Suchergebnisse

The preparedness and stability of the defense-industry supply chains have been challenged by significant disruptions and risks that can be critical to national security. Despite increasing importance, limited studies have explored the underlying factors (i.e., efficiency, flexibility, integration, and risk management) impacting the supply chain operations of national defense companies. Hence, this study aims at exploring the relational impact of supply chain risk management (SCRM) practices and organizational performance by hypothesizing a moderated-mediation model involving operational efficiency, flexibility, and supply chain integration (SCI). Using the information processing theory, the survey-based data of 2017 respondents was collected from defense-related national institutions in Pakistan. Empirical findings based on structural equation modeling validated a significant positive SCRM è Organizational Performance relationship. According to the findings, supply chain risk management is strongly connected to operational efficiency and flexibility. Additionally, the study also substantiates the mediating effects of operational performance (i.e., efficiency and flexibility), along with the significant moderation by supply chain integration in the relationship between risk management and operational efficiency. However, the results do not support the role of operational flexibility in mediating the relationship between SCRM and OP. Furthermore, the role of SCI as a moderator between SCRM è operational flexibility was not established. This research is the first to introduce an empirically validated framework of supply chain performance in the defense industry, besides conceptualizing the direct and indirect roles of SCRM, efficiency, flexibility, and integration. This study also navigates some of the critical issues and obstacles faced by the national defense industry and highlights a holistic model that facilitates a multistage supply chain decision-making.

PurposeThis study aims to explore the underlying mechanisms of the less studied relationship between perceived corporate social responsibility (CSR) (both internal and external) and creative deviance (CD). Based on the signalling and social capital (SC) theories, this study proposes that the relationship between CSR and CD is mediated by both the prosocial motivation and SC of the employees.Design/methodology/approachThis study conducted a survey approach to gathering data and implemented a structural equation modelling technique for analysis.FindingsData collected from telecom employees supported the sequential mediation of both SC and prosocial motivation on the relationship between internally and externally perceived corporate social responsibility and CD.Research limitations/implicationsThe in-depth analysis of the similarities and differences in the internal and external dimensions of CSR is valuable for understanding the antecedents of CD.Practical implicationsThe in-depth analysis of the similarities and differences in the internal and external dimensions of CSR is valuable for understanding the antecedents of CD. Managers can use this knowledge to improve their performance by following better CSR practices that in turn foster SC and CD. By supporting SC, companies will be able to increase their intellectual capital (IC), which is necessary to compete in today's markets.Originality/valueThe present literature is mostly silent on the differences and similarities between perceived CSR and employee creative behaviour: CD. The present study fills this gap by investigating this important relationship and testing its underlying mechanisms for internally and externally perceived CSR separately. The paper puts forward the key role of SC, which is part of IC, in reinforcing the relationship between CSR and CD.

AbstractUsing the lenses of stakeholder and social exchange theory, we propose that both perceived organizational support (POS) and affective organizational commitment (AOC) play sequential mediating roles in the relationship between corporate social responsibility (CSR) directed toward employees and organizational citizenship behaviors (OCBs) of employees. The theoretical model was tested using a time lagged data. Further, the information pertaining to the organizational citizenship behaviors of the employees was collected by their immediate supervisors. The mediation hypotheses were tested using process method. Results confirmed a positive and significant relationship between perceived CSR directed toward employees and OCBs, as well as the sequential mediation effect of both POS and AOC between CSR directed toward employees and OCBs. Although the majority of the literature has studied the impact of CSR at the macro level, recently researchers have shifted their focus on the behavioral impact of such activities at the individual level. We particularly focus on CSR directed toward employees and our findings confirm that such CSR activities prove be critical for improving the performance outcomes of the employees.

PurposeAs an integral part of intellectual capital (IC), social capital (SC) has been studied as an asset crucial to social relationships among individuals and groups of individuals, which in turn have a significant impact on organizational performance outcomes. This study investigates the impact of organizational social capital (OSC) on employee creativity through the mediation role of knowledge sharing (KS) and moderation of work meaningfulness (WM).Design/methodology/approachThe authors base the analysis on employee-level data gathered via a cross-sectional survey designed for this study. The authors surveyed 217 employees of the pharmaceutical industry in Pakistan. The authors run a confirmatory factor analysis (CFA) and use structural equation modeling (SEM) and Hayes method to test the hypotheses.FindingsThe authors find that OSC positively affects employees' willingness to share their knowledge with colleagues, which in turn has a positive effect on employee creativity (EC). The results also show that the relationship between social capital and knowledge sharing is moderated by work meaningfulness.Research limitations/implicationsThis study contributes to the IC in general and the SC literature in particular, by providing empirical evidence that shows how creativity could be a focal and pivotal performance outcome of organizational social capital through the moderated mediation roles of work meaningfulness and knowledge sharing.Originality/valueThe authors adopt the concept of SC from the organizational level to the individual level, examining how an individual's perception of organizational capital influences his or her creative behavior and exploring the role of KS and job meaningfulness (JM) in this relationship.

PurposeThis article aims to explore the relationship among high performance work systems (HPWS), innovation, and knowledge sharing in project-based organizations.Design/methodology/approachUsing the ability, motivation, and opportunity (AMO) framework under the theory of HPWS, our article hypothesizes that the AMO enhancing practices of project-based organizations lead to better innovation performance of their employees through the mediating role of knowledge sharing. Time-lagged data of AMO practices and knowledge sharing practices were collected from the employees of these organizations over three weeks. Furthermore, the innovation performance data were collected from the supervisors of these employees over an additional three-week period.FindingsOur results confirm the initial hypothesis of the causal relationship of two of the AMO HRM practices, that is, ability and motivation with innovation performance with the mediation of knowledge sharing, while the third hypothesis of opportunity enhancing HRM practice was not accepted.Originality/valueThis research has implications for both theory and practice and it can help the project managers of these organizations to better design HRM practices in order to improve the creativity and innovation performance of their employees. Accordingly, this is one of the first studies dealing with the effectiveness of HRM on AMO, and the key role of knowledge sharing.