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"Organizational Performance"
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HRM practices, organizational learning and organizational performance: evidence from the big four financial services in France
Purpose
This paper aims to examine the mediation effect of organizational learning on the link between human resource management (HRM) practices and organizational performance in some Big4 financial services companies.
Design/methodology/approach
The quantitative methodology was chosen for this research, using resource theory and knowledge-based approach to explain the relationship between latent variables. A sample of 403 HR employees and managers of the companies under study in France was selected in 2022. Structural equations modeling was used based on the Spss-Amos program to test the research hypotheses.
Findings
The results revealed that organizational learning played a mediating role between HRM practices (hiring, training, motivation and decision-making) and organizational performance and that learning enabled the performance of workers to improve and achieve competitive advantages in this field.
Research limitations/implications
The sample was based on four international companies working in the field of financial services and consulting and providing their services within France, which may affect the generalisability of the results and limit them to the studied sector.
Practical implications
The contribution of the study is to improve the awareness of administrators, decision makers and company employees of the importance of organizational learning for companies, and to stimulate motivation to learn and exchange knowledge in a constructive way that enhances organizational performance. Working on organizational culture change through HRM-practices-based learning as an effective mechanism for organizational performance improvement is one implication. These practises influence cadres' attitudes toward their work, which improves their performance.
Social implications
Working on organizational culture change through HRM-practices-based learning as an effective mechanism for organizational performance improvement is one implication. These practises influence cadres' attitudes toward their work, which improves their performance.
Originality/value
This study seeks to provide cadres and executives with an in-depth analysis of HRM and organizational learning, which, through its integration of these attributes, can contribute to the earning of knowledge-based competitive advantage and achieve superior and sustainable performance.
Journal Article
Linking CSR and organizational performance: the intervening role of sustainability risk management and organizational reputation
Purpose
The purpose of this study is to look at the multifaceted relationship mechanism between corporate social responsibility (CSR) and organizational performance (OP) via sustainability risk management (SRM) and organizational reputation (OR).
Design/methodology/approach
This research connects CSR to OP via SRM and OR. Based on a sample of 325 managers of multinational firms in India, a theoretical model was proposed and analyzed through sequential mediation regressions analysis.
Findings
The findings indicate that CSR is positively and appreciably associated with OP. Furthermore, SRM and OR have been found to have a sequentially mediating effect on the interrelationship between CSR and OP. The study recognizes that organizations with a proactive approach to CSR tend to manage sustainability risk more actively, which helps to improve OR and ultimately results in better OP.
Originality/value
The research advances understanding of the triple bottom line and offers a platform for building strategic and successful CSR policies by offering valuable insights on the link between CSR and OP.
Journal Article
The mediating role of TQM interventions and benchmarking in the impact of organizational culture on organizational performance
Purpose: The purpose of this research is to underscore the influence exerted by organizational culture on the organizational performance of Small and Medium-sized Manufacturing Enterprises (SMEs), leveraging the mediation of Total Quality Management (TQM) interventions and benchmarking practices.Design/methodology/approach: The empirical data underpinning this research was procured from SMEs within the manufacturing and industrial sectors of Jordan, using a sample of 710 owners and managers. This data was meticulously analyzed utilizing the statistical software package, Analysis of Moment Structures (AMOS). Structural Equation Modeling (SEM), a multivariate statistical analysis technique, was employed to scrutinize the interrelationships among the variables under consideration.Findings: The research reveals a positive correlation between organizational culture and organizational performance, with benchmarking and TQM interventions as significant mediators.Implications: This study refocuses management practitioners on improving organizational efficiency, corporate culture, TQM, and standard setting, providing beneficial insights for academics, managers, and policymakers.Originality/value: It significantly contributes to the limited literature on TQM in the context of manufacturing SMEs. While some research acknowledges benchmarking as a vital part of TQM, this study uniquely positions both as independent mediators between organizational culture and performance. Additionally, it views benchmarking through knowledge management, underscoring TQM interventions and benchmarking in the context of Jordanian manufacturing SMEs, distinguishing it from prior research.
Journal Article
Organizational capabilities mediates between organizational culture, entrepreneurial orientation, and organizational performance of SMEs in Pakistan
Objective: Our purpose was to determine the mediating role of organizational capabilities between organizational culture, entrepreneurial orientation, and organizational performance of small and medium-sized enterprises (SMEs) in Pakistan. Research Design Methods: A total of 384 questionnaires were used for analysis using SmartPLS 3.0. Partial least square structural equation modelling was used for hypotheses testing. The area cluster sampling technique was used for data collection. Findings: Organizational culture and entrepreneurial orientation are positively associated with organizational capabilities that lead to organizational performance. Organizational capabilities significantly mediate between organizational culture, entrepreneurial orientation, and organizational performance. Implications Recommendations: Future researchers can use business strategy, market orientation, leadership, and knowledge management to determine organizational performance. Corporate governance and market orientation can use the mediating or moderating effect between entrepreneurial orientation, organizational culture, knowledge management, and organizational performance. Contribution Value Added: We used organizational capabilities with entrepreneurial orientation and organizational culture to measure organizational performance using resource-based view (RVB).
Journal Article
The Approach of Social Innovation Agility: A Dynamic Capability Strategy
This study used a purposive sampling technique, with a sample size of 119 respondents, using the smart-Partial Least Square analysis technique. To synthesize a new conceptual model that can improve sustainable organizational performance based on the social innovation agility concept. The results suggest that new learning organizations can increase social innovation agility and sustainable organizational performance. This research provides a better and broader perspective for social innovation agility. Two new learning organizational variables, namely high organization agility and learning leadership, have an influence on sustainable organizational performance, but institutional reflexivity has a negative correlation. The research problem proposed can be accounted for by testing the Structural Equation Model (SEM) which was built through this research that the relationship between variables is influential and influenced by a sustainable organizational performance from 6 constructs and has empirical data: institutional reflexivity, high organization agility, learning leadership, social innovation agility, innovative performance, and sustainable organizational performance.
Journal Article