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This study aims to investigate employee motivational and environmental factors and their effects on employee retention and organizational performance. Employee retention is predicted by organizational environment, intrinsic motivation, organizational learning, knowledge management, entrepreneurial orientation, external connect and explained R 2 =76.3% of the variance in employee retention. Therefore, organizational performance is predicted by competitive advantage and employee retention and explained R 2 =19.9% of the variance in organizational performance. Effect size analysis indicates that intrinsic motivation had substantial effect on size when compared with other exogenous variables. The predictive relevance of the model was found substantial revealed Q 2= 40.5% relevance to predict employee retention. The moderating role of the competitive advantage was confirmed and directs that the positive relationship between employee retention and organizational performance will be stronger when competitive advantage is higher. Finally, results showed that intrinsic motivation had the highest importance level when compared with other constructs. Therefore, manager and policy makers should take into consideration intrinsic motivation and transformational leadership in order to boost employee retention and organizational performance.

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The information system literature has long emphasized the importance of employee acceptance of information technology for achieving strategic goal of the firm and organizational performance. Consequently, this study investigates the determinants of acceptance of information technology with the extension of diffusion of innovation theory (DOI) in organizational context. Results showed that compatibility, innovativeness, trust in technology, perceived gap in IT capabilities, employee self-efficacy, and perceived cost advantage explained R^2 79.4%% variance in achieving strategic goal of the firm. The effect size analysis showed that perceived gap in IT capabilities had substantial effect size. Similarly, substantial predictive relevance was found Q^2 58.1%, 15.7% when predicting firm strategic goals and organizational performance respectively.

The COVID-19 pandemic has disrupted supply chain operations globally. Nevertheless, resilient firms have the capacity to combat an unprecedented situation with the right strategic approach. The current research has developed an integrated research model that combines factors such as supply chain intelligence, supply chain communication, leadership commitment, risk management orientation, supply chain capability and network complexity to investigate supply chain resilience. The research model of this study was empirically tested with 309 responses collected from supply chain managers. Results revealed that supply chain resilience is measured with supply chain intelligence, supply chain communication, leadership commitment, risk management orientation, supply chain capability and network complexity and demonstrated a substantial variance R2 of 0.548% towards supply chain resilience. Practically, this study suggests that supply chain managers should focus on factors such as big data analytics, risk management orientation,1 supply chain communication and leadership commitment to enhance supply chain resilience and sustainable supply chain performance.