Suchergebnisse

PurposeTo investigation the centrality of islamic work ethic (IWE) in the lives of managers in Kuwait and provide a useful insight into the nature of work environment and organizational culture.Design/methodology/approachThe participants were 762 managers randomly selected from government and private sectors. Among participants 50 per cent were female; 73 per cent were Kuwaitis. Two measures were used: IWE and Loyalty scales. Correlation analysis and one‐way multivariate analysis along with frequency distribution were used to analyze the data.FindingsThe results indicated that managers scored high on IWE and loyalty scales. There was a positive high correlation between the two measures. Demographic and organizational variables had significant influence on managerial orientations. In particular, it was found that expatriates scored higher than Kuwaiti managers on both IWE and loyalty and men scored relatively higher than women on IWE.Practical implicationsBased on findings specific implications related to work environment, strengthening work involvement, and enhancing organizational loyalty were identified. Furthermore, the interplay of tradition and economic prosperity and their impact on IWE were briefly examined.Originality/valueThe paper highlights not only the importance of work ethics in a relatively rich country but also provides a useful insight into the linkage between IWE and loyalty and the changing nature of work in a country that has recently experienced profound social and economic changes.

Purpose
This paper aims to investigate the link between internal capabilities, innovation strategies and export performance (EP), considering the corporate social responsibility (CSR) principle as a moderator.


Design/methodology/approach
The statistical population of the current study is the food and agricultural products exporting small- and medium-sized enterprises (SME) which participated in the 27th International Agrofood Exhibition (2021) in Tehran, Iran. A sample of 296 managers was selected, using systematic random sampling, to answer the questionnaire. To analyze the data, we used structural equation modeling (SEM) and Hayes PROCESS in SPSS.


Findings
Results show that just manufacturing capabilities affect both exploratory and exploitative innovation, in contrast to marketing capabilities that does not have any significant impact on these two innovation strategies. Moreover, the impact of both explorative and exploratory innovation on EP is supported in the context of food and agricultural SMEs. However, CSR positively moderates the impact of exploratory innovation on EP, showing it has a negative effect on the impact of exploitative innovation on EP.


Originality/value
By addressing the research gap on the link between internal capabilities, innovation strategies, EP and CSR among SMEs, the current research provides valuable body of research that later studies in the literature can leverage or build upon.

Acknowledgements This work was supported by the European Union's Horizon 2020 research and innovation program under grant No. 691714. The authors are thankful to Mr R. Osborne from University of Aberdeen for help with the experimental studies. ; Peer reviewed