Social capital and sustainable growth of full-service restaurants in the global south: testing the mediating role of dynamic capabilities

Najjinda, Shamirah; Sendawula, Kasimu; Otengei, Samson Omuudu; Walugembe, Ahmad; Kimuli, Saadat Nakyejwe Lubowa

doi:10.1108/jwam-04-2023-0031

Cited by 5 publications

(6 citation statements)

References 65 publications

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“…, 2023) or enhancing managerial proficiency by developing informal networks (Ekonen and Heilmann, 2021)], it is less influential (at least in overt terms). Additionally, the influence of social capital to facilitate opportunities and identify threats has also been observed in employees in Uganda (Najjinda et al. , 2023).…”

Section: Discussionmentioning

confidence: 97%

“…as a form of employability capital or enhancing managerial proficiency by developing informal networks (Ekonen and Heilmann, 2021)], it is less influential (at least in overt terms). Additionally, the influence of social capital to facilitate opportunities and identify threats has also been observed in employees in Uganda (Najjinda et al, 2023). However, this comes more from the opportunities to interact at work and develop networks whilst in employment rather than the need for such networks to secure employment or access promotion opportunities.…”

Section: Addressing the Research Questionmentioning

confidence: 99%

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Intelligent careers and human resource management practices: qualitative insights from the public sector in a clientelistic culture

Mouratidou,

Grabarski,

Donald

2023

JWAM

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PurposeThe purpose of this study is to empirically test the intelligent career framework in a public sector setting in a country with a clientelistic culture to inform human resource management strategies.Design/methodology/approachBased on a qualitative methodology and an interpretivist paradigm, 33 in-depth interviews were conducted with Greek civil servants before the COVID-19 pandemic. The interview recordings were subsequently transcribed and coded via a blend of inductive and deductive approaches.FindingsOutcomes of the study indicate that in a public sector setting in a country with a clientelistic culture, the three dimensions of knowing-whom, knowing-how and knowing-why are less balanced than those reported by findings from private sector settings in countries with an individualistic culture. Instead, knowing-whom is a critical dimension and a necessary condition for career development that affects knowing-how and knowing-why.Originality/valueThe theoretical contribution comes from providing evidence of the dark side of careers and how imbalances between the three dimensions of the intelligent career framework reduce work satisfaction, hinder career success and affect organisational performance. The practical contribution offers recommendations for human resource management practices in the public sector, including training, mentoring, transparency in performance evaluations and fostering trust.

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Section: Discussionmentioning

confidence: 97%

Section: Addressing the Research Questionmentioning

confidence: 99%

Intelligent careers and human resource management practices: qualitative insights from the public sector in a clientelistic culture

Mouratidou,

Grabarski,

Donald

2023

JWAM

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“…Furthermore, the study demonstrated that dynamic capabilities and social capital both signi cantly and favor catalyze sustainable growth (Najjinda et al, 2023). The global social capital of the top management team has a crucially favorable contribution to innovation (Zheng et al, 2019).…”

Section: Relationship Between Innovation and Social Capitalmentioning

confidence: 89%

The Role of Social Capital in Innovation: Findings from Selected OECD and BRICS Countries

Bayraktar

2024

Preprint

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Low levels of human capital and institutional underdevelopment have been linked to the economic downfall of developing nations. With time, it became evident that the direct mechanisms of innovation creation are not explained by the traditional linear framework of innovative development. Later, the significance of both social and institutional settings for innovation production was emphasized, as was the necessity of their convergence to close gaps in the fields of technology and technological growth in different nations worldwide. Social capital has positive effects on poverty reduction, economic growth, knowledge transfer, knowledge creation, and backs in knowledge management, reduces transaction costs, influences proactiveness and even considered as the glue that holds a society together. The literature on social capital concentrates on the internal and external networks of the companies that may support innovative capacities that result in proactive strategic behavior. Through improved interpersonal interactions, social capital promotes better coordination of activities. Consequently, increased community trust and a shared vision increase market efficiency and lower related costs. The aim of this research is to examine the influence of social capital on the innovation process ability of countries. This study has demonstrated the beneficial impact of social capital on innovation mainly for selected BRICS countries and developing countries. Among the three forms of capital the social capital has the highest value. When social capital increases by 1%, the number of patent applications increases by 2.46% for BRICs. Therefore, these counties must establish a robust trust ecosystem inside and outside their organizations for all stakeholders to gain competitive advantage in the global world. JEL Codes: L14, O31, C33

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“…That is a key contribution of our study. Extant studies on dynamic capabilities argued that resource deployment is a key enabler for developing dynamic capabilities (Teece et al, 1997;Najjinda et al, 2023)). Furthermore, our study showed that restaurants in the country could realize dynamic capability, and it helps restaurants provide more value to their customers (Najjinda et al, 2023).…”

Section: Implications For Practicementioning

confidence: 99%

Modelling enablers of business continuity for casual dining restaurants in post-COVID-19 era: an ISM and MICMAC perspective

Mandal,

Dubey,

Basu

et al. 2024

IJQSS

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Purpose While the COVID-19 pandemic has given many firms the importance of business continuity, restaurants have yet to realize the essential enablers. In this regard, the study explored the potential enablers that can help firms attain business continuity in the post-COVID-19 era for casual dining restaurants. Design/methodology/approach This study used an extensive literature review and further supported 28 restaurant managers with an average experience of 8.5 years to identify the potential enablers for ensuring business continuity for casual dining restaurants. Subsequently, this study used the interpretive structural modelling coupled with Matrice d'Impacts Croisés Multiplication Appliquée à un Classement (MICMAC) analysis to understand the context-specific inter-relationships as a hierarchical structural model. Findings Findings suggest that financial capability forms the key driver for other enablers in the hierarchy of business continuity for casual dining restaurants. Furthermore, manpower (local and outstation) are the second-level drivers of restaurant process control, digital presence, online reviews and feedback management, scalability, food quality, food delivery management, employee safety and hygiene. The third-level factors further help restaurants to achieve the dynamic capability required to provide customer value and ensure business continuity. Originality/value The study is the foremost to explore a business continuity framework in the new normal for casual dining restaurants in the country. Furthermore, several contextual inter-relationships exhibiting the hierarchy are also established for the business continuity of restaurants in the new normal.

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Social capital and sustainable growth of full-service restaurants in the global south: testing the mediating role of dynamic capabilities

Cited by 5 publications

References 65 publications

Intelligent careers and human resource management practices: qualitative insights from the public sector in a clientelistic culture

Intelligent careers and human resource management practices: qualitative insights from the public sector in a clientelistic culture

The Role of Social Capital in Innovation: Findings from Selected OECD and BRICS Countries

Modelling enablers of business continuity for casual dining restaurants in post-COVID-19 era: an ISM and MICMAC perspective

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