exacerbating health inequities. This paper presents an analysis of UN Convention Against Corruption (UNCAC) compliance in seven countries and examines how full UNCAC adoption may reduce corruption risks within four key pharmaceutical decision-making points: product approval, formulary selection, procurement, and dispensing. Countries were selected based on their participation in the Medicines Transparency Alliance and the WHO Good Governance for Medicines Programme. Each country’s domestic anti-corruption laws and policies were catalogued and analysed to evaluate their implementation of select UNCAC Articles relevant to the pharmaceutical sector. Countries displayed high compliance with UNCAC provisions on procurement and the recognition of most public sector corruption offences. However, several countries do not penalise private sector bribery or provide statutory protection to whistleblowers or witnesses in corruption proceedings, suggesting that private sector pharmaceutical dispensing may be a decision-making point particularly vulnerable to corruption. Fully implementing the UNCAC is a meaningful first step that countries can take reduce pharmaceutical sector corruption. However, without broader commitment to cultures of transparency and institutional integrity, corruption legislation alone is likely insufficient to ensure long-term, sustainable pharmaceutical sector good governance. [ABSTRACT FROM AUTHOR]

Food safety culture has been posited as an important factor influencing employee behavior in the retail food industry. Although expressed as a subset of organizational culture, it is unclear the extent to which food safety culture is being defined and measured as a distinct but related organizational concept. Through a systematic review of the literature, this study explores how food safety culture is conceptualized and operationalized in studies investigating the concept in retail food establishments. Results showed no consensus in the conceptual definition, corresponding variables, and operational indicators for food safety culture across studies. Results also showed the corresponding variables identified for food safety culture were not derived from nor aligned closely with those associated with organizational culture. Together, these results suggest researchers are measuring different aspects of the same concept and not operationalizing food safety culture as a subset of organizational culture. As the development of measures to evaluate the prevailing food safety culture in retail food establishments is a prerequisite to the quantitative investigation of its impact on food employee behavior, the observed variation in corresponding variables and operational indicators of food safety culture can lead to incomparable results across assessments and studies. [ABSTRACT FROM AUTHOR]

This paper investigates the relationship that people with high functioning autism have with organizational temporality by considering this operationalization within the framework of humanistic management. To do so, it proposes an analysis based on seven propositions. Autism is a disorder that is still poorly understood and often linked to social depictions that are as unfounded as they are repulsive. It remains an unexplored area of study in the field of management sciences. Existing scholarship has established that people with autism have great difficulty finding and retaining employment. While it is well known that they have weak social skills, their difficulties in relation to time have only been studied in medical research, even though organizational temporality substantially shapes the functioning of teams. The operationalization of autistic temporality as a particular temporality within humanistic management allows for the development of a new conceptual framework based on a consideration of neuro-atypia. This paper begins with a presentation of the theoretical background. It then develops the theoretical model. Implications, limitations and directions for further studies are discussed before concluding. [ABSTRACT FROM AUTHOR]

The relationship between time and voice about unethical behaviour has been highlighted as a key area for exploration within the voice and silence field (Morrison Annual Review of Organizational Psychology and Organizational Behavior 10:79–107, 2023). Previous studies have made only modest progress in this area, so we present a temporal lens which can act as a guide for others wishing to better understand the role of time and voice. Applying the concept of theory adaptation (Jaakkola AMS Review 10:18–26, 2020), a method which attempts to build on a given field through the application of a new theoretical lens, we begin by reviewing what is known in relation to voice about unethical behaviour specifically. Then we introduce two temporal frameworks, one suggested by Ancona, Okhuysen, and Perlow (Ancona et al. The Academy of Management Review 26:645–663, 2001a; Ancona et al. The Academy of Management Review 26:512–529, 2001b) as a useful way of analysing time in organisations, and a second one by Bansal, Anna, and Wood, (Bansal et al. Academy of Management Review 43:217–241, 2018) focusing on the way organisations include voice into their temporal rhythm. We then draw conclusions about the role of time in relation to voice about unethical behaviour and identify three insights; a) it takes time for voices to generate evidence for unethical behaviour, b) perceptions of unethical behaviour change over time, and c) it is most difficult to voice about unethical behaviour at the time it is most needed. Our recommendations for future avenues of research based on these insights recommend new research designs better suited to explore the relationship between voice and time and a focus on how the formality of voice mechanisms shapes the timing of voice. [ABSTRACT FROM AUTHOR]

A company with a strategic vision oriented towards business relationships seeks to adopt tools that help it achieve this goal. One of these tools could be Customer Relationship Management (CRM), which places the employee at the center of the organization, thus improving employee satisfaction and engagement. This, in turn, leads to optimized profitability and increased productivity in any type of business. Despite the existence of previous research on this topic, it is still necessary to deepen the analysis of the implications of the implementation of CRM tools. [ABSTRACT FROM AUTHOR]

A growing body of research has examined the construct of bottom-line mentality (BLM), which captures a tunnel vision focus on securing bottom-line outcomes to the disregard of competing work priorities. We offer a systematic review of the literature to summarize current knowledge of BLM, what is missing in the literature, and key opportunities for advancing our theoretical understanding of the construct. Our review first defines and conceptualizes BLM and then organizes past BLM findings according to the key sources of BLM: (a) leader, (b) employee, and (c) collective BLM. When applicable, research on each source of BLM is synthesized with respect to its most prevalent theoretical frameworks and in relation to its (a) outcomes, (b) antecedents, and (c) instances whereby BLM serves as a moderator. Our discussion then examines the critical ways in which BLM research can advance with the most theoretical rigor. We first discuss whether there is value in studying a BLM with respect to non-financial, bottom-line outcomes. Second, we question whether BLMs always (or mostly) foster the desired bottom-line outcome. Third, we provide theoretical arguments that support BLM as a potentially activated psychological state that is driven by context and suggest specific contexts that could be the driving forces of BLMs at work. Finally, we discuss the ways in which BLM research can improve methodologically, including a suggestion of how to revise the current BLM measure to advance BLMs with respect to non-financial, bottom-line outcomes. [ABSTRACT FROM AUTHOR]

Research on the antecedents of organizational identification (OI), individuals' sense of oneness with the organization, has developed over time with four major categories: organizational characteristics, managerial policies and practices, interpersonal interactions, and personal attributes. OI research has flourished due to the exploration of antecedents under these four research categories, but it is not well integrated across them. The current lack of integration hinders understanding of the factors that can contribute to OI and how these might jointly shape OI development. To address this important unresolved issue, we seek to provide a comprehensive review of research on the antecedents of OI. In our review, we first summarize the existing research that reflects each of the four major research categories. We then suggest several avenues for future research, including exploration of the longitudinal dynamics between the antecedents and how the antecedents will operate in the context of key emerging work trends: remote work and digital transformation. [ABSTRACT FROM AUTHOR]

In light of a turbulent work environment, employee performance is considered a critical issue for organizations. Hence, management must set effective strategies and policies to stimulate and enhance employee performance. This study aims to analyze the importance of organizational citizenship behavior (OCB) since it could affect individual and organizational outcomes in the context of the insurance sector in Jordan. Through keeping employees delighted and maintaining teams’ solidarity and cohesion, employees are expected to display more OCBs. Data were collected from 240 employees working in the insurance sector in Jordan. The paper aims to better understand the job delight and OCB constructs and their effect on teamwork cohesion.The results of structural equation modeling showed that OCB was significantly related to job delight and teamwork cohesion. Moreover, teamwork cohesion was found to be significantly related to job delight. In addition, the results demonstrated that teamwork cohesion was a partially significant mediator between job delight and OCB. As such, a high level of employee delight combined with cohesive team members was proposed to encourage employees to display organizational citizenship behaviors.

In the conditions of the knowledge economy, the most important source of competitive advantages of the organization is human capital. The human capital development is based on the relevant management culture to provide proper material and technical prerequisites for motivating both high activity culture standards and productive performance. Hence efficient organizational culture of modern business environment affects almost all aspects of the organization activities and is a must for human capital formation. The need to understand the role of organizational culture as an effective strategic tool in the management of organizational processes in the modern business environment actualizes the topic of this study and determines the goal - to analyze the significance of organizational culture in transforming human potential into human capital as a social resource that makes efficient production and innovation possible. The specified goal presupposes the setting of a number of tasks to identify the essence of such concepts as "corporate culture", "human capital" and "human potential" and to analyze their interdependence in the process of functioning and development of modern business organizations. Methodology. General scientific methods are used to substantiate the theoretical positions and reasoning of the conclusions. The system method allows to consider the nature and instrumental role of organizational culture for the manager to transform the human potential into the human capital of the organization. The results of the study indicate the complex nature of the organizational culture phenomenon as a factor in the developing and managing human capital: on the one hand, it is a tool for transforming human potential into the human capital of the organization, on the other hand, it is an integral attribute of human capital itself.

This study delves into the dynamics of relational energy (RE) within an organizational context, examining some of its antecedents and decedents. Specifically, it investigates the influence of psychological capital (PsyCap) and humor on RE, and, subsequently, the latter’s impact on job performance (JB) mediated by job engagement (JE). A research model based on structural equation modeling carried out with 481 employees in private service industries demonstrates several key relationships. It reveals that both PsyCap and affiliative humor positively affect RE, while aggressive humor exerts a negative influence. Furthermore, RE shows a positive association with JE and JP, with JE serving as a mediator. To the authors’ knowledge, this is the first study to present an integrated model encompassing this exact combination of influencers and consequences of RE, as well as the first to be investigated within the Western Balkans cultural context. Therefore, it represents a novel approach. Additionally, the research addresses crucial questions regarding the existence and strategic significance of RE within organizational interactions. The findings offer valuable insights for organizations seeking to enhance employee engagement, performance, and wellbeing—even during health crises such as COVID-19—by fostering RE. This study advances the understanding of RE in organizational settings and provides a foundation for future research in this domain.

Gen Z (1997-2013) is just now entering the labor market and employers need to be prepared for their arrival. While Gen Z shares many traits with the Millennial Generation, they also bring in new patterns of behavior. Managers today not only have to understand how to best manage youthful, inexperienced employees, but also the unique characteristics of the generation shaped by their experiences. Every generation has its doubts about the younger generation's culture and technologies. Understanding their behavior and the distinct needs that they have in the workplace will lead to better integration of the new employees and mutual success. [ABSTRACT FROM AUTHOR]

Leadership language communicates more than words. Leaders are able to use the power of language to not only articulate an organizational vision but to create excitement and support around that vision. Library leaders can model organizational values through speech strengthening a written policy into practice. Organizational culture is difficult to change but leaders can counter negative and deceptive messages into productive statements that help employees move forward to understand and embrace library strategic goals. How a leader chooses to use language to articulate a vision, advance organizational values, and to change organizational culture is critical. Ignoring language opportunities will hinder not only leader success but organizational success as well. [ABSTRACT FROM AUTHOR]

Comparing and contrasting the realities of being liked versus respected may result in noticing that not everyone will like one another in the workplace. Additionally, innate factors, such as envy and jealousy and personal insecurities all may play psychological roles in why/how humans behave towards others. As an example, one may respect the fact that due to rising material costs, a contractor may need to raise prices for services, but they may not like the person (contractor) in doing so. Studies focusing on the effects of the, such would be helpful to note long-term effects on liking/respecting individuals and work performed. The purpose of this article is to illuminate the critical task of leaders including and respecting each associate on an individual basis.

Considering the changes in the social and economic environment in the past two decades and their ongoing status in the new century, it is unanimously believed that the nature of employee-organization relationship (EOR) has changed significantly. EOR, as a research field, has increasingly been recognized as a locus of research on organizational behavior, human resource management, and employment relationships. There is a research demand to integrate the academic literature to reach a better understanding of EOR. Adopting the methodology of systematic literature review proposed by Centobelli et al. (2017), the present research provides a comprehensive analysis of eighty pieces of EOR research published from 1990 to 2020. The information on authors, publication year, journals, types of article, research foci, methodologies, theoretical frameworks, and recommendations for future research based on research gaps is tabulated and presented. Three theoretical gaps are identified in the current EOR research: a lack of research on the organizational context, on the integration of micro- and macro-level EOR, and on the multidimensional analysis of individual behavior, organizational context, and employment relationships. Theoretical gaps, results, discussion, and the conceptual framework proposed for future studies are also presented. Finally, strengths and limitations of the study are discussed. [ABSTRACT FROM AUTHOR]

In any socio-economic process, the human factor plays a decisive role. The influence of economic (and not only) thinking spread in society on economic reforms is quite big (Khaduri, 2002). The main goal of any social process, including the economy, is also a human being, creating favorable conditions for his all-round development. In itself, the implementer of any public process is also a person, and how effective this process will be, first of all, is determined by a person. In other words, a person is the main indicator of any social process (Papava, 2020). It should be noted from the beginning that there is no single "classical" definition of the human model in modern economic science. Nevertheless, the model of Adam Smith's homo economicus (economic man, homo oeconomicus, economic man) should be considered the most widespread, i.e. the model of a person whose defining motives are maximum utility in the family farm, and maximum profit in the firm. It must be emphasized that homo economicus forms the basis of economic society (Heilbroner, Milberg, 1998). The management process consists of different elements, but all of them are united by a person, the unity of people to achieve a common goal. In this direction, the organizational (corporate) culture is considered to be one of the main challenges and a competitive advantage in the organization today, as an unique capital of the company, which engages people in the process of achieving the set goal despite the different worldview of each team member. In addition, the relevance of the issue is also determined by the importance of the topic in modern management, where greater emphasis is placed on the management approach, meeting the individual needs of team members and their values. The purpose of this article is to present the importance of organizational culture in management, its role in the process of forming strategic management, directions of culture development in the company, as well as the role of corporate culture in the success of the organization, based on the analysis of scientific literature and practice. In accordance with the scientific literature and reasoning given in the article, any process in management, its goals, tasks and results should be considered in the context of the person. Human resources management is a coherent and complex approach to people development. Human resource management (HRM) can be viewed as a philosophy of managing people, related to various theories and strategies of people and organizational behavior. It can be seen as a contribution that can influence the growth of the organization's effectiveness and efficiency. The culture of the organization should be taken into account not as a random factor but as a consideration in making any decision that affects any program of development of the organization and HR policies and practices. Organizational culture provides a shared system of values that is the basis of communication and understanding. If these functions are not performed to an appropriate degree, the culture can significantly reduce the effectiveness of the organization. This is why it is important for HR professionals to understand the concept of organizational culture and understand how it affects organizations. Nowadays, many organizations are convinced that organizational culture is one of the main competitive advantages, the best mechanism for engaging employees to achieve a common goal. It should be noted that the current reality of Georgia is developing quite dynamically in this direction, today many Georgian organizations are making great efforts to create the best examples and practices of organizational culture. Considering the importance of organizational culture and its impact in management is very important, we can say that it is one of the important components of strategic management, since organizational culture and strategies are both social processes, many strategy specialists claim that culture and strategies are connected. Once culture is established and shared among organizational members, it becomes a powerful management tool. Another reason why culture becomes a determinant of business success or failure is its contribution to an organization's competitive advantage. Creating and maintaining a competitive advantage in a particular industry is always a major concern in the strategic management of an organization. This is because competitive advantage will help an organization stand out from its competitors and strengthen its position in the market. Culture can contribute positively to companies' competitive advantage. It can be a great tool for an organization to increase their performance level, making it more competitive in the market. Organizational culture helps improve work processes and guides the decision-making process. It also helps teams overcome barriers of uncertainty. Team members who are informed about the processes going on in the organization are often more motivated to complete projects. A clear culture unites employees and promotes organized work structures, helping people work with purpose. [ABSTRACT FROM AUTHOR]