Being the most important asset, the human resource represents today the source of the organizations' sustainable competitive advantage. This focus on the employee as the organizations' core of human capital management drives the current interest in empowerment. This paper explores the concept of employee empowerment and the main influential factors in implementing an empowerment initiative: job design, transformational leadership, decision-making authority, continuous training and development, sharing information, and self-managed teams. Using a hypotheses testing approach, this correlational cross-sectional field study investigates the influence of the six factors on the adoption of employee empowerment. Using a questionnaire method, data was collected from Jordanian commercial banks. The results of a multiple linear regression analysis revealed that sharing information, job design, transformational leadership and decision making authority have a positive effect on employee empowerment. Sharing information and adopting the appropriate job design inside the organization have the strongest influence in that fostering these initiatives would certainly make banks' employees' empowerment successful. The research provides insights into the perception of employee empowerment in the Jordanian context, specifically in the banking industry, a high service-oriented sector where empowering employees become a must for a better customer service.
Purpose -The purpose of this research is to explore the influence of the knowledge conversion processes (KCP) on the success of a learning organization (LO) strategy implementation. Design/methodology/approach -Using a case study approach, the research model examines the impact of the KCP including socialization, externalization, combination and internalization on implementing a learning organization (LO) strategy in an Algerian international oil company. A sample of 500 managers was asked to respond to questionnaires from which only 416 were valid. Multiple regression analysis is employed to explore the influential processes on the LO strategy. Findings -The findings revealed that socialization, internalization and combination have a significant impact on the success of a LO strategy. Socialization is the major influential factor, having the strongest impact on LO. However, externalization was found to have no statistical influence on LO. Practical implications -This research provides evidence concerning the interdependence between knowledge management through KCP and LO. Originality/value -The research is one of a few studies investigating the relationship between the knowledge conversion processes and learning organization, in contrast to the extensive research taking into consideration the well-known knowledge process of creating, acquiring, capturing, sharing and using knowledge. This may be one of the first papers exploring the theme of the LO within Algerian business organizations.
This study aims to identify the determinants of the capital structure of SMEs in Algeria during the period 2010-2018. Where a sample consists of 20 SMEs from the Public Works and Hydraulics sector. The study used financial leverage as the dependent variable and assets structure, profitability, liquidity, and size as independent variables. The study used Panel Data methods for testing the hypothesis. The results show that profitability, liquidity, and assets structure are negatively related to financial leverage, while size does not affect the financial leverage. The results indicate that SMEs in Algeria rely on their internal resources to finance their activities.
Purpose Organizational learning (OL) represents the real value and the heart of strategic management, the focal point to keep track of international development. This paper aims to investigate the effect of knowledge management (KM) on the development of OL capability (OLC) in international hotels installed in Algeria. Design/methodology/approach This deductive descriptive case study research examines the impact of KM, using knowledge conversion process (KCP) on the development of OLC. In all, 70 expatriates were targeted to respond to questionnaires, while only 47 were valid for analysis. Multiple regression analysis is used to analyze the influential processes on OLC. Findings The socialization, externalization and internalization have a direct positive significant effect on the development of OLC. Socialization is the major influencing factor. However, the combination has no effect on OLC. In sum, KM has an impact on the development of OLC in international hotels in Algeria. Practical implications Exhibiting the strong interdependency between KM and OL, expatriates emphasize on KM as the learning facilitator. The international hotels keen to realize KM as major process to build OLC. Socialization and internalization reinforce learning by providing primordial sophisticated tacit knowledge. Externalization generates expertise and strategic knowledge. Originality/value First, the research confirms the effect of KM process using KPC on OLC, stimulating learning at all levels; especially, in a developing Arab country, emphasizing the research’s theoretical contribution. The research is of high contribution, first of a kind in exploring the development of OLC in international hotels in the Algerian context; it is a newly emergent market, in its infancy stage, and an alternative that Algeria tries to boost to steer away from petroleum dependency.
This paper aims to analyze the impact of liquidity risk management on the financial performance of selected conventional banks in Saudi Arabia for the period of 2002-2019. Liquidity risk is measured with the loan to deposit ratio (LTD) and cash to deposit ratio (CTD). Financial performance is measured by the Return on Equity (ROE). Equity to total asset ratio (ETA) is used as the control variable. The study uses the panel data method (Pool, Fixed-effects and Random-effects) for testing the study hypothesis. The results show that liquidity risk has a significant negative impact on the financial performance measured by Saudi Arabian banks.
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