ABSTRACT
Purpose>How employees connect with their work organisation and how it may play a role in their moral courage and ethical behaviour remain under-explored. This study, using Psychological Contract Theory, aims to explore how employee–organisation connectedness influences employees' moral courage and ethical behaviour.Design/methodology/approach>The hypotheses were tested using Partial Least Squares Structural Equation Modelling (PLS-SEM) on data collected through a questionnaire survey from 212 Australian healthcare professionals.Findings>Employee connectedness with their work organisations showed a significant and direct impact on ethical behaviour. Along with moral courage, connectedness explained over half of the variance in ethical behaviour. Furthermore, moral courage partially mediated the effect of employee connectedness on ethical behaviour.Research limitations/implications>The overall theoretical implication of this study is that psychological contracts between employees and their organisations operationalised through employee–organisation connectedness can explain the role of moral courage in ethical behaviour.Practical implications>With increasing borderless management of organisations, organisational connectedness can be a critical factor in developing employees' moral courage and ethical behaviour within organisations. Socialisation interventions can be useful to promote employee–organisation connectedness.Originality/value>The study developed a higher-order connectedness model and validated it with PLS-SEM. The study provides novel empirical evidence on the relationships between employee–organisation connectedness, moral courage and ethical behaviour.
ABSTRACT
The world has witnessed a meteoric rise of remote working using digital platforms and technologies due to the COVID-19 pandemic. Since data is at the heart of the digital work environment, analytics empowerment capability can enable employees to link with key customers. However, understanding the foundations of such capability in a remote working setting remains a formidable challenge. Drawing on dynamic capability and empowerment theories, this study fills this gap by exploring the drivers of remote analytics empowerment capability (RAEC) and their holistic effects on customer linking and firm performance. The findings confirm digital technology & tools, information access, decision making, knowledge & skills, and training & development as the drivers of RAEC, which has a significant effect on outcome constructs. The findings also confirm the mediating role of customer linking between RAEC and firm performance.
ABSTRACT
The world is facing an unprecedented humanitarian crisis due to the COVID-19 pandemic. Humanitarian service systems are being empowered to tackle this crisis through the use of vast amounts of structured and unstructured data to protect vulnerable individuals and communities. Analytics has emerged as a powerful platform to visualise, predict, and prescribe solutions to humanitarian crises, such as disease containment, healthcare capacity, and emergency food supply. However, there is a paucity of research on the microfoundations of the humanitarian analytics empowerment capability. As such, drawing on dynamic capability theory and by means of a systematic literature review and thematic analysis, this study proposes an analytics empowerment capability framework for humanitarian service systems. The findings show that analytics culture, technological sophistication, data-driven insights, decision making autonomy, knowledge and skills, and training and development are crucial components of the analytics empowerment's capability to sense, seize, and remedy crisis situations. The paper discusses both theoretical and practical research implications.