Firing on all cylinders: Configuring information technology around the constituents of corporate entrepreneurship to outperform in SME sector

Abstract

This study has examined how small and medium enterprises (SMEs) may enhance their performance under different settings of information technology (IT) capabilities and corporate entrepreneurship (CE). Established on the dynamic capability view, the researchers have analyzed the connections between IT capabilities and CE, in addition to the performance results of SMEs. The research has explored these novel relationships by utilizing partial least square-structural equation modeling (PLS-SEM) with a data sample of 447 SMEs of the manufacturing sector in Pakistan. The findings present that IT capabilities positively influence the market and financial performance of SMEs through the mediating role of CE dimensions. The study uniquely determines the mediating role of dimensional effects of corporate entrepreneurship between IT capabilities and performance outcomes of firms. Thus, the study would enable the management of SMEs to realize the potential of IT-related CE dimensions and their use to improve firms’ performance.

Role of Psychological Contracts in Enhancing Employee Creativity Through Knowledge Sharing: Do Boundary Conditions of Organization’s Socialization and Work-Related Curiosity Matter?

“…This study applied stratified random sampling based on seven major cities of Punjab province (Gujranwala, Lahore, Sialkot, Gujrat, Multan, Sheikhupura, and Faisalabad) that were selected for the study as used by Nabeel-Rehman and Nazri (2019) . These cities were selected based on the maximum number of industries and hosting 65% of all of the industries in Punjab ( Rehman et al, 2020 ; Rehman et al, 2021b ). These firms include leather, sports, textile, metal and wood, furniture, food and beverages, and others, and 57% of the industry was above the age of 5 years.…”

Green human resource management and environmental knowledge: A moderated mediation model to endorse green CSR

“…Previous studies proposed that employee performance outcomes are subjected to such conduct (Wright et al, 2001;Becker and Huselid, 2006). Green HRM affects employee work environments and green attitudes for the following reasons: first, green HRM activities such as transferring information about the business's green projects and concentrating on employee green attributes, recruiting and selection, and training to encourage green traits, are most likely to cultivate green perspectives in employees (Renwick et al, 2013). Employees' social interactions, on the other hand, affect the psychological environment, as they view and observe firm policies, activities, and processes at work (Kuenzi and Schminke, 2009), and shape opinions about the company and its principles (Nishii et al, 2008;Kaya et al, 2010).…”

“…The formal recognition and enforcement of green HRM policies and approaches overtly encourage employees regarding the firm's commitment to be green and can ensure requisite employee behavior by following firm sustainability policies. Promotion, performance appraisal, and incentives are required to demonstrate such positive practices, as they inspire employees to engage in and contribute to green practices (Renwick et al, 2013). Green HRM will invigorate employees' engagement with in-job green tasks and elicit extra-role green actions in the workplace.…”

“…GHRM is an approach to managing an organization's human resources that emphasizes environmental sustainability and involves integrating sustainability principles into the HRM practices and policies of an organization, to reduce the organization's environmental impact while improving employee wellbeing and organizational performance. Preliminary studies have postulated that organizations should adopt GHRM to encourage and stimulate employee's green behaviors to achieve firms' green goals (Renwick et al, 2013;Das et al, 2019;Farrukh et al, 2020). Academic investigations have suggested that a firm's HR obligation to ecological concerns resolves its environmental performance (Budhwar et al, 2019;Hameed et al, 2022), considering the way that HR practices allow firms to build convincing human capital to recover ecological performance and ensure sustainable growth (Roscoe et al, 2019;Fawehinmi et al, 2020).…”

Assessing the sustainable development of firms: The moderating role of transformational leadership and firm size

“…Several studies have demonstrated the positive impact of these variables on firms' financial performance, social responsibility, and environmental sustainability (Wang et al, 2020; Waqas et al, 2021; Zhang et al, 2020). However, the majority of these studies have focused on large firms in developed countries, and the literature lacks empirical evidence on the impact of these variables on manufacturing small and medium‐sized enterprises (SMEs) in developing countries (Rehman, Mahmood, et al, 2021). Hence, effective usage of these resources is going to help organizations achieve the goal of SD.…”