ABSTRACT
Previous research on employee voice has sought to design technological solutions that address the challenges of speaking up in the workplace. However, effectively embedding employee voice systems in organisations requires designers to engage with the social processes, power relations and contextual factors of individual workplaces. We explore this process within a university workplace through a research project responding to a crisis in educational service delivery arising from the COVID-19 pandemic. Within a successful three-month staff-led engagement, we examined the intricacies of embedding employee voice, exploring how the interactions between existing actors impacted the effectiveness of the process. We sought to identify specific actions to promote employee voice and overcome barriers to its successful establishment in organisational decision-making. We highlight design considerations for an effective employee voice system that facilitates embedding employee voice, including assurance, bounded accountability and bias reflexivity. © 2023 ACM.
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 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.
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.