A Model for Public Libraries’ Support in the Development of Small-Scale Business Enterprises in Meru County, Kenya

Gichohi, Paul Maku; Onyancha, Omwoyo Bosire; Dulle, Frankwell

doi:10.1080/01616846.2017.1391033

Cited by 9 publications

(12 citation statements)

References 12 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…When employees have conflict in their relationships in the workplace, this has a negative impact on their innovativeness. A study supports the tenet that personal conflict corresponds to a negative relationship with creative work behavior and innovation within the workplace (Gichohi, 2014). This serves as a clear sign that IWB needs to be examined further to determine what other antecedents may induce positive or negative change.…”

Section: Discussionmentioning

confidence: 69%

The mediating effect of work engagement on innovative work behavior and the role of psychological well-being in the job demands–resources (JD-R) model

Koroglu

ÖZMEN

2021

APJBA

View full text Add to dashboard Cite

PurposeThis study revisits the role of work engagement (WE) on innovative work behavior (IWB) in conjunction with the job demands–resources (JD-R) model, specifically examining its mediating role between antecedent variables of psychological well-being (PWB), interpersonal conflict (IPC) and perceived organizational support (POS).Design/methodology/approachThe study was conducted within five different sectors and 416 work settings in Turkey. A cross-sectional, correlational research design was used, and structural equation modeling (SEM) was applied to test the mediating effect of WE.FindingsThe results of the SEM provided partial support for eight hypotheses. The results of this study demonstrate a positive relationship between PWB, POS, WE and IWB. This indicates that resources are vital in increasing both WE and IWB. As expected, the correlation of IPC and IWB resulted in a negative relationship. The findings demonstrate a positive relationship between PWB and WE and IWB.Research limitations/implicationsExtending the model, future research could incorporate the antecedents as mediators and utilize them to further explore the mechanisms of employee engagement (EE) and the IWB link. It would also be beneficial to include other variables such as personal differences, trust, personal environment fit, fairness in the workplace, recognition and organizational culture and employee value proposition as moderators of EE and IWB.Practical implicationsThe findings offer the suggestion of few practical applications such as the need to encourage organizations to enhance PWB to foster positive feelings in the work environment. This includes increasing employees' effort and dedication by utilizing POS in the workplace and considering employee's well-being. Additionally, EE should be an important organizational strategy to positively influence employee creativity within the workplace.Social implicationsThis research was conducted within the Turkish business context; it would be worthwhile to validate the findings of this study in a multicultural context that did not share similar basic characteristics as those in Turkey. There could be a comparative study of EE between Turkey and other countries as a cross-cultural investigation.Originality/valueThe results of data analysis have revealed an enhanced understanding of the role of the mediation effect of WE on IWBs. This study also expands the concept that psychological well-being can enhance WE, which in turn corresponds to more IWB in the context of the JD-R model. The findings indicate that in order to better comprehend its function, IPC needs to be further examined with other antecedents.

show abstract

Section: Discussionmentioning

confidence: 69%

The mediating effect of work engagement on innovative work behavior and the role of psychological well-being in the job demands–resources (JD-R) model

Koroglu

ÖZMEN

2021

APJBA

View full text Add to dashboard Cite

show abstract

“…In many studies in this field, the most common causes of failure come from inside the organization. So companies are responsible for identifying these causes, analyzing strengths and weaknesses and developing prerequisites for change such as culture (Kahn, 2018;Ali Taha et al, 2016;Gichohi, 2014;Crane et al, 2019;Berry et al, 2006;Naranjo-Valencia et al, 2016;Aman, 2019;Felipe et al, 2017;Arshi, 2012), organizational climate (Gouda and Tiwari, 2022;Olsson et al, 2019;Amabile, 1997 as cited in the study by Arshi, 2012;Ekvall, 1996;Ar and Baki, 2011;Zhan et al, 2017) and resources and capacities (Zhan et al, 2017;Colurcio et al, 2012; Readiness and innovation in the t-communication firms Arshi, 2012;Varis and Littunen, 2010;Ercan, 2019;Du Plessis, 2007;Aslam et al, 2018;Colurcio et al, 2012Colurcio et al, , 2012Remneland-Wikhamn and Wikhamn, 2011).…”

Section: Organizational Readiness and Innovationmentioning

confidence: 99%

“…In a rapidly changing business environment characterized by intense competition, unstable and complex economies, shorter product life cycles, the higher rate of new product development and constant change in customer demands are the challenges which affect the survival and competitiveness of companies (Lobo and Samaranayake, 2020;Kahn, 2018;Zhan et al, 2017;Chen and Chang, 2012;Varis and Littunen, 2010;Gunday et al, 2011;Ar and Baki, 2011;Tsekouras et al, 2011;Du Plessis, 2007). In such environments, companies struggle on two main issues: organizational readiness (OR) to respond to changes that come from everywhere (Bondzi-Simpson and Ayeh, 2019;Lehman et al, 2002) and innovation (IN) to meet these challenges, to keep their survival and growth, and to get competitive advantages (Ugoani, 2019;Nair et al, 2014;Gichohi, 2014;Varis and Littunen, 2010;Gunday et al, 2011;Tsekouras et al, 2011;Chen and Chang, 2012;Du Plessis, 2007;Elenkov and Manev, 2005). Since IN is not a choice anymore, the company's response should be fast and efficient to take advantage of the opportunities (Nair et al, 2014;Chen and Chang, 2012;Alegre et al, 2006) and nurture its employees as a source of IN (Aman, 2019;Gichohi, 2014).…”

Section: Introductionmentioning

confidence: 99%

“…In such environments, companies struggle on two main issues: organizational readiness (OR) to respond to changes that come from everywhere (Bondzi-Simpson and Ayeh, 2019;Lehman et al, 2002) and innovation (IN) to meet these challenges, to keep their survival and growth, and to get competitive advantages (Ugoani, 2019;Nair et al, 2014;Gichohi, 2014;Varis and Littunen, 2010;Gunday et al, 2011;Tsekouras et al, 2011;Chen and Chang, 2012;Du Plessis, 2007;Elenkov and Manev, 2005). Since IN is not a choice anymore, the company's response should be fast and efficient to take advantage of the opportunities (Nair et al, 2014;Chen and Chang, 2012;Alegre et al, 2006) and nurture its employees as a source of IN (Aman, 2019;Gichohi, 2014). We know that IN itself naturally generates changes, and these changes are associated with risk, uncertainty and resistance.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Organizational readiness and innovation in the Jordanian telecommunication companies

Najm

Ali

2022

IJPPM

View full text Add to dashboard Cite

PurposeThe purpose of this study is to examine the effect of organizational readiness (OR) dimensions (organizational culture, climate and capability) on three types of innovations (INs) (service, process IN and entering new markets) in telecommunication companies. The study also tests the mediating role of employee engagement (EE) in the causal relationship between OR and IN.Design/methodology/approachIn the theoretical framework, a deep and broad review of the literature was presented to determine the study variables and hypotheses that were tested in the field study. The study sample consisted of 306 respondents distributed to the headquarters of the three companies (Zain, Orange and Umniah) working in the Jordanian telecommunications sector. The number of questionnaires retrieved and valid for analysis was 255 (83%).FindingsResults indicate a positive effect of organizational climate and organizational capacity on process IN and entering new markets. While organizational culture had no significant effect on the three types of IN EE did not have a mediating role in the relationship between OR and IN.Research limitations/implicationsThe results of this study are related to the telecommunications sector as a highly competitive service sector and more able to work remotely with regard to customers, so its results cannot be generalized to other sectors such as the industry sector, which has suffered in recent years from the epidemic more than other sectors.Practical implicationsThe study of OR as a concept, dimensions and effects provides great experience for leaders and managers facing the challenges of competition and threats posed by the Covid-19 pandemic. This study also helps researchers to study OR in new areas and in relation to other concepts.Social implicationsThe OR covers a wide field that includes the individual, the group and the company. Therefore, readiness includes a social experience that can extend from the company to the community.Originality/valueThe study gains an important value by revealing that organizational culture as a dimension of readiness does not have a significant impact on IN. With the readiness to respond quickly to challenges, culture can be more inclined to the status quo and the prevailing routine than to IN and change.

show abstract

“…A public library is an organisation or institution offering information services to the general public and is operated by information professionals who are referred to as librarians (Gichohi, 2016). Libraries are traditionally known for performing four major functions.…”

Section: Public Librariesmentioning

confidence: 99%

The Entrepreneur’s Information Needs for Effective Industrialization in Africa

Obiamalu

2018

UJB

View full text Add to dashboard Cite

This paper is based on the entrepreneur’s information needs for effective industrialization involvement in Africa. Entrepreneurs in various situations need information inputs for planning, implementing, monitoring, financing or reviewing schemes, projects and programs. The purposes for which information is required differ. There may be an immediate need for information to understand the situation an entrepreneur is facing, to convince and persuade others, and to use the opportunities available; or an entrepreneur may gather information to prevent a problem situation arising. This paper also looks at how libraries and librarians can help the entrepreneurs to locate and access information that will aid them in satisfying their information needs in order to compete favourably with their counterparts in other parts of the world.

show abstract

A Model for Public Libraries’ Support in the Development of Small-Scale Business Enterprises in Meru County, Kenya

Cited by 9 publications

References 12 publications

The mediating effect of work engagement on innovative work behavior and the role of psychological well-being in the job demands–resources (JD-R) model

The mediating effect of work engagement on innovative work behavior and the role of psychological well-being in the job demands–resources (JD-R) model

Organizational readiness and innovation in the Jordanian telecommunication companies

The Entrepreneur’s Information Needs for Effective Industrialization in Africa

Contact Info

Product

Resources

About