Multisource feedback, human capital, and the financial performance of organizations

Impact of internal identity asymmetry on employee's behaviors and feelings: A mediating role of psychological distress

Individuals may experience internal identity asymmetry when they feel misidentified and believe their colleagues do not recognize their work-related identities. This research examines the impact of internal identity asymmetry on their behavior and emotional outcomes at the workplace in Pakistan. Data was collected through a survey and received responses from 393 participants at different levels of management in various sectors of Pakistan. A partial least square-based structural equation modeling technique has been used to validate the proposed research model and develop hypotheses. The findings indicate that psychological distress has a positive indirect effect on both outcomes, such as individual work performance and well-being during personal and professional base asymmetries time. The result indicates that employees face psychological distress while experiencing internal identity asymmetries, which may decrease the performance and well-being of the employees. Findings highlight the importance of coping strategies in improving the performance and well-being of employees. Managers can be supportive in maintaining a positive workplace environment where individuals can have a more accurate self-perception and a better understanding of their colleagues' perspectives. This, in turn, enables them to adopt appropriate coping strategies to enhance both performance and well-being.

Analysis of Maximization Strategy Intangible Assets through the Speed of Innovation on Knowledge-Driven Business Performance Improvement

This study aims to determine the effect of human capital, structural capital, and consumer capital on financial performance and moderate the speed of innovation. The type of research used in the study is quantitative—data collection techniques in distributing questionnaires measured using a Likert scale. The sampling technique used was random sampling and was determined by the slovin formula. The population in this study was MSMEs in Buleleng Regency, and the samples used in this study amounted to 392 MSMEs. Data or statistical analysis techniques in the study were considered using the Structural Equation Model with WarpPLS 5.0 software modelling. The results show that the technology and commitment variables have no significant effect on the development of religious ecotourism villages. In contrast, cultural changes significantly impact the development of religious ecotourism villages. This study uses the speed of innovation as a moderating variable, the speed of innovation is one of the essential things for MSMEs to improve financial performance. The speed of innovation supports intellectual capital, which is currently focused on knowledge-driven business to create a competitive advantage.

Productivity story of Iranian librarians: assessing the impact of knowledge management and emotional intelligence

Purpose

This study aims to assess the effect of knowledge management (KM) development and emotional intelligence (EI) on the productivity of librarians regarding the mediating role of job motivation (JM) and job feedback (JF).

Design/methodology/approach

This study was carried out in two phases. First, the variables affecting the productivity of librarians were identified and selected through an explorative study and by surveying their opinions. Then, the theoretically designed model was administered to 312 librarians at Iranian public libraries. A questionnaire was used to collect data, and the structural equation modelling technique was used to analyse data.

Findings

The results of this study showed that KM and EI, mediated by JM and JF, had a positive and significant effect on developing the librarians’ productivity. The results also revealed that JF had a positive effect on JM and that JF was more effective on productivity than JM. This study marginally proved the direct effect of KM and EI on productivity where KM was more effective than EI on productivity. Knowing the effects of organizational and individual factors on the higher productivity of librarians in public libraries will help library managers make more efficient use of those factors in developing the capabilities of librarians and enhancing productivity.

Originality/value

This study is one of the few studies of its kind that facilitates the perception of the concept of productivity in public libraries and also the assessment of the effects of organizational and individual factors on the librarians’ productivity.

A Multilevel Contingency Model of Employee Ownership and Firm Productivity: The Moderating Roles of Industry Growth and Instability

Many studies have examined the relationship between employee ownership and firm productivity. However, research is lacking on how this relationship is strengthened or weakened by environmental characteristics. This is a critical oversight in the employee ownership literature because industry characteristics can significantly influence employees’ expected gains from their firm ownership. Thus, based on agency theory and expectancy theory, we develop a multilevel contingency model of employee ownership with industry growth and instability as boundary conditions. We test the proposed model with a sample of 573 firms in South Korea (Study 1: 1,415 firm years) and a sample of 892 firms in 28 European countries (Study 2: 4,768 firm years). In both studies, we find that employee ownership does not significantly contribute to firm productivity on its own. However, we find a significant three-way interaction effect of employee ownership, industry growth, and industry instability on firm productivity. Specifically, employee ownership is most effective at improving firm productivity when both industry growth and industry instability are high. We discuss the theoretical and practical implications of the findings.

Dynamic managerial capabilities, organisational capacity for change and organisational performance: the moderating effect of attitude towards change in a public service organisation

Purpose

The aim of this study is to explore dynamic managerial capabilities (DMCs) and their effect on public organisational performance. While the previous research has focused on how leadership style impacts on organisational performance, the authors have investigated how the dynamic managerial capabilities of middle managers and their organisational capacity for change as well as their attitude towards the change are linked to organisational performance.

Design/methodology/approach

The dataset was gathered during the field research carried out in a large public Indonesian government institution. In total, 313 managers and their direct followers participated in this study. The authors have employed structural equation modelling to test the hypotheses.

Findings

The results of this study demonstrate the role of the dynamic capabilities of the middle managers associated with organisational performance. The results show that dynamic managerial capabilities and organisational performance are mediated by the organisational capacity for change.

Practical implications

Middle managers should equip and develop their capabilities in order to embrace change in the organisation through the communication between the different staff levels, uniting the vision and mission with the organisational members. Further, the organisation should empower the role of the middle managers by increasing their authority and participation in the policy-making that is part of the change process. In addition, the workplace could implement interventions to optimise the dynamic managerial capabilities held by the middle manager and employees through assessments and mentoring. Finally, particular training programmes could be implemented to boost the employees' skills and flexibility, thereby keeping them agile in the context of the changes in the work environment.

Originality/value

The role of the dynamic managerial capabilities of the middle manager is a prominent factor when facilitating a high level of organisational performance in a public organisation. However, the role of dynamic managerial capabilities does not have a direct effect on organisational performance if the organisation does not have the capacity to change, particularly in the Indonesian context.

The Relationship between Corporate Culture and Value at Different Life Cycle Stages

Despite the general agreement that a firm embodies its own culture, there is still a lack of empirical research on how a firm’s culture affects its value. Another caveat on previous studies is that they implicitly assume that a firm’s culture does not vary over time. In this paper, we examine the following two questions to address this lack: (1) Does a firm’s culture affect the firm’s value? (2) If a firm’s culture varies at different life cycle stages, do these changes have an impact on firm value? By using a competing values framework, we identify four types of corporate culture—adhocracy, market, clan, and hierarchy—and use life cycle stages to proxy for changes in a firm’s environment. The results reveal that adhocracy culture has a positive effect on a firm’s value. In contrast, we find a negative association between hierarchy culture and a firm’s value. This can be interpreted as the features of adhocracy culture, which gives autonomy to its members (flexible and discretion) and keeps challenging a firm to grow (external focus and differentiation), positively impacting firm value more than the other cultures. Furthermore, at a growth stage in which a firm faces dynamic environmental changes, both adhocracy and clan cultures have an incrementally positive effect on firm value. This implies that firms in mature or decline stages lose dynamic changes in their operational environment, therefore, the effect of culture on firm value is restricted in those stages.

Three Motives for Abusive Supervision: The Mitigating Effect of Subordinates Attributed Motives on Abusive Supervision’s Negative Outcomes

We have learned a great deal about the negative consequences of abusive supervision, but little attention has been paid to supervisors’ motives for engaging in abusive behavior. This is an important gap in the literature because the consequences of abusive supervision are likely to differ depending on its attributed motive. The current study extends the literature on abusive supervision by refining the attributed motives of abusive supervision and by examining how the attributed motives influence the negative effects of abusive supervision on leader–member exchange (LMX) and withdrawal behaviors (work withdrawal and job withdrawal). Specifically, we develop a conditional process model of abusive supervision which suggests that the negative relationship between abusive supervision and LMX is moderated by the attributed motives of abusive supervision (three motives: injury initiation, performance pressure, and personal disposition to abuse). Our results also suggest that lowered LMX resulting from abusive supervision increases victims’ work withdrawal and job withdrawal behaviors as moderated by organizational tenure. Using quantitative and qualitative data from 139 victims of abuse, we test the proposed model.