Management of personnel risks in the organisation quality management system

Mozhayeva, T; Simkin, Albert; Sorokina, E. I.; Proskurin, Alexander

doi:10.1088/1757-899x/537/4/042061

Cited by 6 publications

(4 citation statements)

References 3 publications

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“…Flexibility makes it easy to adjust and adapt process designs and modular structures, as well as reallocate resources to meet changing conditions (Nejatian et al, 2018). Mozhayeva et al (2019) also added that responsiveness is an essential form of agility, the capacity to act quickly to new consumer preferences, market trends, and competitive pressures with superior resources and capabilities. Audretsch and Belitski (2022) reveal that enterprises require agility in business processes to strengthen innovation capacity and improve performance.…”

Section: Supply Chain Collaboration Business Process Agility and Inno...mentioning

confidence: 99%

Agribusiness Supply Chain Collaboration: Role of Innovation Capacity and Business Process Agility as Antecedents of Supply Chain Performance

Dza

2024

Journal of Operations and Strategic Planning

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This article examines the role of innovation capacity and business process agility (BPA) in the relationship between supply chain collaboration (SCC) and supply chain performance (SCP) of smallholder agro-based enterprises (SAEs). Based on the relational view and dynamic capability theories and the survey research design, the author used questionnaires to gather data from 226 SAEs who were sampled from agribusiness associations in four regions of Ghana via the quota sampling technique. Smart PLS-SEM 4.0 was used as the statistical method to analyze the data. The results showed that SCC has a significant and positive relationship with SCP, innovation capacity, and BPA. Innovation capacity significantly mediates the relationship between SCC and SCP. Furthermore, BPA fully mediates the relationship between SCC and innovation capacity, with innovation capacity also influencing SCP. This study integrates relational and capability-based views to propose a comprehensive theoretical model showing the inter-relational effect of SCC, BPA, and innovation capacity on SCP. The empirical findings widen the context of SCC literature to include SAEs from emerging economies in sub-Saharan Africa. The empirical findings enrich the understanding of how SAEs can manage their SCCs to develop and use specific capabilities that positively impact SCP. The uniqueness of this article rests in the proposed model and new empirical knowledge, which extends the scope of the relational and capability-based views and SCC literature to include innovation capacity, BPA, and SCP of SAEs in emerging markets.

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Section: Supply Chain Collaboration Business Process Agility and Inno...mentioning

confidence: 99%

Agribusiness Supply Chain Collaboration: Role of Innovation Capacity and Business Process Agility as Antecedents of Supply Chain Performance

Dza

2024

Journal of Operations and Strategic Planning

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“…In todays' era, global competitive environment – characterized by rapid social, technological as well as innovative changes, greater breadth of market/product opportunities for consumers and continuous monetary and political vulnerabilities – is forcing organizations to devise new ways of doing business to achieve sustainable success (Mozhayeva et al , 2019; Samani et al , 2019). For responding to external changes and market demands, an organization can develop agility (ability to respond quickly and tap into market changes) which depends heavily upon the unique capabilities, which serve as the basis for sustained competitive advantage.…”

Section: Introductionmentioning

confidence: 99%

“…The current issue and full text archive of this journal is available on Emerald Insight at: https://www.emerald.com/insight/2398-628X.htm devise new ways of doing business to achieve sustainable success (Mozhayeva et al, 2019;Samani et al, 2019). For responding to external changes and market demands, an organization can develop agility (ability to respond quickly and tap into market changes) which depends heavily upon the unique capabilities, which serve as the basis for sustained competitive advantage.…”

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confidence: 99%

Knowledge management capabilities and organizational agility as liaisons of business performance

Rafi

Ahmed

Shafique

et al. 2021

SAJBS

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PurposeThe aim of this current study is to investigate the effects of knowledge management capabilities – knowledge infrastructure capability and knowledge processing capability – on organizational agility and business performance. This study also examines organizational agility as an underlying mechanism between knowledge management capabilities and business performance relationship.Design/methodology/approachThe data were collected from one hundred and sixty-nine organizations. Partial least squared (PLS)–based structural equation modeling (SEM) technique was employed to test the study hypotheses. The analysis was performed in WarpPLS 6.0 software.FindingsResults revealed that both dimensions of knowledge management capabilities positively influence organizational agility and business performance. In addition to the direct effect, knowledge management capabilities also have an indirect effect on business performance mediated through organizational agility.Research limitations/implicationsThis study attempts to develop an integrated framework to conceptualize a capability–capacity–performance relationship, where it suggests that knowledge management capabilities are important organization-level capabilities which facilitate organizations to develop necessary capacities i.e. organizational agility to successfully perform business activities.Practical implicationsThe findings help the managers to understand the contribution of knowledge management capabilities towards business performance. The findings imply that business performance can be enhanced by development of a culture - enabled by a knowledge-oriented structure and technology – that encourages knowledge sharing among employees because when employees are not sharing information, they are prone to repeating the same mistakes which they and other people have already committed. Likewise, strategies such as mentoring cross training, business process empowerment and technical training programs allow employees to gain business knowledge and foster organizational agility.Originality/valueNovelty of this study is to develop and empirically test an integrated framework of a capability–capacity–performance relationship. It suggests that knowledge management capabilities (firm capability) enable organizations to develop organizational agility (firm capacity) which in turn enhances performance.

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“…To realize high organizational performance from a Technical Implementation Unit and Service Branch in a situation of environmental change, especially in the economic sector which is full of instability, uncertainty, complexity and ambiguity or commonly referred to as VUCA which stands for Volatility, Uncertainty, Complexity, and Ambiguity, then a new breakthrough is needed by an organization (Mozhayeva et al, 2019). These conditions make organizations ready to be in an environment with a climate full of challenges and changes but must still exist, grow and develop in an agile manner (Nijssen & Paauwe, 2012).…”

mentioning

confidence: 99%

The Effects of Knowledge Management Capabilities and Information Technology Capabilities on Organizational Agility and Their Impact on Organizational Performance in Technical Implementation Units and Service Branches of the East Java Provincial Government

Ismail,

Supanto,

Sanusi

2024

JEFMS

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The performance of the Technical Implementation Unit and Office Branches of the East Java Province is an indicator of the success of the implementation of development and governance, especially in public services. The purpose of this research is to describe knowledge management capabilities, information technology capabilities, organizational agility and organizational performance, to analyze the effect of knowledge management capabilities, information technology capabilities and organizational agility, to analyze the effect of knowledge management capabilities and information technology capabilities on organizational performance, to analyze the effect of organizational agility on organizational performance and analyze the effect of knowledge management capabilities, information technology capabilities on organizational performance through organizational agility. The data analysis technique used is Descriptive Analysis and SEM (Structural Equation Modeling). The results of the study show that knowledge management capabilities have the greatest contribution to knowledge application. Information technology capabilities have the greatest contribution to IT proactive stance. Organizational agility has the biggest contribution to Quickness. Organizational performance has the greatest contribution to the learning and growth process perspective. Knowledge management capabilities, information technology capabilities affect organizational agility. Knowledge management capabilities, information technology capabilities can affect organizational performance. Organizational agility is needed in organizations that have knowledge management capabilities and information technology capabilities in order to improve organizational performance.

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Management of personnel risks in the organisation quality management system

Cited by 6 publications

References 3 publications

Agribusiness Supply Chain Collaboration: Role of Innovation Capacity and Business Process Agility as Antecedents of Supply Chain Performance

Agribusiness Supply Chain Collaboration: Role of Innovation Capacity and Business Process Agility as Antecedents of Supply Chain Performance

Knowledge management capabilities and organizational agility as liaisons of business performance

The Effects of Knowledge Management Capabilities and Information Technology Capabilities on Organizational Agility and Their Impact on Organizational Performance in Technical Implementation Units and Service Branches of the East Java Provincial Government

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