A communicative-tension model of change-induced collective voluntary turnover in IT

Influencing mechanism of the intellectual capability of big data analytics on the operational performance of enterprises

In the era of big data, data processing capability is key to gaining a competitive advantage for businesses. With appropriate technical and organizational resources in place, enterprises can extract considerable value from the vast amount of available data, thereby increasing their competitive advantage. Therefore, to utilize big data resources effectively, enterprises should focus on improving the intellectual abilities of big data analysts. Big data analytics intellectual capability (BDAIC) refers to the specialized skills and knowledge that employees of the enterprise possess, including technical, technical management, business, and relational knowledge, that would enable them to use analytics tools to accomplish organizational tasks and shape the core competitiveness of an enterprise. This study constructs a theoretical model that focuses on the mediating role of person-tool fit and examines the mechanisms by which BDAIC affects an enterprise's operational performance. The results show that BDAIC, which contains four basic categories of knowledge, positively influences an enterprise's operational efficiency. Additionally, person-tool matching mediates BDAIC's effect on an enterprise's operational performance. These findings explore the latest avenues of exploration in the research paradigm of big data analytics. Furthermore, this study has important implications for practitioners trying to use big data to improve business performance.

Work engagement and task performance within a global Dutch ICT-consulting firm: The mediating role of innovative work behaviors

The information and communication technology (ICT) sector within the Netherlands is a major driver of globalization, the country’s economic growth and innovation. The Dutch ICT sector’s performance is increasingly becoming dependent upon employee driven innovations in order to address the needs of the sectors they service. In other words, the ICT sector within the Netherlands is largely dependent upon the performance and innovative capacity of its employees; both of which are functions of employee engagement. Given the high demand, and low supply of talent within this sector, ICT organizations need to develop innovative ways to enhance the performance capacities of its people. Developing an engaged and highly innovative workforce seems to be an efficient way to activate employees’ performance. As such, the aim of this paper was to investigate the mediating function of employee driven innovative work behaviors in the relationship between work engagement and task performance within the a Dutch ICT consulting firm. A cross-sectional survey-based research design, employing a census-based sampling method, was employed to obtain data from a global ICT consulting firm within the Netherlands (n = 232). The Utrecht Work Engagement Scale, the Innovative Work Behavior Scale and the Task Performance Scale was used to assess the associative subjective experiences of ICT employees. The results showed that work engagement is a significant driver for innovative work behaviors, which in turn affects the task performance of employees. Further, innovative work behaviors are therefore important to translate the engaging energies of employees into performance. This paper discusses the theoretical and practical implications of these findings.

Role stress and turnover intentions among information technology personnel in South Africa: The role of supervisor support

Orientation: High turnover of information technology (IT) personnel is a major problem facing many global and local organisations. An increasingly important area of turnover research of IT personnel experiencing role stress involves examining their perceptions of supervisor support.Research purpose: This study aimed to examine the effects of role-related stress and supervisor support on job satisfaction, job performance and IT turnover intentions.Motivations for the study: It is important to assess from both a theoretical and a practical perspective the extent to which turnover can be explained by relational factors such as supervisor support.Research design, approach and method: An online voluntary survey yielded a sample of 163 respondents. Six constructs were measured: turnover intention, job performance, job satisfaction, supervisor support, role ambiguity and role conflict. A total of 158 usable responses were subjected to descriptive, correlation and regression analysis. Mediation and moderation effects were assessed using a multiple regression bootstrapping procedure.Main findings: Role ambiguity has a greater impact on job satisfaction than role conflict. Job satisfaction fully mediated the relationship between role stress and turnover intention. Supervisor support mediated the relationship between role stressors and job satisfaction and role stressors and job performance. There was no evidence in favour of a moderating role of supervisor support.Practical and managerial implications: Higher priority should be given to tackling role ambiguity. Supervisor support can increase job satisfaction, improve job performance and ultimately reduce turnover intentions, despite the presence of role stress.Contribution or value-add: Human resource managers and IT managers could use these results to improve job performance and staff retention.

Grounded Theory Analysis of Successful Implementation of E-Government Projects

This article explores the perceptions of senior managers about the successful implementations of e-government projects in their agencies, identifying what problems they have encountered and how they have addressed these problems better. 17 e-government projects were interviewed to reveal their underlying perceptions on the successful implementation of e-government projects in their agencies. After analyzing their interview transcripts, forty-nine constructs were revealed, refined, and categorized. The findings indicate that there is a lack of consensus among project managers about what constitutes e-Government project success, there was agreement across all levels of management that project success needs to be measured through a set of quantitative measures such as the number of transactions submitted through the e-government system, number of users using the system, and total time required to complete a process. Drawing from the empirical findings, this article presents a conceptual framework for change management in e-government projects together with a set of recommendations.

Authentic leadership and turnover intention: does organizational size matter?

Purpose

The purpose of this paper is to address two of the ongoing theoretical and empirical questions in the literature on authentic leadership: does authentic leadership negatively influence employees’ turnover intentions by enhancing their levels of affective commitment? and does organizational size act as a boundary condition for the mediating effects of affective commitment in the link between authentic leadership and turnover intentions?

Design/methodology/approach

A moderated mediation model of the affective process linking authentic leadership and turnover intentions was developed and tested on a sample of 375 employees working in South Korean firms.

Findings

The negative indirect effects of authentic leadership on employees’ turnover intentions through changes in the levels of affective commitment were significant. Furthermore, the mediated relationship between authentic leadership and turnover intentions via employees’ levels of affective commitment was stronger in smaller organizations.

Practical implications

The findings of the present study may be useful to practitioners who are interested in employee retention. They can mitigate against turnover intentions by enhancing the authentic leadership qualities of the managers. More specifically, this approach is especially ideal for small organizations.

Originality/value

This study corroborates the results of previous studies in highlighting the pervasive effects of authentic leadership on turnover intentions via enhancing employees’ levels of affective commitment. Moreover, organizational size as a boundary condition for the aforementioned relationship was empirically examined.