Purpose The purpose of this paper is to investigate the influence of organizational factors such as culture, leadership, structure and top management support on organizational commitment in Bangladeshi service sector. Design/methodology/approach This study is based on empirical findings administered on 217 managerial personnel in the service organizations based in Bangladesh. Findings Findings of this study reveal that among the variables that are hypothesized in this study; team orientation, stability, transformational leadership, transactional leadership, decentralization, formalization and top management support have an influence on organizational commitment. Research limitations/implications This study has identified and integrated factors that can influence organizational commitment in Bangladeshi service sector. Larger sample size including multiple country or culture may bring more explanatory power, comparability and increased generalizability. Practical implications The outcome of this study will help business managers to identify and understand the organizational factors that can influence organizational commitment. Originality/value This study extends current research on organizational commitment by identifying and integrating the organizational factors and providing a simplistic model for the relationship between organizational factors and organizational commitment in the context of Bangladeshi service organizations.

Purpose The aim of this paper is to propose a conceptual framework of knowledge sharing for Bangladesh’s business organizations. Design/methodology/approach On the basis of previous literature, this paper proposed a framework for knowledge sharing. Findings This paper identified organizational commitment as a potential mediator for the relationship between organizational factors (organizational culture, leadership and structure) and knowledge sharing. In this paper, top management support and information and communication technology (ICT) support are also proposed as potential moderators that can affect knowledge sharing. Research limitations/implications This paper has identified several organizational factors to predict knowledge sharing. Future research with empirical evidence will validate this conceptual framework. Practical implications This paper will help business managers to understand knowledge sharing from a different perspective. Propositions of organizational commitment as a potential mediator and top management support and ICT support as potential moderators will provide managers with a better understanding of employees’ knowledge sharing behavior. Originality/value This paper adopted the general model of workplace commitment and integrated with organizational factors (organizational culture, leadership, structure, top management support and ICT support) to understand knowledge sharing for the business organizations of Bangladesh.

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Education and training is recognized to be important to the success of e-government. Nonetheless, research in e-government education has remained at a nascent phase. This paper advances the state of e-government education research through a case study. It answers the research question “How to develop an e-government training program.” Through the adoption of stakeholder theory as the theoretical foundation, and the analysis of the case data, a two-stage process model is developed. This model not only provides a theoretical explanatory basis for the process of developing e-government training programs, but also a practical guide for practitioners in developing such training programs. In addition, it is hoped that this paper will serve as a basis upon which future research can take reference in order to develop a cumulative tradition of employing theoretically-based approach to advance the state of e-government education research.

Education and training is recognized to be important to the success of e-government. Nonetheless, research in e-government education has remained at a nascent phase. This paper advances the state of e-government education research through a case study. It answers the research question “How to develop an e-government training program.” Through the adoption of stakeholder theory as the theoretical foundation, and the analysis of the case data, a two-stage process model is developed. This model not only provides a theoretical explanatory basis for the process of developing e-government training programs, but also a practical guide for practitioners in developing such training programs. In addition, it is hoped that this paper will serve as a basis upon which future research can take reference in order to develop a cumulative tradition of employing theoretically-based approach to advance the state of e-government education research.