Written by Keiko Kunie
Published in Vol 6 Issue 1, 2025
Human resource empowerment is recognized as a key strategy in modern management for enhancing job performance. In the healthcare sector, senior management has increasingly focused on psychologically empowering nurses to improve their job performance. Enhancing nurses' job performance not only leads to better patient care but also improves the overall quality of medical services and ultimately contributes to the better health of society. This research specifically examines how the communicati
Written by Cenk Aksoy
Published in Vol 6 Issue 1, 2025
This research investigates the relationship between strategic leadership and employee performance in the Turkish aviation sector. A comprehensive survey with 47 questions (excluding demographic data) was conducted, with 316 valid responses gathered from a sample of 350 employees working in various aviation companies. Statistical methods such as frequency analysis, reliability testing, exploratory factor analysis (EFA), t-tests, ANOVA, linear regression, and correlation were used to analyze the d
Written by Björn Mestdagh
Published in Vol 6 Issue 1, 2025
This study aimed to develop and test a model that identifies key antecedents of positive organizational behavior. A correlational research design was used, employing structural equation modeling for analysis. The study participants, selected through stratified random sampling, completed surveys on topics including organization-oriented self-esteem, leader-member exchange, role ambiguity, perceived organizational support, positive organizational behavior, and psychological ownership. Structural e
Written by Ibrahim Alusine Kebe
Published in Vol 6 Issue 1, 2025
The relationship between leadership style and employee performance has long been a key topic of interest for scholars and organizational leaders. This study examined this dynamic in the context of Vietnamese commercial banks, specifically examining how leadership style affects employee performance, with a particular focus on the moderating role of psychological capital. Using structural equation modeling (SEM) and a survey of banking industry employees, the research uncovered important findings.
Written by Jamnean Joungtrakul
Published in Vol 6 Issue 1, 2025
In the context of information technology (IT) development projects, having skilled employees is essential for success. However, it is not enough to just recruit and retain talent; employees must also contribute meaningfully by engaging in behaviors such as organizational citizenship behavior (OCB). IT employees have distinct motivational factors and exhibit different patterns of OCB compared to those in other fields. Furthermore, the dynamic environment of project work influences organizational
Written by Yujie Yi
Published in Vol 6 Issue 1, 2025
This study examines the impact of conflict management on organizational behavior transformation. This applied research uses a descriptive-correlation method for data collection, focusing on managers and senior experts from active export companies. A sample of 70 participants was selected for the study. Data were collected through a researcher-made questionnaire, whose validity was confirmed by experts and reliability was verified using Cronbach's alpha. Demographic data and relationships bet
Written by My Nguyen Ha
Published in Vol 6 Issue 1, 2025
This study aims to investigate the factors influencing customer satisfaction in M-banking services in Vietnamese commercial banks, focusing on Sacombank’s Hanoi Branch. Based on the SERVQUAL model by Parasuraman et al. (1988) and related literature, this study identifies five critical factors that determine customer satisfaction: reliability, responsiveness, tangibility, assurance, and empathy. A survey was conducted with 208 retail customers at Sacombank Hanoi Branch who have used the M-banking
Written by Carmen Pantiș
Published in Vol 6 Issue 1, 2025
Human resources play a crucial role in achieving organizational goals and are considered the most valuable asset in both production and service delivery. Imbalances in the distribution of human resources, including shortages and surpluses, can significantly affect the quality of patient care. This study aimed to investigate the situation of human resources in hospitals. The findings from the hospitals examined indicate that many institutions are experiencing shortages and poor distribution of me
Written by Deniz Yilmaz
Published in Vol 6 Issue 1, 2025
Work on assembly lines, often highly standardised, repetitive, and time-pressured—a hallmark of Taylorised production—has frequently been linked to worker alienation. This study examines the factors that contribute to such alienation among blue-collar employees in the Indian automobile assembly sector. Data were collected from 346 workers using a structured questionnaire and analysed through structural equation modelling (SEM). Results indicate that employees’ perceptions of fair compensation, s
Written by Nurzat Bekbolotova
Published in Vol 6 Issue 1, 2025
This study investigates how well-being-oriented human resource management (HRM) practices shape employees’ innovative work behavior, incorporating work engagement as a mediating mechanism and servant leadership as a moderating factor. Data were gathered using a stratified sampling approach from five service and manufacturing sectors in Pakistan. After screening for incomplete, duplicate, and outlier responses, 278 valid cases were retained for analysis. Structural equation modeling was carried o
Written by Arman Tuleutaev
Published in Vol 6 Issue 1, 2025
This research explores how servant leadership and career development practices shape the tendency of employees to speak up within State Polytechnics in East Java, Indonesia. Guided by the Stimulus–Organism–Response (SOR) framework, the study collects data from 182 administrative staff across seven institutions using a structured questionnaire, and analyses the relationships through PLS-SEM. The findings show that when leaders adopt a servant-oriented approach and organisations offer clear opport
Written by Hiroshi Nakamura
Published in Vol 6 Issue 1, 2025
This research investigates how civil servants’ perceptions of organizational support and workplace spirituality shape their job performance, with proactive attitude and employee engagement functioning as key mediators. Data were collected through randomly distributed questionnaires from 101 Indonesian public sector employees and analyzed using structural equation modeling in AMOS 26. The findings indicate that organizational support positively influences both proactive attitudes and performance,
Written by Samira Guliyeva
Published in Vol 6 Issue 1, 2025
The post-pandemic shift to hybrid work has highlighted the need for new leadership approaches to effectively manage geographically dispersed teams. Balancing professional responsibilities with family obligations requires leaders to extend their support beyond traditional workplace boundaries to maintain employee engagement. In the banking sector, the role of leadership in overseeing remote work is particularly critical, as managers must attend to employees’ physical and mental well-being to ensu
Written by Arman Tuleutaev
Published in Vol 6 Issue 1, 2025
Employee turnover remains a persistent challenge for organizations worldwide, with intention to leave recognized as its strongest predictor. Yet, the factors that shape employees’ withdrawal intentions continue to receive limited empirical attention. This study addresses this gap by surveying 56 Lebanese SMEs using a quantitative, empirical design. Guided by the job demands–resources framework, the research investigates how employee engagement and normative commitment interact to influence inten
Written by Ethan Walker
Published in Vol 6 Issue 1, 2025
The rapid advancement of artificial intelligence (AI) is significantly shaping employee behavior in modern enterprises. Enhancing employee engagement and performance has thus become a critical challenge for organizational management. Drawing on the Group Engagement Model (GEM), this study examines how different dimensions of compensation fairness—distributive, procedural, and interactional—affect task performance through emotional engagement, while considering the moderating roles of emotional i
Written by Youssef Hariri
Published in Vol 6 Issue 1, 2025
Organizational ambidexterity is commonly framed as the capacity to sustain exploration while exploiting established capabilities, yet this formulation under-specifies what happens inside organizations when the two activities require different structures, identities, coordination patterns, and criteria for commitment. Differentiation can protect experimentation, but it can also increase coordination burdens, weaken shared interpretations of organizational purpose, and complicate the conversion of
Written by David Osei
Published in Vol 6 Issue 1, 2025
Digital transformation is often governed as a portfolio of technology initiatives even when its consequences extend to strategy, organizational design, workforce roles, interorganizational relationships, and the allocation of decision authority. This mismatch creates a recurrent governance problem: organizations can adopt digital technologies while remaining strategically fragmented, organizationally inert, or unable to coordinate the capabilities needed to convert deployment into sustained tran
Written by Kristian Eriksen
Published in Vol 6 Issue 1, 2025
Organizations increasingly invite stakeholder input, yet engagement alone does not explain whether external voice becomes strategically consequential. This article develops an original non-empirical capability model that conceptualizes stakeholder engagement as potential sensing infrastructure rather than as sensing itself. Integrating scholarship on stakeholder engagement and dialogue, organizational attention, sensemaking, learning, adaptation, and managerial microfoundations, the analysis sep
Written by Mikko Lahtinen
Published in Vol 6 Issue 1, 2025
Public–private partnerships (PPPs) are designed through contracts but governed over time through relationships, institutional constraints, stakeholder scrutiny, and recurrent adaptation. This creates a persistent public-management problem: contractual alignment may establish responsibilities and incentives without ensuring that a partnership can remain governable when conditions, expectations, or conflicts change. This article develops an original non-empirical collaborative governance model tha
