The effects of organizational learning culture and decentralization upon supply chain collaboration: analysis of covid-19 period

Crises cause delays in supply chain management with resulting changes to organizations' internal structures. The COVID-19 pandemic has deeply affected the global supply chain and, with it, the organizational structure of companies. This research discusses supply chain collaboration (SCC) by considering two important organizational competencies: organizational learning culture (OLC) and decentralization (DC). It investigates the potential impact of these intangible resources upon SCC after the COVID-19 pandemic. The theoretical model was tested by variance-based Structural Equation Modeling (SEM) using results of a questionnaire which was completed by 245 respondents. In fact, this study explores which organizational capabilities determine the SCC level specifically within the current COVID-19 pandemic period. We believe that this contribution is significant, as the level of collaboration between companies can change during risk periods. The results show that OLC have significantly positive effects on SCC. Moreover, DC plays a critical role for the relationship between OLC and SCC. In other words, this study reveals the importance of DC to observe the positive effects of OLC on SCC. Unlike previous studies which explored SCC, this research demonstrates the importance of an organization's inherent intangible resources in order to improve relationships with suppliers. The article ends with a discussion of the findings and their implications.

The effects of organizational learning culture and decentralization upon supply chain collaboration: analysis of covid-19 period

Crises cause delays in supply chain management with resulting changes to organizations’ internal structures. The COVID-19 pandemic has deeply affected the global supply chain and, with it, the organizational structure of companies. This research discusses supply chain collaboration (SCC) by considering two important organizational competencies: organizational learning culture (OLC) and decentralization (DC). It investigates the potential impact of these intangible resources upon SCC after the COVID-19 pandemic. The theoretical model was tested by variance-based Structural Equation Modeling (SEM) using results of a questionnaire which was completed by 245 respondents. In fact, this study explores which organizational capabilities determine the SCC level specifically within the current COVID-19 pandemic period. We believe that this contribution is significant, as the level of collaboration between companies can change during risk periods. The results show that OLC have significantly positive effects on SCC. Moreover, DC plays a critical role for the relationship between OLC and SCC. In other words, this study reveals the importance of DC to observe the positive effects of OLC on SCC. Unlike previous studies which explored SCC, this research demonstrates the importance of an organization’s inherent intangible resources in order to improve relationships with suppliers. The article ends with a discussion of the findings and their implications.

Perceived organizational support in reducing emotional exhaustion and increasing citizenship behaviors of faculties: the multiple mediating effects of affective commitment

The performance of faculties has become vital in higher education institutions. The previous studies have recommended that perceptions of organizational support by faculty members, particularly during the COVID-19 pandemic are related to affective commitment and emotional exhaustion, which in turn enhances and reduces their organizational citizenship behaviors respectively. This study proposes that perceived organizational support has an influence upon organizational citizenship behaviors, through affective commitment and emotional exhaustion. It also proposes that affective commitment mediates the relationship between emotional exhaustion and organizational citizenship behaviors. Using the survey method, a total of 174 responses were collected from faculty members working in both public and private universities in six Middle Eastern countries. A Partial Least Square - based Structural Modeling approach was constructed with which to test the reliability and validity of both the measurement and the structural model. The findings of the study show that affective commitment mediates the relationships between perceived organizational support, altruism and compliance behaviors, whereas it mediates the relationships between emotional exhaustion and the three organizational citizenship behaviors. However, the study results did not support a mediating role of emotional exhaustion between perceived organizational support and organizational citizenship behaviors. [ FROM AUTHOR] Copyright of International Journal of Leadership in Education is the property of Routledge and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full . (Copyright applies to all s.)