Embracing DDMT Teaching Model and Design Thinking for Organization Development

The multi-generational workforce presents challenges for organizations, as the needs and expectations of employees vary greatly between different age groups. To address this, organizations need to adapt their development and learning principles to better suit the changing workforce. The DDMT Teaching Model of Tsing Hua STEAM School, which integrates design thinking methodology, aims to address this challenge. DDMT stands for Discover, Define, Model & Modeling, and Transfer. The main aim of this study is to identify the organization development practices (OD) and gaps through interdisciplinary models such as DDMT and design thinking. In collaboration with a healthcare nursing home service provider, a proof of concept using the DDMT-DT model was conducted to understand the challenges in employment and retention of support employees between nursing homes under the healthcare organization. The paper highlights the rapid change in human experiences and mindsets in the work culture and the need for a design curriculum that is more relevant to the current and future workforce. The DDMT-DT approach can help organizations address these challenges by providing a framework for HR personnel to design training curricula that are more effective in addressing the issues of hiring and employee retention. By applying the DDMT-DT model, HR personnel can better understand the needs and motivations of the workforce and design training programs that are more relevant to their needs. The proof-of-concept research pilot project conducted with the healthcare nursing home service provider demonstrated the effectiveness of the DDMT-DT model in addressing the issues of hiring and employee retention. The project provides a valuable case study for other organizations looking to implement the DDMT-DT model in their HR practices. Overall, the paper highlights the importance of adapting HR practices to better suit the changing workforce. The DDMT-DT model provides a useful framework for organizations looking to improve their HR practices and better address the needs of their workforce.

If and to What Extent Does Organizational Learning Culture Predict Turnover Intentions of Telecommuting Call Center Agents?

This study focuses on measuring the relationship between organizational learning culture (OLC) and turnover intentions of telecommuting call center agents. Although many studies involve the call center industry from different perspectives, the literature is scant in studies that have assessed the relationship between OLC and turnover intent in telecommuting call center agents. Call centers exist in almost every organization worldwide. Organizations have centralized their customer service process through computerbased technologies allowing call center agents to work from home. In addition, in the post-COVID-19 era, telecommuting has become a permanent option for many call center employees. Indeed, in the call center industry, telecommuting has become an essential part of the business strategy that seeks to attract new and maintain current employees. In the call center industry, learning is a factor that influences job satisfaction and turnover intentions. Specifically, OLC increases job satisfaction and performance in telecommuting call center agents, influencing employees' turnover intentions. The study 's findings indicate that OLC is a needed factor that helps lower turnover intentions of telecommuting call center agents in the United States.

Organisational strategies to support NHS staff in response to the COVID-19 pandemic

ContextThis case series aims to assess the organisational strategies utilised by two NHS trusts (trust A and B) in North West England in order to improve the well-being of their Healthcare workers (HW) during the time period from December 2019 to March 2021. In the context of existing clinical leadership theory, we investigated what organisational strategies leaders and managers in English hospitals can use to improve the well-being of HWs in response to the COVID-19 pandemic.Establish what strategies are being used by trusts to improve the mental well–being of healthcare workersAscertain which risk factors are associated with poor mental health during the COVID–19 pandemic in NHS healthcare workersExamine whether strategies can be designed using limited resources to meet the challenging mental healthIssue/ChallengeA higher prevalence of mental health issues (MHI) such as depression, burnout, post-traumatic stress disorder (PTSD) and anxiety is observed during epidemics and pandemics. In May 2020, during the COVID-19 Pandemic, Mental health Illnesses (MHI) accounted for 28.3% of all sickness leave in the UK NHS. The highest sickness absence rate (SAR) in the United Kingdom (UK) was reported in the North West England (NWE) at 4.9%;with MHI being consistently responsible for sickness absence, accounting for 31.8% of all sickness leave in June 2020, placing a huge strain on limited resources and patient safety and care.Assessment of issue and analysis of its causesFollowing written, informed consent, semi-structured, 60 minute interviews were conducted via video-conferencing with six participants (clinical managers or directors) of two NHS Trusts in NWE. Interviews were recorded and transcribed verbatim. The transcripts were then read, and Coding was done using NVivo software in an iterative process which used a leadership framework oriented around the interview questions.We also conducted a retrospective data collection on the average monthly percentage of Full Time Equivalent (FTE) days lost to mental health issues from the trusts' databases between 1st December 2019 and 1st March 2021 in order to triangulate strategies impact on sickness absence rate.ImpactTo date, there is no case study research on the strategies implemented in NHS trusts that address the consequences of the COVID-19 pandemic on HW's mental health and wellbeing which utilise absence data.InterventionTrust A had a higher Sickness absence rate versus Trust B, despite the greater funding and larger wellbeing team utilised in Trust A. Understanding early on, via surveys, the needs of HW in Trust B, contributed to their effective response and target of resources. The practical support offered by Trust B may have acted as preventative and proactive measure for poor mental health. Trusts psychological support approach may have only benefitted HW in later stages of MHI, such as PTSD. Nevertheless, Trust B is a significantly smaller trust, with fewer replacements, consequently, HW may feel less comfortable or less able to take sickness absence.The least engagement in wellbeing strategies was seen in both Trusts amongst Black And Minority Ethnic (BAME) groups. Raising concerns in Trust A and Trust B was aided with BAME ‘listening events' and a ‘BAME network' forum respectively. The latter formed part of the ‘governance structure' of Trust B, ensuring that official reports were acted upon. Trust A also introduced ‘outreach calls' for nursing staff off sick due to MHI to check in on them with referrals to the Greater Manchester resilience hub and did regular health checks for early prevention of unhealthy behavioural patterns.Both Trusts highlighted the importance of measuring the efficacy of strategies implemented. However, Trust B reported that due to the ‘fast-paced nature of the start of the pandemic, evaluation was not as important then. Contrarily, Trust A submits quarterly reports on engagement with services, outcomes and feedback as part of their service delivery which they are constantly amending.Key MessagesBoth NHS trusts in NWE identified similar risk factors for developing mental health issues and reported similar challenges in implementing wellbeing initiatives. Organisational strategies were dependent on each trust’s needs and outcomes. Our study suggests that practical support may be more effective for stress and fatigue management during the peaks of pandemics in contrast to psychological support which may be more suitable during recovery phases. Screening for psychological issues may highlight areas of support and may enhance engagement with services, particularly in vulnerable population groups (BAME). Ultimately, a whole-systems leadership approach involving the aforementioned systemic change to organisational culture is needed in order to meet the well-being needs of healthcare workers.Lessons learntAn organisational, rather than individual, approach to re-building team cohesion should be preferred. Furthermore, the focus of interventions in both trusts was individual psychotherapy, with minimal exploration of organisational cultural factors. Even though practical support was seen as superior to psychological interventions in Trust B, both wellbeing strategies may help improve overworked occupational culture.Self-care coping mechanisms were emphasised more during the peaks of the pandemic. Similarly, according to Avero et.al. 2003 wellbeing initiatives during the peaks of pandemics should help HW cope with stress and trauma, whereas during recovery phases of pandemics they should help with processing psychological trauma.Identifying common manifestations such as unhealthy eating, smoking and alcohol consumption may be more effective than relying on HW self-reporting. Nevertheless, this system relies on open and honest conversations with HW.

Empowering cultural change at North Manchester general hospital

ContextNorth Manchester General Hospital is a large District General Hospital in Greater Manchester, serving a relatively disadvantaged population. The overall culture change project involved practically all facets of a functioning medical organisation, including the Senior Medical Leadership Team (SMLT), Transformation team, Human Resources, Finance, and many more. However, one of the key aims of the change was to improve the experience of Junior Doctors working at NMGH. Therefore, postgraduate doctors in training have been key to all of the development, including the Medical Director's Leadership Fellow (MDLF), Junior Doctors' Leadership Group (JDLG), and every staff member that they represent.Issue/ChallengeHistorically, North Manchester General Hospital (NMGH) has had a reputation as a poor place to work;staff aimed to avoid the site. The hospital was unable to retain highly-skilled employees, and trainee experience was extremely low, impacting on patient safety metrics. The site was stuck in a continuous cycle of having this reputation, leading to an inability to attract permanent staff, causing a deficit in teaching and training opportunities, further diminishing the reputation.Rotational junior doctors are the most transient group of NHS healthcare workers (HCWs). Their experience is reflective of organisational culture and that of other, less vocal groups of HCWs. Prior to 2020, many junior doctors considered NMGH to be a ‘rite of passage' ‘ one to be avoided if possible, but if unavoidable, just get through it. On-call teams were chronically short-staffed, 3 services were in enhanced General Medical Council (GMC) monitoring, and GMC survey results were unsatisfactory. Teams were forced to be tenacious, lateral thinking, and resilient to cope with the stresses of work.2019 saw NMGH receive significant criticism from GMC and Health Education North West (HENW) monitoring visits. The General Surgery (GS) Department remained in ‘enhanced monitoring', and patient safety concerns were raised. These included inadequate ‘prescribing of admission medication', poor use of incident reporting systems, and challenges escalating sick patients. Trainees described ‘fire-fighting, not learning'. Improvement recommendations included addressing departmental culture, reinforcing the importance of incident reporting, and ensuring trainees had easy access to appropriate senior support at all times. Early in 2020, trainee experience further deteriorated in GS, due to a negative culture and deficiencies in support, education and training. This resulted in Foundation Year 1 doctors being removed from GS.The Senior Medical Leadership Team (SMLT) decided that enough was enough;the hospital culture needed a fundamental overhaul. There was a clear and urgent need to address staff experience.Assessment of issue and analysis of its causesThe Senior Medical Leadership Team (SMLT) set themselves an audacious goal: to support NMGH to transform into the best training and working experience for junior doctors in Greater Manchester. This goal was split into primary drivers, with each driver linked to specific future projects, and projects assigned to each leadership team member. These projects, identified through co-production with junior doctors, were aimed to improve employee experience, including facilitating access to breaks, improving supervision and support, and enhancing development opportunities â€' aiming to raise staff wellbeing and patient safety standards. Changes were made to General Surgery, resulting in huge investments in expanding the permanent junior doctor and consultant workforces.Several initiatives were implemented to help assess the scope of work required, including setting up a Junior Doctors' Leadership Group (JDLG), or ‘Shadow Board'. All hospital specialties are represented;some representatives sit on the SMLT, on Educational Board meetings, and the Clinical Leaders Forum. The SMLT join every JDLG meeting. Whilst acting as a conduit for rapid two-way communication between clinician and leadership teams (e.g. reliably informing doctors about last-minute changes to visiting policy during Covid surges, or effectively communicating crucial information to crash-call teams when building work closed part of the hospital), the group debates issues raised by junior doctor colleagues they represent, and feeds that back to the SMLT. Recent examples include raising patient safety concerns related to misinterpretation of the Emergency Department Referrals policy, and working collaboratively with junior doctors to address urgent staffing and patient safety risks related to the last wave of the pandemic.In addition to this, a Medical Director's Leadership Fellow (MDLF) role was established. This was fundamental in progressing projects related to the SMLT goal and ensuring appropriate input from junior doctors, Human Resources, the Communications and Transformation teams, and more. As a key member of the JDLG, the MDLF is a role designed in part to enhance junior doctor experience, foster better relationships between staff groups, and encourage feedback provision. The role has been vital in bridging the gap between doctors and hospital leaders, managers and executives – often a source of discontent amongst clinicians. Bridging this gap is important in developing the hospital's culture. Even though many projects are still ongoing, improvements are already being experienced.Impact2021 GMC Survey results showed improvement in 15/18 metrics compared to 2019. These included improvements in ‘Reporting Systems', ‘Workload', and ‘Clinical Supervision Out Of Hours'. 2020 Care Quality Commission inspection reports showed improvement in 11 individual aspects, including improvement to ‘outstanding' in 3 elements.HENW/GMC monitoring visits in 2021 reported ‘they have more robust teams to support the ward and on call workload', resulting from investment in clinicians. It also notes, ‘prescribing audits have shown improvements in prescribing of time critical medication', and demonstrable improvements in ‘use of incident reporting systems and sharing of lessons learnt'. Further comments note that there have been ‘significant improvements in culture in the [General Surgery] department over the past year';one doctor described the department as ‘the most supportive place he had worked'. The report summary noted, ‘through strong clinical leadership and oversight, and a concerted effort to improve departmental culture there have been significant improvements in General Surgical trainee experience with good support, supervision and education reported'. The department was subsequently removed from enhanced GMC monitoring.Although this rapid and impressive turnaround occurred within one department, benefits were seen elsewhere in the organisation.The efforts of the SMLT and JDLG have resulted in positive cultural changes. Surveys reflected: ‘friendly colleagues, less work-related stress, helpful management', and ‘thank you for your work to improve NMGH. I was worried about working at NMGH having heard ‘horror stories' about working there. However, these have not been reflected in reality at all, and NMGH has offered excellent training opportunities.InterventionThe JDLG helps ensure that important information is shared with the wider junior doctor group. Colleagues now feel that their voices are heard. The positives from the previous culture are still evident – leadership teams across the Trust have repeatedly recognised the ‘can-do attitudes' of NMGH staff, with the negative culture firmly in the past. Staff testimonials include: ‘there has definitely been an improvement over the years I have worked here;‘my supervisor was supportive and encouraged reflection through discussions about experiences;and ‘the senior staff are INCREDIBLE. They offer support, they teach, and they encourage us to learn new skills. I cannot be more thankful'. This is in contrast to historical Freedom To Speak Up (FTSU) submissions, which pointed to a culture of disregarding the opinions of NMGH staff.The ‘can-do' approach has been evident during the waves of Covid-19;members of the JDLG fed into management and governance structures to highlight problems in real time, increasing the organisation's responsiveness to challenges faced, working as a two-way conduit of information.During the 2021 HENW/GMC visit, the team reported that junior doctors knew the Medical Director and Director of Medical Education by first name, and felt able to raise concerns directly to them, evidencing a more flattened hierarchy. The visiting team reported being impressed by this positive change and were not aware of other organisations where this had been achieved to this extent.Having Postgraduate Doctors in Training play such a significant role within the Senior Leadership Team setup is relatively unique. As explained, empowering staff to feel they can raise any issues directly to the Medical Director or SMLT, or via the JDLG, has played a huge role in facilitating palpable cultural change through leadership structure additions. As a point of contact, the MDLF has acted as an extension of the JDLG, but works directly alongside the Medical Director and Associate Director of Medical Education, essentially enabling the SMLT to keep their ear to the ground, their fingers on the pulse of staff atmosphere and wellbeing.Examples of achievements of the MDLF include projects to introduce personalised theatre caps (benefits include enhanced communication, especially in emergencies, improving patient outcomes), formation of a Wellbeing group (representatives from all cohorts of staff across the site discuss wellbeing initiatives and colleagues' wellbeing concerns), and an impressive and rapid response to staffing crises and patient safety risks during the most recent Covid-19 wave. As a result of these outcomes, other Trusts haveapproached the SMLT, requesting further information regarding the JDLG and MDLF model;another MDLF has since been appointed at a different trust site.Involvement of stakeholders, such as patients, carers or family members:The SMLT itself is made up of clinicians from a variety of backgrounds, across medicine and surgery. SMLT members sit in morning medical handovers to actively gather clinician experience feedback. They also work closely alongside colleagues from Nursing, Finance, HR, Transformation teams, and more, which enables the SMLT to work collaboratively with the multidisciplinary team to improve culture at NMGH.The MDLF is in the perfect position to take advantage of this MDT approach. As a result, the MDLF sits on Group-level Patient Safety Panels (acting to highlight patient safety incidents, initiatives, and achievements across the entire Trust). This panel consists of representatives from hospital, community, and medical education staffing groups. The lessons learnt are then communicated to individual hospitals, no matter where the incident or initiative originated. A big part of the meeting is the FTSU aspect, and local FTSU Guardians are active within the panel.Given that the MDLF role is so closely linked to improving communication and feedback, a Freedom To Speak Up Champion role fitted well within the responsibilities of the post. Therefore, over the past year, the MDLF has worked alongside the FTSU team and has completed training as a FTSU Champion. As a consequence of working closely with shop-floor colleagues, the MDLF has received communications from a wide variety of staff roles and levels of seniority throughout the year, asking questions, or raising awareness about issues. The MDLF can then seek appropriate advice, signpost the colleague, and keep them updated on a potential resolution, further propagating the positive feedback loop and support of the wider MDT. As previously mentioned, the JDLG consists of representatives from all medical specialties, and each member is encouraged to raise concerns, suggest improvements, and lead on projects;these include an overhaul of the medical handover process, enabling a safer and more efficient handover, and escalating concerns of a coll ague speaking up about potential patient safety concerns within a department. Furthermore, speakers at JDLG meetings have included the Head of Nursing: Quality & Patient Experience, local FTSU Guardians, the Director of Human Resources, and the local Guardian of Safe Working Hours, enabling group members to share information from a wide range of disciplines with shop-floor colleagues. As a result of the efforts and MDT approach of the above groups, a placement feedback survey performed early in 2022 demonstrated that 93% of respondents felt their working environment supports a multidisciplinary approach.Key MessagesOne of the hallmarks of good medical leadership is putting all staff members, regardless of their role, seniority, or experience, in the best position for them to succeed. Giving Postgraduate doctors early opportunities to play a significant part in, and learn about, an organisation's leadership structure, is not only beneficial to the doctor, but helps the organisation capitalise on a previously relatively untapped market of ideas and solutions. Crucially, this is not limited to postgraduate doctors in training, but also locally-employed doctors, which make up a significant proportion of the workforce in any hospital yet typically remain underrepresented and under-utilised.NMGH has realised the potential that can be unlocked in Junior Doctors, through leadership placements and roles, and the positive benefit this can have on the individual, team and organisation.Lessons learntNorth Manchester General Hospital was fortunate in that the entire SMLT bought into everything: the overall project for culture change, the introduction of the MDLF into the SMLT, and empowering members of the JDLG to contribute to change at the highest level. Having spoken to other organisations looking to replicate our success, they have found that this buy-in is absolutely crucial. Recruiting effectively, to both the MDLF position and JDLG representative roles, is vital, as a huge amount of motivation to fight for change and the betterment of the system is required when overcoming barriers and challenges. Many of the barriers we faced are well-documented in literature, and to a point we expected them;these included resistance from non-medical stakeholders, which was somewhat abetted by further conversations, explanation of goals and objectives, and outlining the overall vision of the SMLT. Of course, resistance to change is important in any project, as it can highlight potential issues not yet visualised.Measurement of improvementFrom the start, we set out our intention to use openly-available, independent metrics of improvement, such as the GMC Nation Training Survey. To compliment this, the MDLF utilised a variety of temperature-check methods, including surveys (dissemination supported by the increasingly-established network of the Postgraduate doctors in training of the JDLG) and departmental visits. Importantly, having a fellow junior doctor asking for feedback, rather than a traditional member of the SMLT, enabled us to garner potentially more honest opinions, criticisms and ideas. As explained elsewhere, GMC survey results have shown improvement, and local surveys have displayed some very positive results. That said, it is recognised that the vision is a long-term project, and continuous improvement will be sought, rather than settling on the progress made thus far.Strategy for improvementThe SMLT sat down and brainstormed an overall vision alongside the individual large-scale projects that would contribute to achieving change. Within this, individual members of the SMLT were assigned roles leading one or more projects, and the MDLF role was created in part to support with the running of these projects where required. This enabled utilisation of the minds of the JDLG and other Postgraduate doctors in training. The MDLF role was instrumental in not only involving this cohort, but also reaching out to other organisations to share learned experiences when they had gone through implementation of similar projects. The team was kep accountable not by having a set timeline for implementation but by having regular away days, reporting back to their colleagues and the transformation team regarding progress.The JLDG, established in 2020, and reappointed every year, have been key to the success of the culture change, through engagement, sense-checking and feedback regarding strategy and relevant projects. Over time the organisation has increasingly engaged this Shadow Board in the development and role out of projects as well as problem solving of significant challenges. Through this team the SMLT has fedback key messages and challenges to the Junior Doctor workforce, which has resulted in increased engagement across the organisation.

Disability, workplace inclusion and organizational citizenship behavior: an exploratory study of the legal profession

PurposeMany workers with disabilities face cultures of exclusion in the workplace, which can affect their participation in decisions, workplace engagement, job attitudes and performance. The authors explore a key indicator of engagement—perceptions of organizational citizenship behavior (OCB)—as it relates to disability and other marginalized identities in the workplace.Design/methodology/approachUsing an online survey, legal professionals answered questions about their workplace experiences. Ordinary least squares (OLS) multivariate regression analysis with progressive adjustment was used to investigate the effect of demographic and organizational factors on perceptions of OCB.FindingsThe authors find that employees with disabilities have lower perceptions of OCB, both before and after controlling for other personal and job variables. The disability gap is cut nearly in half, however, when controlling for workplace culture measures of co-worker support and the presence of an effective diversity, equity and inclusion (DEI) policy. Disability does not appear to interact with gender, race/ethnicity and LGBTQ + status in affecting perceptions of OCB.Originality/valueThe results point to the workplace barriers faced by people with disabilities that affect their perceptions of engagement, and the potential for supportive cultures to change these perceptions.

Personnel Marketing in the System of Airline Anti-Crisis Management

The COVID-19 pandemic, and then the military aggression on the territory of Ukraine, had an extremely negative impact on the development of enterprises in all sectors of the state economy, personally affecting the air transport, which was forced to suspend its activities. The field of aviation services is traditionally characterized by the changing needs of customers, which causes a high degree of probability of dissatisfaction with the range and quality of aviation services provided by both domestic and international airlines. The dynamics of modern life and the business environment, the change in the ratio of work and free time increase the demand of the population for convenient and modern aviation services, putting increasingly high demands on the airlines that provide them to achieve competitive advantages. The main purpose of this study is to identify the place of personnel marketing in the airline's anti-crisis management system. Within the framework of this article, a study of the structural elements of the marketing complex of the enterprise in the field of service provision was carried out;the structural ratio of personnel categories in world civil aviation is determined;the impact of the COVID-19 pandemic on the level of employment in world aviation is analysed;the dynamics of changes in personnel costs in global aviation under the influence of the COVID-19 pandemic are determined;the dynamics of changes in operating income and expenses for social needs of the airline "Ukraine International Airlines" under the influence of a number of crisis phenomena in the world and state economy are analysed. The methodological methods of the conducted research were the following methods: general scientific methods of analysis and synthesis, logical and situational analysis and partial methods specific to economic sciences (subject-object approach, economic and statistical analysis, grouping, comparison and classification). According to the results of the research, the authors proposed an algorithm for the process of bringing the airline out of the crisis, which takes into account the prerequisites that affected the decline in the economic performance of aviation sector enterprises and focuses on the importance of introducing personnel marketing to the anti-crisis management system. The authors recommend applying the proposed model of using personnel marketing in the processes of anti-crisis management of an airline in order to include corporate culture in the system of anti-crisis management of an airline as an important tool that will contribute to the development of the intellectual capital of the company and the generation of new ideas. The results and recommendations of the study have practical value for Ukrainian airlines regarding the integration of personnel marketing into the anti-crisis management system.

The impact of organizational culture and total quality management on the relationship between green practices and sustainability performance

PurposeThis study aims to examine the direct and indirect effects of organizational culture (OC) and total quality management practices (TQMPs) on the relationship between green practices (GPs) and sustainability performance (SP) by using structural equation modeling (SEM) analysis.Design/methodology/approachThis study proposed a conceptual research model of the relationships and formulated six hypotheses. This study used a structured questionnaire based on previous studies to collect relationship data to test these hypotheses, and 441 full-time managers from various US businesses responded. The complete and valid survey responses were then tested against the hypotheses using IBM SPSS Statistics and SEM-AMOS.FindingsResults supported the relationships proposed in the research model. They indicated that a strong supporting OC and TQMPs might improve positive SP and GPs. Additionally, the more managers are aware of their companies' GPs, the more likely they will feel positive about the organization's SP.Research limitations/implicationsA larger sample size to ensure statistically minimum representation in several major industries would better validate the findings and help identify significant differences in industry-specific OCs, TQMPs, GPs and SPs. Similarly, ensuring a varied geographical representation (both within the USA and internationally) would help determine if the findings vary according to the respondent's location. Furthermore, collecting the data during Year 1 of the COVID-19 pandemic may have skewed the results. Thus, once the working environment has been normalized, the survey should be repeated to determine if the findings are valid post-pandemic.Practical implicationsThe findings of this study provide important strategic guidance for managers who work to balance the implementation of corporate GPs and the triple bottom line dimensions of SP. For practitioners, the results showed that companies could accomplish both profitability and sustainability if they are willing to continuously pay attention to environmental issues and strategically invest in cost-efficient and eco-friendly initiatives.Originality/valueTo the best of the authors' knowledge, this research is one of the first to explore how OC and TQMPs, directly and indirectly, affect the relationship between GPs and the triple bottom line dimensions of SP. These results imply that OC and TQMPs have a significant indirect impact on the relationship between GPs and the SP dimensions.

Culture meets commitment: how organizational culture influences affective commitment

PurposeOrganizational culture has been identified as an important factor in increased employee commitment. Particularly during a shortage of skilled workers, commitment is a meaningful indicator of higher loyalty and retention. However, limited research has studied the relationship between organizational culture and commitment from a global perspective. Most research focuses on specific aspects of culture and examines the aspects' effects on commitment separately. The author's objective is to identify influential organizational culture's dimensions and assess dimensions' relationship to commitment holistically.Design/methodology/approachFor this purpose, the author analyzed a data set with 241,648 participants from 9 industries in Germany. The survey captures individual attitudes toward certain aspects of organizational culture and assesses workers' commitment to their organizations.FindingsThe results of a linear regression show that all cultural dimensions considered, namely transformational leadership behavior, team cohesion, compensation, fairness and caring attitude, if well-developed, positively and significantly influence organizational commitment. Interestingly, team cohesion has the greatest effect on commitment, followed by transformational leadership behavior, compensation, caring attitude and fairness.Originality/valueThis paper aims to examine the relationship between organizational culture and commitment holistically, thereby revealing which aspects of corporate culture are particularly important for increasing workers' commitment.

Organizational transformation in crisis: learning from emergent patterns of knowing and organizing

PurposeComplex crises affect tightly coupled systems making them highly unpredictable. This paper aims to determine how organizations learn from their crisis experience shaping their knowledge and transformation trajectory toward and beyond survival. A theoretical framework integrating organizational learning (OL) and knowledge management in organizational transformation (OT) in complex crises is presented.Design/methodology/approachThis conceptual paper presents a systematic literature review on OT in crisis from 2000 to 2021. To achieve integration, the authors searched for studies on OT, knowledge management and OL, each paired with a crisis.FindingsCrises highlight the emergent and decentered nature of knowing and organizing. This study suggests that OT is achieved through various changes in organizational knowledge. Different learning modes enable the transformation of knowledge in a crisis: contextual or situated learning, strategic and collective integration.Research limitations/implicationsThe authors' pandemic experience may have influenced the analysis. This paper does not account for new types of learning emerging due to the influence of digital technologies.Practical implicationsOrganizations may hasten renewal through distributed crisis management facilitated by contextual and strategic learning and collective integration.Originality/valueThis study categorizes learning, based on its function in crisis management, into three types: contextual learning for creative problem-solving, strategic learning for leadership and direction and collective integration to evaluate their crisis journey. Through this classification, this study sheds light on the types of knowledge needed to manage crises effectively, showing that organizations can leverage their crises by transforming and innovating themselves in this turbulent period.

The influence of organizational values on employee attitude and information security behavior: the mediating role of psychological capital

PurposeWith increased remote working, employers are concerned with employees' commitment and compliance with security procedures. Through the lens of psychological capital, this study aims to investigate whether strong organizational values can improve employees' commitment to the organization and security behaviors.Design/methodology/approachUsing Qualtrics platform, the authors conducted an online survey. The survey participants are college-educated, full-time employees. The authors used structural equation modeling to analyze 289 responses.FindingsThe results indicate perceived importance of organizational values is associated with increased organizational commitment and information security behavior. The authors find that psychological capital partially mediates these relations suggesting that employees' psychological capital effectively directs employees toward an affinity for the organization and information security behavior. The results highlight the importance of organizational values for improving security behavior and organizational commitment. Second, the results suggest that psychological capital is an effective mechanism for this influence. Finally, the authors find that individual differences (gender, organizational level and education) are boundary conditions on their findings, providing a nuanced view of their results and offering opportunities for further investigation.Originality/valueTo the best of the authors' knowledge, this study is the first to explore organizational values in relation to information security behaviors. In addition, this study investigates the underlying mechanism of this relationship by showing psychological capital's mediating role in this relationship. Therefore, the authors suggest organizations create a supportive environment that appreciates innovation, quality services, diversity and collaboration. Furthermore, organizations should communicate the importance of these values to their employees to motivate them to have a stronger affective commitment and a more careful set of security behaviors.

Financial performance of China's listed firms in presence of coronavirus: Evidence from corporate culture and corporate social responsibility.

Motivated from the shortage of the existing research studies on impacts of dangerously contagious diseases on firms' financial performance, this study sheds light on the impacts of Coronavirus (Covid-19) outbreak on financial performance upon on the quarterly data of 126 Chinese listed firms across 16 industries. Overall, the Covid-19 outbreak reduced Chinese listed firms' financial performance proxied by the revenue growth rate, ROA, ROE, and asset turnover. This outbreak's negative effects on Chinese firms' profitability were much smaller than that on their revenue growth rates. While this outbreak's negative effects on financial performance of Chinese listed firms were bigger for those that were seriously affected by this pandemic like airlines, travel, and entertainment (ATE), this pandemic's effects were positive for the medicine industry. In the meanwhile, Chinese listed firms that located in high-risk regions suffered a bigger financial loss during the outbreak, and especially there was a strong Hubei effect. The corporate culture and CSR moderated the inverse relationship between this outbreak and Chinese firms' financial performance. Findings of this study contribute to enrich the existing literature on impacts of the Covid-19 outbreak on firms' financial performance worldwide and suggest helpful practical and theoretical implications.

The influence of entrepreneurial culture and organizational learning on entrepreneurial orientation: the case of new technology-based firms in Iran

PurposeThis paper explores how entrepreneurial culture (EC) and organizational learning (OL) determine the entrepreneurial orientation (EO) of new technology-based firms (NTBFs). These NTBFs are located in Isfahan Science and Technology Town (ISTT), Iran. These entities face substantial challenges in a highly-sanctioned economy, which makes adopting, acquiring or transferring new technologies daunting.Design/methodology/approachThis paper analyzes a sample of 200 NTBFs. The participants were trained chief executive officers and observed by applying pre-test and post-test designs. As a final step, empirical data were collected using questionnaires and analyzed accordingly. The structural equation modeling (SEM) with the partial least squares (PLS) approach was used by the SmartPLS2 software.Findings OL was found to mediate the relationship between EC and EO in the studied NTBFs. Additionally, the indirect effect of EC on EO and the direct impact of OL on EO were significant (=1.96). Therefore, this study focuses on selected NTBFs within Iran's particular and distinctive context.Research limitations/implicationsThis study has several limitations. These were the time consuming nature, the lack of cooperation by managers and the COVID-19 pandemic-related challenges. Nonetheless, the findings offer several important implications for practitioners, scholars and policymakers.Originality/valueThe paper sought to explore how EC and OL determine EO in Iranian NTBFs. It, thus, investigates the case of a highly-sanctioned context during the coronavirus pandemic, which imposed several basic and technological limitations on their practices.

Exploring the Determinants of Digital Transformation Adoption for SMEs in an Emerging Economy

In the fourth industrial revolution age, digital transformation is crucial to the sustainable development of small- and medium-sized businesses (SMEs). This study suggests a hierarchical model based on the Technology–Organization–Environment (TOE) model with three main dimensions and nine sub-dimensions for SMEs that implemented digital transformation in the emerging economy. The fuzzy analytic hierarchical process methodology (Fuzzy AHP) was used to explore and rank determinants of the digital transformation adoption for SMEs. Data were collected by the questionnaires from 72 respondents, who were the leaders of SMEs in Vietnam. The results revealed that the environmental factor was ranked the most important factor in the pairwise comparisons of the hierarchical structure, and the sub-dimension of the customer experience was at the highest ranking of the relative pairwise comparisons of the digital transformation adoption for SMEs, followed by technological compatibility, government support, organizational support, and human resources. This research makes contributions to the topic of digital transformation from both theoretical and practical implications. The result stresses the critical significance of environmental factors in the successful adoption of digital technologies in SMEs, which adds to the perspective in the context of a growing nation.

Exploratory Factor Model of Immersive Formation in the COVID-19 era

Keywords: Organization;Human Capital;Intangible Asset;Model;Specification Introduction Within the framework of regionalist policies, which tend towards protectionism and the stagnation of competitiveness, as well as the multilateralism policies that promote the guidelines of international financial organizations to which the central bank is dependent, the need to study capital human as an intangible asset of entrepreneurial and innovative organizations, therefore, competitive, but without a recipe from the World Bank, the World Trade Organization or the International Monetary Fund [1]. [...]trajectories of dependency relationships were modelled following the principles of complexity in organizations, namely: factuality, fuzziness, chaos and emergency [3]. [...]it is inferred not only who the actors are or who they have been, but who they will be in certain environmental contingencies, organizational cultures and work climates. Isomorphism is inferred when the climate of relationships is in equilibrium with respect to the task climate, that means that demands and resources are also in balance. [...]isomorphism reveals the interrelation between negun tropia and entropy. From the role of the leader, the manager calls for promoting communication and the sense of the objectives that are to be achieved in the immediate future, in the medium and long term. [...]leadership is related to motivate and inspire this transformation and to interact with personal actions and those of teams.

Does workplace digitalization matter in linking transformational leadership and innovative culture to employee engagement?

PurposeEngaged employees are an organization's competitive advantage because the employees are willing to strive for organizational excellence. This paper examines employee engagement (EE), taking workplace digitalization as the mediator. The authors developed an integrated framework introducing transformational leadership and innovative culture as EE antecedents in workplace digitalization settings. Specifically, the authors argue that transformational leadership and innovative culture influence EE directly and indirectly through workplace digitalization.Design/methodology/approachA total of 256 valid online-survey samples were used in the structural equation modeling (SEM) tests. The respondents were the management-level executives of Selangor/Kuala Lumpur-based Malaysian companies.FindingsThe authors' findings support that workplace digitalization positively influences EE. Unlike transformational leadership, innovative culture positively influences workplace digitalization. Further, innovative culture directly affects EE and indirectly through workplace digitalization, albeit partially. Transformational leadership directly influences EE but is insignificant through workplace digitalization.Practical implicationsThe findings suggest that organizations that wish to fast-track EE can cultivate an innovative culture to facilitate employees' acceptance of workplace digitalization and enhance EE.Originality/valueThe authors' research expands the interdisciplinary theoretical foundation on how employees' perception and acceptance of workplace digitalization add to EE by highlighting the roles of transformational leaders and innovative culture. The authors' research is among the first few investigating how transformational leadership and innovative culture affect EE in the presence of workplace digitalization. The authors also discussed workplace digitalization as a mediator to innovative culture–EE relationships.

Digital Transformation in Vietnam: Policies, Results and Recommendations

This paper attempts to elucidate Vietnam's strategies and policies for fostering digital transformation. Vietnam has made some progress in the digital transformation of its economy but there are challenges to achieving further progress. Business enterprises struggle to adopt digital technologies due to technical, financial and regulatory constraints. These constraints include conversion costs, internal infrastructure resources, data leakages and ineffective regulations. The government has provided support for the digital transformation of enterprises through improvements in its å framework for the digital economy, promotion of science and technology, taxation regime and SME assistance. The government should undertake further legal reforms to support digital transformation, strengthen digital human resources and enhance e-government capabilities.

The role of supply chain resilience to relationships supply chain risk management culture and firm performance during disruption

This study investigates the role of supply chain resilience in the relationship between supply chain risk management culture and firm performance during the disruption of the S.M.E. Batik clothing business in the Wedi subdistrict of Klaten, Yogyakarta, Indonesia. It is a quantitative study designed to collect primary data through the distribution of questionnaires. A sample of 87 respondents who are members of the S.M.E. Batik cooperative in Klaten, Yogyakarta, was selected using a purposeful sampling procedure. This study restricts the sample to the owner and manager positions. The collected data were analyzed using SmartPLS software and the structural equation model method. The findings indicate that SCRM (supply chain management culture) has a positive and statistically significant impact on firm performance. Additionally, this study demonstrates that SCRMC positively and significantly impacts Re-engineering, Agility, and Collaboration. Testing the effect of mediating variables revealed that Re-engineering, Agility, and Collaboration significantly affect the relationship between SCRMC and firm performance.

From the Editor's Desk

Building on the Southern African Research and Innovation Management Association (SARIMA) Framework (2016) that includes nine key 'technical' competencies for respective RM organizational levels (administrative, management, and leadership), they extend and enhance the focus to more "human" transferable, "soft skills." Dr. Karen Scarpinato and Jeanne Viviani, MPH, from Florida Atlantic University and Research Ingenuity, LLC, argue that research administrators operate in a context in which the ever-growing and changing external demands to adapt to rules and regulations of sponsors along with the pressures to increase research numbers make it difficult to look at how we operate rather than just what we do. [...]they suggest that the global trend toward team-based approaches may be helpful in accomplishing these shifts, proposing a change in how we operate to embrace a non-sequential workflow that focuses on mission and objectives. Through a national survey, the research administration community reflected on the following themes: i) Challenges experienced in setting up the new working environment;ii) Technostress;iii) Workload, productivity, and work-life balance;iv) Relationship among colleagues and with faculty;and v) Adaptability to the reality and future work culture desire.