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Purpose: In the post-COVID-19 era, the hospitality industry is rapidly moving towards digitalization, which requires employees to upgrade their knowledge and skills. Some employees resist those changes and refuse to upgrade their knowledge, skills and ways of doing things. Therefore, there is a need to understand this unexplored area and so this study examines employee intentions to embrace digital technology from the perspective of upgrading their skills and knowledge. The study investigates the moderating role of the employees' resistance to change motive (RCM) on their intention to embrace digital technology, especially in the post-COVID-19 pandemic scenario. Design/methodology/approach: The research is conducted using dynamic capability view (DCV) theory and status quo bias (SQB) theory. Drawing on the existing literature in this area, a theoretical model is developed, which is validated using the structural equation modelling technique to analyse data from hospitality industry employees. Findings: The results indicate that employees' dynamic capability plays a significant role in employees' upgrading their skill and knowledge capabilities, and this significantly improves employee intention to embrace digital technology. It also finds that the employee RCM plays a significant role in the relationship between upgrading skill capability and their knowledge capability to relation to embracing digital technology. Originality/value: The findings could be used by hospitality managers to better understand employee intentions with regard to adopting digital technology, challenges faced and the way forward.
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In the post-COVID-19 period, social entrepreneurship is becoming extremely important, as it generates employment, and improves economic prosperity and solves various issues for society. Not many studies have attempted to understand the social entrepreneurship phenomena in post-COVID-19 period and its impact on society. Thus, there is a research gap, which this study aims to fill. This paper aims to analyse the impacts of intellectual capital and entrepreneurial ability on social entrepreneurship, and its impact on society in the post-COVID-19 period, moderated by technology capability. By the inputs of literature and lending knowledge from theories, a research model is prepared. It was verified using structural equation modelling with data collected through a survey. The study finds that intellectual capital and entrepreneur ability both significantly and positively impact social entrepreneurship. This study implies that intellectual capital and entrepreneurial ability could impact social entrepreneurship when moderated by technology capability, which in turn has social impact in the post-COVID-19 period. Also, the study highlights the moderating role of technology capability on social entrepreneurship.
ABSTRACT
Purpose: In the post-COVID-19 era, the hospitality industry is rapidly moving towards digitalization, which requires employees to upgrade their knowledge and skills. Some employees resist those changes and refuse to upgrade their knowledge, skills and ways of doing things. Therefore, there is a need to understand this unexplored area and so this study examines employee intentions to embrace digital technology from the perspective of upgrading their skills and knowledge. The study investigates the moderating role of the employees' resistance to change motive (RCM) on their intention to embrace digital technology, especially in the post-COVID-19 pandemic scenario. Design/methodology/approach: The research is conducted using dynamic capability view (DCV) theory and status quo bias (SQB) theory. Drawing on the existing literature in this area, a theoretical model is developed, which is validated using the structural equation modelling technique to analyse data from hospitality industry employees. Findings: The results indicate that employees' dynamic capability plays a significant role in employees' upgrading their skill and knowledge capabilities, and this significantly improves employee intention to embrace digital technology. It also finds that the employee RCM plays a significant role in the relationship between upgrading skill capability and their knowledge capability to relation to embracing digital technology. Originality/value: The findings could be used by hospitality managers to better understand employee intentions with regard to adopting digital technology, challenges faced and the way forward. © 2023, Emerald Publishing Limited.
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Purpose: The purpose of this study is to examine how the pandemic impacted on business-to-business (B2B) cooperation and coordination, as well as on firms' financial and operational performance, from the B2B context in the era of knowledge economy. Design/methodology/approach: With the help of social network theory, coordination theory and existing literature, a theoretical model was developed conceptually. Later, the conceptual model was validated using structural equation modelling technique with consideration of 712 respondents from different firms who are engaged in managing B2B relationships on behalf of their firms. Findings: The study found that the COVID-19 pandemic has had a considerable moderating impact on the relationship between B2B cooperation and coordination with B2B relationship satisfaction. The study also highlighted that there is a degradation of financial and operational performance of firms due to the impact of COVID-19 pandemic on their B2B relationship management. Practical implications: There is a challenging and ever-evolving global economy caused by the COVID-19 pandemic. Although it is argued that the pandemic has accelerated the growth of some online firms, it has also had a catastrophic effect, culminating in many firms failing. This study has developed a new business model which helps in improving financial as well as operational performance of the firms in post COVID-19 scenario, especially in the era of knowledge economy. Originality/value: This is a unique study as this study (1) develops a unique theoretical model with high explanative power, (2) demonstrates how digital reliance and new business model help the firms in post COVID-19 pandemic and (3) adds to the body of literature in the domain of digital reliance, knowledge economy and B2B relationship management. © 2023, Emerald Publishing Limited.
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Due to ever-changing business context, researchers and academicians revisit established theories to examine their validity underdifferent evolving scenarios. Therefore, this study aims to examine the cross-functional capabilities of the organizations by revisiting the resource-based view (RBV) theory, especially focusing on thepost-COVID-19 period. This study also investigates the moderating role of the organization strategic management ability and itsinfluence on the performance of the organizations. After reviewing existing literature and applying RBV theory, a theoretical model was developed conceptually. Later, the conceptual model was validated using the structural equation modeling (SEM) technique with a survey of 342 usable respondents from 21 organizations. The study found thatRBV theory is useful and relevant for explaining organization cross-functional capabilities even in the post-COVID-19 period. We found that cross-functional capabilities have positively impacted overall organization capability, which then positively influences organization performance. The study also found that there is apositive moderating impact of strategic management ability onorganization performance. © 2023 Informa UK Limited, trading as Taylor & Francis Group.
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Multinational enterprises' (MNEs') workforce is made up of people from diverse backgrounds and different locations around the globe. The cross-border transfer of knowledge, skills, and best practices among MNE employees is important to maintain global standards and competitiveness. In the post-COVID-19 period, there is a greater need to exchange knowledge in the changing business environment. The purpose of this study is to examine the issues related to MNEs' global talent management, post-COVID-19. The study investigates the use of enterprise social networking applications for better knowledge exchange and tries to understand the moderating role of senior leadership team support in facilitating the usage of enterprise social networks for cross-border collaboration and talent management. After reviewing the literature and relevant theories, we developed a conceptual model, which is then validated using the SEM technique with 347 respondents from 12 MNEs. The study reveals the importance of using enterprise social networks for cross-border knowledge exchange in the post-COVID-19 period. © 2021 Wiley Periodicals LLC.
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Since the onset of the COVID-19 pandemic, many organizations have permitted their employees to work from anywhere, giving rise to the phenomenon of the digital workplace, which enables employees to do their work by connecting, communicating, and collaborating with other employees. Organizations' dynamic capabilities play a major role in enabling this transformation of the workplace. As the situation is so recent, there is considerable interest amongst researchers, practitioners, academicians, and policymakers to understand the role of organizations' dynamic capability in digital transformation of the workplace, as well as the role of digital leadership in improving organization performance and enabling the digital transformation process to happen. Therefore, this study investigates the influence of digital workplace on organization performance and the moderating role of digital leadership capability in digitally transforming the workplace. We developed a research model from our review of the literature review and dynamic capability view (DCV) theory, and then we validated it using the PLS-SEM technique on a sample of 335 respondents from different types of organizations that have embarked on the digital transformation journey. The study finds that the dynamic capabilities of organizations have a significant and positive influence on the digital transformation of the workplace, which in turn improves the employees' work-life balance resulting better employee performance and superior organization performance. The study also highlights the significant role that digital leadership plays in the digital transformation of the workplace. © 2023 The Authors
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PurposeThis study aims to understand the influence of digital transformation, using Industry 4.0 technology, on food and beverage companies in the post-COVID-19 period.Design/methodology/approachTo achieve the aim of this study, the authors have used innovation diffusion theory (IDT), dynamic capability view (DCV) theory and relevant literature, to develop a conceptual model. For the data, we surveyed 14, different sized food and beverage companies in India and the authors took inputs from 312 respondents at those companies to validate the conceptual model using the PLS-SEM approach.FindingsThe results from this study suggest that there is a considerable appetite for food and beverage companies to use Industry 4.0 technologies, as a part of their digital transformation journey in the post-COVID-19 scenario.Practical implicationsFood and beverage companies are going through a digital transformation process, which has been accelerated after the COVID-19 pandemic. Managers and leaders of the food and beverage companies need to support activities to adopt Industry 4.0 technologies. Moreover, the leaders should sponsor various readiness and training programs so that their employees successfully adopt these modern technologies.Originality/valueThis is a primary study on food and beverage companies that are using Industry 4.0 technologies or are in the process of digital transformation. The usage of both IDT and DCV to develop the unique conceptual model is an important contribution to the body of knowledge. Moreover, the proposed model has a high explanatory power, which makes the model effective.
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Purpose This study assesses the capability of artificial intelligence integrated customer relationship management (AI-CRM) technology for sustaining family businesses in times of crisis, such as the COVID-19 pandemic. The study also investigates the moderating role of strategic intent in sustaining family businesses in times of crisis. Design/methodology/approach The authors used dynamic capability view theory and related literature on family business and technology adoption to develop a conceptual model. This model has been validated using the structural equation modeling technique considering 332 usable responses from people of India involved in family businesses and technology adoption. The study also uses multigroup analysis to examine the moderating role of strategic intent. Findings The study finds that adoption of AI-CRM technology significantly and positively impacts dynamic capabilities of the family businesses, such as sensing, seizing and transforming capabilities, which in turn positively and significantly influences their sustainability during crises. The study also highlights the significant moderating impact of strategic intent for sustaining family business firms in uncertain times. Practical implications This study has highlighted the importance for family businesses to adopt AI-CRM technology and its influence on their dynamic capabilities. The study also provides important inputs to the management of family businesses regarding adoption of new technologies and their significance during crises. The study also documents that strategic intent could help family businesses to survive during such times. The study is conducted in India and thus cannot be generalized. Originality/value This study table is unique in that it investigates the influence of AI-CRM technology and the moderating role of strategic intent on family business sustainability in times of crisis. Moreover, the proposed theoretical model is a unique model with explanative power of 71%.
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Purpose: The purpose of this study is to identify the critical success factors (CSFs) of corporate social responsibility (CSR) in the post-COVID-19 period and to identify the cause–effect relationships amongst those CSFs. Design/methodology/approach: The success factors impacting CSR activities are identified based on inputs from 14 experts in the CSR domain. Thereafter, authors use a statistical approach to identify CSFs with inputs from useable respondents. Finally, the Decision-Making Trial and Evaluation Laboratory (DEMATEL) method was applied to understand the causal relationship between different CSFs. Findings: Using the DEMATEL method, the authors developed an analytical model showing cause–effect aspects of the CSFs and identified seven factors which firms need to emphasize more to execute better CSR activities in the post-COVID-19 period. Research limitations/implications: The authors asked 14 experts for their inputs, but more experts could have made identifying success factors more comprehensive. In this study, the DEMATEL method found seven CSFs that improve CSR activities in the post-COVID-19 period. Another identification process could have enriched the study. The findings of this study cannot be generalized since this study is based on the inputs of employees from India only. Practical implications: This proposed analytical model is effective in determining the complex interactions among all impacting CSFs. Firms' CSR managers and policy makers can use the proposed model, especially in the post-COVID-19 period. Originality/value: The proposed model provides a precise and most accurate analysis for CSFs impacting CSR activities in the post-COVID-19 period. It also provides a unique opportunity for the competent authorities at firms to understand the interaction of different impacting CSFs and takes necessary actions. No other exhaustive analytical model is available in this context. © 2022, Emerald Publishing Limited.
ABSTRACT
Multinational enterprises' (MNEs') workforce is made up of people from diverse backgrounds and different locations around the globe. The cross-border transfer of knowledge, skills, and best practices among MNE employees is important to maintain global standards and competitiveness. In the post-COVID-19 period, there is a greater need to exchange knowledge in the changing business environment. The purpose of this study is to examine the issues related to MN Es' global talent management, post-COVID-19. The study investigates the use of enterprise social networking applications for better knowledge exchange and tries to understand the moderating role of senior leadership team support in facilitating the usage of enterprise social networks for cross-border collaboration and talent management. After reviewing the literature and relevant theories, we developed a conceptual model, which is then validated using the SEM technique with 347 respondents from 12 MNEs. The study reveals the importance of using enterprise social networks for cross-border knowledge exchange in the post-COVID-19 period.
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Purpose: The purpose of this paper is to reveal the impact of dynamic managerial innovative capabilities on the competitive advantage (CA), financial performance (FP) and non-financial performance (NFP) of the health-care sector during the very turbulent Covid-19 pandemic period. The focus is on human behavior and personnel interaction in the hospitals that receive Covid-19 cases. Design/methodology/approach: Data for this research was collected from the medical sector in Lebanon. The authors approached 14 public hospitals and 60 private hospitals for the study and only 48 hospitals (total of 284 respondents) accepted to complete the survey and provide data using a structured questionnaire. Findings: This study reveals the moderating impact of CA on the relationship between dynamic managerial innovative capabilities and the performance of the health-care sector. Based on 48 Lebanese health-care centers during the Covid-19 pandemic, the results of the structural equation modeling model indicate that dynamic managerial innovative practices positively impact on CA and NFP. The results also reveal that CA has a moderating effect on the relationship between dynamic managerial innovative practices and NFP. Practical implications: This study does not reveal any direct or indirect relationship between managerial capabilities and FP during the pandemic. Originality/value: As the world deals with the Covid-19 pandemic, the health-care sector needs new approaches and methods for confronting the constantly evolving and turbulent environment. This study examines how health-care leaders are dealing with these dynamic challenges and tests a three-dimensional SEM model of dynamic managerial capabilities (sensing, seizing and reconfiguration) that impact CA. © 2021, Emerald Publishing Limited.
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Purpose: This study analyses how family-run businesses operating in the Italian food sector faced the ongoing COVID-19 pandemic that affected the global economy, with the support of management accounting systems. Design/methodology/approach: The methodology used is based on a survey questionnaire conducted on Italian family firms involved in food business. Both qualitative and quantitative data were collected and analysed. Findings: This study categorised the companies into three groups, according to their long-term orientation and the use of management accounting tools. The results highlight proactive versus passive companies that emphasise various recovery paths from the perspective of performance. Research limitations/implications: Limitations refer to the attention on a single country and the sample size. Practical implications: The main practical implication refers to management at different levels that should better understand how a clear long-term orientation can maintain the competitive position and pre-crisis performance. Originality/value: This study examines the measures launched by companies to address challenges originating from the COVID-19 pandemic. © 2021, Emerald Publishing Limited.