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 This paper aims to review existing literature on the role of human resource management (HRM) practices in nurturing employee’s organisational commitment (OC), which subsequently promoting knowledge transfer (KT) within an organisation and propose a conceptual framework for future empirical research. Design/methodology/approach An extensive review of existing literature was undertaken in an attempt to build the conceptual model for KT. Findings The proposed conceptual framework illustrates the role of OC as a focal mediating mechanism in fostering KT. This paper identifies “high commitment” HRM (HCHRM) (e.g. staffing, job design, training and development, performance appraisal and reward system) as the factors influencing the development of OC, which subsequently affecting KT (i.e. knowledge sharing and application). Also, this paper integrates the potential moderating roles of leader-member exchange (LMX) between HCHRM practices-OC, as well as information and communication technology support in the OC-KT linkage into the proposed framework. Research limitations/implications This paper presents a comprehensive view of fostering KT. However, the major limitation of this paper is that it remains at a conceptual level. Further empirical investigations would be helpful to test propositions, hence validating the proposed conceptual framework. Practical implications The proposed conceptual framework could serve as practical guidance for managers and/or practitioners in developing policies that will facilitate KT in business organisations. Originality/value While KT is often viewed as a single phenomenon, this paper considers the KT into two components (i.e, sharing and application) in accordance with the practice-based perspective on knowledge and behavioural approach to KT. In addition, the adoption of the general workplace commitment model in conceptualising KT could further validate its applicability in knowledge management research. Also, the integration of LMX as a moderator in the proposed framework could contribute to the scant research on LMX-related moderation models upon validation.
Purpose This study aims to examine the role of organisational commitment (affective, normative, continuance) in influencing employees’ knowledge application behaviour during the COVID-19 pandemic. This study also probes the moderating role of leader–member exchange (LMX) in the association between organisational commitment and knowledge application. Design/methodology/approach This study used a sample of 206 employees working in various private sector organisations in Brunei Darussalam. Structural equation modelling using Smart-PLS was used to test the hypothesised relationships. Findings The findings show that affective and normative organisational commitment spurred employees’ knowledge application behaviour significantly during the COVID-19 crisis. However, the moderating effect of LMX could not be established in this study. Practical implications The findings provide managers with insights into the crucial role organisational commitment can play in encouraging knowledge application in an organisation. Originality/value Studies exploring the enabling factors of knowledge application are scarce, especially in the context of a global crisis such as the COVID-19 pandemic. This study develops a model and empirically validates the importance of organisational commitment for knowledge application amidst the COVID-19 pandemic. This study also provides insights for managers into how LMX can affect knowledge application outcomes, particularly during uncertain times.
If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractTitle -Talent management at Steelcase Manufacturing, Malaysia: managing high performance. Subject area -Human resource management and leadership development. Study level/applicability -MBA course on Human Resource Management.Case overview -This case present the talent management practice at Steelcase. It highlights the approach taken by the company in managing its high performers. The approach taken by Steelcase links leadership development with performance management and succession planning. It also describes the distinct characteristics that make the approach taken by Steelcase different from other companies that implement talent management. This case presents policy options that companies can consider in developing a talent management program. Expected learning outcomes -Understand and describe the interconnection between various talent development activities. Compare and assess policy options in developing talent management programs. Analyze how Steelcase nurture a high performance culture among its employees. Describe the leadership behaviors Steelcase is seeking to develop among its leaders.
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