Antecedents and influence of strategic agility on organizational performance of private higher education institutions in Malaysia

Chan, Josephine Ie Lyn; Muthuveloo, Rajendran

doi:10.1080/03075079.2019.1703131

Cited by 15 publications

(16 citation statements)

References 39 publications

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“…The need for PHEIs in Malaysia is also increasing owing to an increase in the number of high school dropouts, improved recruiting, and awareness efforts in schools (Yaakub & Mohamed, 2019). As of December 31, 2019, the country had 53 private universities, 38 collegiate universities, 12 branch campuses of foreign institutions, and 351 colleges (Lyn Chan & Muthuveloo, 2021;Munusamy & Hashim, 2019). The data in Table 1 show the total number of PHEIs in Malaysia.…”

Section: Introductionmentioning

confidence: 99%

NOTICE OF RETRACTION: The Influence of Ethical and Transformational Leadership on Employee Creativity in Malaysia's Private Higher Education Institutions: The Mediating Role of Organizational Citizenship Behaviour

Arokiasamy

Maheshwari

Nguyen

2022

IJIKM

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Aim/Purpose: This paper aimed to examine the influence of ethical and transformational leadership on employee creativity in Malaysia’s private higher education institutions (PHEIs) and the mediating role of organizational citizenship behavior. Background: To ensure their survival and success in today’s market, organizations need people who are creative and driven. Previous studies have demonstrated the importance of ethical leadership in fostering employee innovation and good corporate responsibility. Research on ethical leadership and transformational leadership, in particular, has played a significant role in elucidating the role of leadership in relation to organizational citizenship behavior (OCB). In this study, we have focused on ethical and transformational leadership as an antecedent for enhancing employee creativity. Despite an increase in leadership research, little is known about the underlying mechanisms that link ethical leadership and transformational leadership to OCB. Because it sheds light on factors other than ethical leadership and transformational leadership that influence employees’ extra-role activity, this research is relevant theoretically. OCB may have a mediating function between ethical leadership and transformational leadership style and employee creativity because it is associated with the greatest outcomes, but empirical research has yet to prove this. So, one of the study’s goals is to add to the hypotheses about how ethical leadership style and transformational leadership affect employee creativity by using an important mediating variable – OCB. Methodology: This study adopted a quantitative approach based on a cross-sectional survey and descriptive design to gather the data in a specific period. A convenient sampling approach was used to gauge 275 employees from Malaysia’s PHEIs. To test the hypotheses and obtain a conclusion, the acquired data was analyzed using the partial least square technique (PLS-SEM). Contribution: The study contributes to leadership literature by advancing OCB as a mediating factor that accounts for the link between ethical and transformational leadership and employee creativity in the higher education sector. Findings: According to the research, OCB has a substantial influence on the creativity of employees. Furthermore, ethical leadership boosted OCB and boosted employee creativity, according to the research. OCB and employee creativity have both been demonstrated to benefit greatly from transformational leadership. Further research revealed that OCB is a mediating factor in the link between leadership styles and creative thinking among employees. Recommendations for Practitioners: Higher education institutions should focus on developing leaders who value transparency and self-awareness in their interactions with followers and who demonstrate an inner moral perspective in addition to balanced information processing to ensure positive outcomes at the individual and organizational levels. Higher education institutions should place a priority on hiring leaders that exhibit ethical and transformational traits to raise awareness of these leadership styles among employees. Recommendation for Researchers: The new study also adds significantly to the body of knowledge by examining the relationship between ethical and transformational leadership and the creativity of the workforce. It aimed to identify the relationship between transformational leadership style and individual creativity in higher education by examining the mediating influence of OCB. Impact on Society: Higher education institutions should devise strategies for developing ethical and transformative leaders who will assist boost OCB and creativity within their workforce. Students and faculty in higher education can benefit from these leadership methods by learning to think in more diverse ways and by developing thought processes that lead to a larger pool of innovative ideas and solutions. As a consequence, employees who show creative behavior may be effectively managed by leaders who utilize ethical and transformational leadership styles and motivate them to show OCB that allow them to solve creative problems creatively. Future Research: A mixed-methods approach should be used in future research, and this should be done in public institutions in developing and developed nations to put the findings to use and generalize them even further. Future research will be able to examine other mediators to learn more about how and why ethical and transformational leadership styles affect PHEI employees’ creativity.

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Section: Introductionmentioning

confidence: 99%

NOTICE OF RETRACTION: The Influence of Ethical and Transformational Leadership on Employee Creativity in Malaysia's Private Higher Education Institutions: The Mediating Role of Organizational Citizenship Behaviour

Arokiasamy

Maheshwari

Nguyen

2022

IJIKM

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“…Top management of private HEIs would now have a better understanding on what to prioritise in their development and deployment of resources to build capabilities needed for strategic agility. This means that private HEIs would be able to save cost, time and energy in their quest to optimise their organisational performance, and in the long run, their business sustainability (Chan and Muthuveloo, 2019). Finally, this would also enable the nation to achieve its aspiration of being the regional education hub.…”

Section: Discussionmentioning

confidence: 99%

“…Nevertheless, environmental scanning capability plays an essential role for private HEIs as they operate in a competitive and dynamic business landscape. Greater awareness of the external business changes enables quicker and more effective responses from private HEIs, thus securing their competitiveness (Chan and Muthuveloo, 2019;Trinh, 2015). As such, the following assumption will be tested: H1.…”

Section: Research Hypotheses 221mentioning

confidence: 99%

“…Consequently, for private HEIs to overcome such challenges, they need to have a new organisational paradigm shift of adopting strategic agility as a crucial protective mechanism against the dynamic and disruptive changes happening in the current business landscape (Chan and Muthuveloo, 2019;Mukerjee, 2014;Pucciarelli and Kaplan, 2016). Past studies have claimed that strategic agility enables organisations to have heightened sense and response to the external business environmental changes (Al-Dhaafri et al, 2013;Muthuveloo and Teoh, 2013;Pucciarelli and Kaplan, 2016).…”

Section: Introductionmentioning

confidence: 99%

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Vital organisational capabilities for strategic agility: an empirical study

Chan

Muthuveloo

2020

APJBA

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PurposeThe purpose of this study is to examine the organisational capabilities needed for strategic agility among private higher education institutions (HEIs) in Malaysia that are operating in a turbulent business environment. In addition, the study also intends to determine the area of prioritisation for these institutions.Design/methodology/approachA two-month data collection was carried out on 375 private HEIs via a Web-based survey, which garnered a response rate of 41.33%. The data were subsequently analysed with the partial least squares structural equation modelling to establish the validity and reliability of the research model and to test the postulated hypotheses. The assessment of importance and performance matrix analysis (IPMA) was also carried out to highlight the areas of significance for improvement.FindingsThe study discovered that all three constructs of organisational capabilities, i.e. environmental scanning, marketing and organisational learning, attributed significantly to strategic agility. This in turn enabled strategic agility to significantly influence the organisational performance of private HEIs in Malaysia. Finally, IPMA revealed that private HEIs need to prioritise organisational learning to strengthen their strategic agility, thus optimise organisational performance.Originality/valueAside from business and management research of strategic agility in other industries, the current study manages to establish that strategic agility also plays an important role in the private higher education sector. Furthermore, the use of IPMA provides fresh insight into the importance and performance of the organisational capabilities examined against strategic agility.

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“…To harness the benefits of technology in streamlining higher education operations, policymakers and educational institutions need to rethink and revisit their policies and practices. The education sector post-Covid is likely to see compounded growth in new technology tools and applications and a parallel increase in the demand for educators with technology capabilities (Oliver, 2002; Lyn Chan and Muthuveloo, 2019). To cater to the technological disruptions and the changing learning needs and styles of the students, HEIs need to formulate clear and well-defined technology plans that would serve as a roadmap for the institutions in realizing their technology-related goals and objectives.…”

Section: Discussionmentioning

confidence: 99%

Enablers of technology agility in higher education

Menon

Suresh

2022

IJILT

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PurposeThe purpose of this study is two-fold. First, to identify and encapsulate the enablers that can facilitate technology integration in higher education and second, to understand and analyze the interplay between technology agility enablers.Design/methodology/approachThe study used the Total Interpretive Structural Modeling (TISM) approach to construct a theoretical model of the technology agility enablers in higher education and MICMAC analysis for ranking and segregating the enablers based on their dependence power into four categories: Autonomous, Dependent, Linkage and Independent.FindingsThe study helped identify eight technology agility enablers, with the Covid-19 pandemic as the most significant enabler. The Covid-19 pandemic has catalyzed the diffusion of technology across the education sector in India, including tertiary higher education. The study revealed government initiatives and institutional commitment as other enablers that can promote technology agility in higher education.Practical implicationsThe results of this study would assist the policymakers and management of universities and colleges in understanding the important enablers that can facilitate technology integration in higher education.Originality/valueResearch in the past on technology adoption in higher education has looked into each enabler in isolation. This research provides a comprehensive view of the enablers and has attempted to establish a multidirectional interplay between the enablers.

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Antecedents and influence of strategic agility on organizational performance of private higher education institutions in Malaysia

Cited by 15 publications

References 39 publications

NOTICE OF RETRACTION: The Influence of Ethical and Transformational Leadership on Employee Creativity in Malaysia's Private Higher Education Institutions: The Mediating Role of Organizational Citizenship Behaviour

NOTICE OF RETRACTION: The Influence of Ethical and Transformational Leadership on Employee Creativity in Malaysia's Private Higher Education Institutions: The Mediating Role of Organizational Citizenship Behaviour

Vital organisational capabilities for strategic agility: an empirical study

Enablers of technology agility in higher education

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