Probing the impact of transformational leadership on job embeddedness: the moderating role of job characteristics

How does perceived overqualification promote employees' creative deviance: The role of leadership emergence and job autonomy

Inspiring the creative potential of overqualified employees can facilitate a mutually beneficial outcome for both the company and the employees. However, further investigation is required to ascertain how to stimulate the perceived overqualification of employees to carry out creative deviance. Drawing upon role theory, this study explores the impact mechanism of perceived overqualification on employee creative deviance, with leadership emergence as the mediating variable, and further examines the moderating role of job autonomy. Adopting a two-stage design, 362 valid data samples were collected from various companies, and analysis was conducted using partial least squares structural equation modeling. The results indicate a positive correlation between perceived overqualification and creative deviance. Perceived overqualification not only positively influences leadership emergence but it also indirectly affects creative deviance through leadership emergence. Furthermore, when individuals with perceived overqualification and possess a greater level of job autonomy, they are more likely to engage in creative deviant behavior. The findings contribute to understanding the mediating mechanisms and boundary conditions of employees' perceived overqualification influencing creative deviance from a positive perspective, offering valuable managerial insights for organizations.

Challenges of e-government implementation in health sector: a step toward validating a conceptual framework

Purpose

The importance of e-government projects has been realized in the developed as well as in the developing countries of the world. The successful implementation of e-government projects is a challenging task. Public sector organizations are facing different sorts of challenges while executing e-government initiatives. The purpose of this paper is to explore issues/challenges related to e-government project implementation.

Design/methodology/approach

A systematic literature review (SLR) was conducted to understand the challenges of the e-government project, as mentioned in past research. The findings of this SLR helped in developing a proposed framework for e-government challenges. The proposed framework encompasses challenges and issues related to four main aspects such as technological, organizational, project management and enabling environment. These aspects need to be further explained for their remedial measures. For this purpose, an exploratory case study was conducted. The unit of analysis was one of the e-government projects of the ministry of IT. The interviews of the senior and middle management involved in the implementation of this project were conducted and transcribed.

Findings

The case study findings endorse a framework proposed. The findings of this research reflect the importance of creating a shared vision, adequate funding and good project management practices as an essential aspect of e-government implementation. Further, the importance of user-related issues such as involvement, capacity building and technical skills was also found critical in successfully executing and sustaining such initiatives in the organization. Further study findings provide necessary guidance for the senior management, which may help to develop effective strategies for the e-government projects in the organization.

Originality/value

The current study focused on developing a better understanding of the challenges commonly faced by organizations during e-government adoption and implementation related to organizational, project management, enabling environment and technological aspects.

Effect of Change Agent Leadership Style on Successful ERP Implementation and Firm Performance

The study aims to measure Change Agent’s Leadership style on successful ERP Implementation and Organizational Performance. The data was collected through a self-administered questionnaire from 290 employees working in 14 knowledge-based companies in United Arab Emirates with a response rate of 69.04%. The study uses cross sectional research design with snowball sampling method and data were collected using online survey method. Some of the findings include, all the three leadership styles (transformational, transactional, and laissez-faire) significantly contribute to ERP implementation success and in turn impacts Firm Performance. Transformational leadership style of change agent is found to have highest impact on Firm Performance with ERP implementation acting as a partial mediator. Present study opened the doors by linking leadership style with ERP implementation towards multidimensionality of change agent’s reach not being limited to some aspects. Practitioners can use the insights in understanding the impact of change agent’s deployment in organization.