SME manager’s perceived cooperative support, commitment and trust on learning and entrepreneurship orientation for firm innovation

Sustainable performance in tourism SMEs: a soft modeling approach

Purpose

This paper aims to present a model to incentivize sustainable performance (SUP) in small- and medium-sized tourism by strengthening inner relations to adapt to a complex environment.

Design/methodology/approach

The authors adopted the systemic approach complementing analytic, tourism, partial least squares path modeling (PLS-PM), social network analysis (SNA) and systemic approach tools as follows: frame the problem through the soft systems methodology and SNA and identify the conflicting relationships; apply PLS-PM to validate the model; and propose new interactions for small- and medium-sized enterprises conducive to SUP based on the viable system model.

Findings

Considering the results, the authors pinpointed factors and relationships managers can address to foster SUP, highlighting the need to reinforce feedback loops and reduce inconsistencies between primary operations with coordination and management mechanisms.

Research limitations/implications

This work is limited to the organizational domain. Although the results apply to the Mexican context, this could be overcome using methodological complementarity to extend the ideas to other organizations.

Practical implications

This study invites discussing methods and viewpoints for rethinking SUP because of multiple factors. This requires adopting methodological complementarity to generate alternatives and reconfiguring inner organizational interactions.

Originality/value

The model captures minimum but sufficient components advising leaders about SUP. This proposal differs from previous studies because it suggests exploiting methodological complementarity to capture the insights of key operative actors to conceive the model. Hence, the authors suggest new relations among organizational factors so managers can develop strategies for adaptability.

Do different types of organizational trust matter to employees’ commitment? A case study from Oman

PURPOSE: Trust is vital to all positive relationships. This empirical study explores the effect of three facets of organisational trust (trust in supervisors, in co-workers and in the organisation) on employee commitment in Salalah Mills Co. in the food industry in the Sultanate of Oman. METHODOLOGY: Data were collected via an online survey sent to all employees working in Salalah Mills Co., Oman. The final sample consisting of 102 responses with a response rate of 54 percent were analysed using multiple regression analysis. RESULTS: The findings revealed that two facets of organisational trust (trust in co-workers and trust in supervisors) were found to have a significant positive effect on employee commitment, while trust in the organisation was found to have no significant effect. PRACTICAL IMPLICATIONS: Trust in supervisors and trust in co-workers directly affect employee commitment. Therefore, managers should consider promoting both of these forms of trust to enhance employee commitment. VALUE: Although previous studies have examined the link between organisational trust and employee commitment, a focus on Oman and the food sector has been particularly rare, so this study offers new insights. The findings will help decision-makers on design strategies and policies to improve employee commitment through trust.