No abstract

This paper identifies specific types of dynamic capabilities that enable tourism firms to survive the crisis caused by the Libyan civil war. The literature on dynamic capabilities has matured, but little is known about the specific types of dynamic capabilities that enable firms to survive turbulent conditions. Using case studies of eight Libyan tourism firms, we find that ongoing interactions between firms and their environments and the specific actions taken by managers and employees are crucial to firms' survival and adaptation to the new environment. Our paper makes a theoretical contribution to the dynamic capabilities and crisis management literature.

No abstract

No abstract

This study empirically examines the relationships between high performance work systems (HPWS) and four employee outcomes-job satisfaction, employee engagement, presenteeism and wellbeing in Indian call centres. Design/methodology: A path model is developed to investigate the direct and mediation effects between the assessed variables. The study utilised a survey of 250 call centre employees working in five business process management firms based in India. Findings: The findings indicate that HPWS have a positive relationship with job satisfaction, engagement, and wellbeing. Job satisfaction also had a positive relationship with engagement and presenteeism, and engagement was positively related to presenteeism and wellbeing. However, there was no significant direct effect of HPWS on presenteeism. Mediation analysis showed that HPWS has an indirect effect on wellbeing via engagement and also via job satisfaction and engagement combined. Research implications: HPWS significantly increases job satisfaction and employee engagement and indirectly influences employee wellbeing via these outcomes. However, job satisfaction and employee engagement was also found to increase presenteeism, which in turn can reduce employee wellbeing. These findings contribute to HPWS theory and the literature on employee wellbeing and have implications for HR personnel and call centre management. Originality/value: Given the well-established challenges with employee retention in Indian call centre environments, one solution may be the adoption of a more strategic approach to HRM using HPWS. Such an approach may enhance employees' perceptions that HPWS practices would have a positive influence on job satisfaction, employee engagement and employee wellbeing.