This empirical study aims to elucidate the effects of logistics information technology (LIT), top management beliefs (TMBs), and suppliers' resources selection (SRS) on logistics performance. The extended resources-based view (ERBV) supports the development of the proposed relationships in the study model, based on previous studies measures. Structural equation modeling (SPSS and AMOS v 25) was utilized to test the validity of the model and proposed hypotheses. Based on responses from 229 surveyed companies in Sudan’s food and beverages sector, this study’ findings showed that the LIT, TMBs, and SRS influence logistic cost performance (LCP) and logistic delivery performance directly. Additionally, it showed that company size could moderate the relationship between LCP and LIT, TMBs, and SRS. This study provides several theoretical and practical implications by evaluating the ability of LIT, SRS, and TMBs to improve delivery and cost performance.
Drawing on the social exchange approach and an accompanying sub-theory pertaining to upper echelons theory, which are the most influential theories for describing the behavior of workers in the workplace, this study empirically investigates some corresponding moderated serial mediation variables, such as affective commitment, work meaningfulness, and perceived organizational support, which impact the relationship between Phoenix leadership and organizational change. A total of 150 employees working in the Sudanese Electricity Company participated in the questionnaire survey. The response rate was 88%. The results revealed that Phoenix leadership significantly influences organizational change and affective commitment. Affective commitment significantly influences work meaningfulness. Affective commitment and work meaningfulness mediate the relationship between Phoenix leadership and organizational change. Affective commitment mediates the relationship between Phoenix leadership and work meaningfulness. Work meaningfulness mediates the relationship between affective commitment and organizational change, but perceived organizational support does not moderate the relationship between work meaningfulness and organizational change. By testing the mediated moderation effects on the relationship between Phoenix leadership and organizational change, this research proposes a new framework for assessing the impact of mediators and moderators on teams of employees during the COVID-19 pandemic.
The increasing mobility of people around the world has led to an increasingly culturally diverse workforce, and there may be negative effects on certain cultural groups to achieve an organisational competitive advantage. In relation to this idea, this study shows the influence of both a shared vision and loyalty, teamwork, and nationality, gender, satisfaction, justice, and conflict tolerance on organisational citizenship behavior in light of cultural diversity. Testing whether these factors are related to the determination of organisational citizenship behavior through the binary response technique of multiple logistic regression, a random sample was selected from the general community of the Algerian-Cuban Friendship Hospital of Ophthalmology, and the number of its members was estimated to be 213 by answering a set of questions about the most influential factors in determining organisational citizenship behavior in the light of cultural diversity, the findings revealed a positive and meaningful relationship between shared vision, loyalty, teamwork, and nationality and organisational citizenship behavior In light of cultural diversity, these individuals often adapt to the new culture by changing their behaviors, values, and attitudes as well. Besides, there is no relationship between gender, satisfaction, justice, conflict tolerance and organisational citizenship behavior in light of cultural diversity. The current study suggests that the hospital management should formulate its values according to the employee’s cultural citizenship values, and this should be done with the different dimensions of the employee’s cultural citizenship values to reduce any conflict that arises due to differences in the value system, through training the employees continuously learn how to modify their behaviors depending on the cultural situations They face and strengthen organisational unity and cohesion. Organisational citizenship behaviors such as loyalty, shared vision, teamwork, job satisfaction, organisational justice, and tolerance of conflict can be linked to several competencies organisations use to select, train, and evaluate individuals In light of cultural diversity.
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