Organizational enablers for circular economy in the context of sustainable supply chain management

Social media has become a useful tool for learning and teaching due to its functions for knowledge sharing, such as documents exchange, virtual communication, and knowledge formation. Higher education institutions (HEIs) that recognise the value of social media and the importance of individual motivation have sought to encourage its use to bolster learning performance. Using social cognitive theory and connectivism theory, we developed a model that theorises the influence of social media and individual motivation (reputation and altruism) on knowledge sharing and learning performance among students in higher education. To test the model, we employed covariance-based structural equation modelling (CB SEM) on survey data that was collected using questionnaires from 407 students enrolled in the top 10 private universities in West Malaysia. Congruently, we established the utility of the Heterotrait-Monotrait (HTMT) ratio (which was traditionally confined to variance-based or partial least squares SEM) as a discriminant validity measure for CB SEM. As a result, our study empirically evidences that social media functions (documents exchange, virtual communication, and knowledge formation) and individual motivation (reputation) are core factors that HEIs can leverage to encourage knowledge sharing and improve learning performance among tertiary students. The paper concludes with a discussion of its implications, limitations, and future research directions.

Individual motivation and social media influence on student knowledge sharing and learning performance: Evidence from an emerging economy

Agile practices and performance: Examining the role of psychological empowerment

Organizational trust in times of COVID-19: Hospitality employees' affective responses to managers' communication

Purpose: This paper aims to investigate the influence of socially- responsible human resource management (SRHRM) on employee fears of external threats during the COVID-19 outbreak, based on social support and event system theories COVID-19 caused sharp profit declines and bankruptcies of hotels, restaurants and travel agencies In addition, employees faced threats to their health and job security How to overcome employee anxieties and fears about the negative impacts of this crisis and promote psychological recovery is worthy of attention from researchers and practitioners This research investigated the impacts of SRHRM on employee fears through organizational trust, with the COVID-19 pandemic playing a moderating role between SRHRM and employee fears Design/methodology/approach: The hypotheses were tested through multiple linear regression analysis based on a survey of 408 employees in hospitality and tourism firms in China Qualitative data were also gathered through interviews with selected managers Findings: The results showed that SRHRM had a negative influence on employee fears of external threats by enhancing trust in their organizations In addition, the strength of the COVID-19 pandemic positively moderated the effect of SRHRM on employee fears When the pandemic strength was more robust, the negative effects of SRHRM on employee fears were more significant Research limitations/implications: This research illustrated the contribution of SRHRM in overcoming employee fears of external threats in the context of COVID-19 It shed light on the organizational contribution of SRHRM to hospitality and tourism employee psychological recovery during the crisis Originality/value: This research explored strategic HRM by examining the effects of SRHRM on employee fears in the midst of a severe crisis, specifically COVID-19 The moderation effect of event strength and mediation effect of organizational trust were tested It is of great value for hospitality and tourism firms to foster employee psychological recovery during a crisis such as COVID-19 © 2020, Emerald Publishing Limited

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On being warm and friendly: the effect of socially responsible human resource management on employee fears of the threats of COVID-19

This study examines to what extent perceived corporate social responsibility (CSR) reduces employee cynicism, and whether trust plays a mediating role in the relationship between CSR and employee cynicism. Three distinct contributions beyond the existing literature are offered. First, the relationship between perceived CSR and employee cynicism is explored in greater detail than has previously been the case. Second, trust in the company leaders is positioned as a mediator of the relationship between CSR and employee cynicism. Third, we disaggregate the measure of CSR and explore the links between this and with employee cynicism. Our findings illustrate that the four distinct dimensions of CSR of Carroll (economic, legal, ethical, and discretionary) are indirectly linked to employee cynicism via organizational trust. In general terms, our findings will help company leaders to understand employees’ counterproductive reactions to an organization, the importance of CSR for internal stakeholders, and the need to engage in trust recovery.

How Perceived Corporate Social Responsibility Affects Employee Cynicism: The Mediating Role of Organizational Trust

Follower reactions to leader trust violations : A grounded theory of violation types, likelihood of recovery, and recovery process

PurposeThe paper examines the effect of relative leader-member exchange (LMX) on follower's in-role performance, citizenship behaviour and cynicism via relational identification. Moreover, LMXSC (LMXSC) moderates the direct and mediating relationship.Design/methodology/approachBased on multi-level (individual and group level) model, dyadic data were collected from 298 employees working under 47 group managers in the banking sector in Pakistan.FindingsThe multi-level moderated mediation model tested in Mplus and HLM software showed the full support for direct, mediating and moderating hypothesized relationships; however, the moderated mediation hypothesis was partially supported. It reveals that relative LMX standing of followers predicted in-role performance, organizational citizenship behaviour at an individual level (OCB-individual) and cynicism. Relational identification with the leader mediated the relationship. Moreover, at high LMXSC, the relationship between relative LMX and relational identification and consequently the outcomes were stronger.Originality/valueLMX has widely been studied at dyadic level, despite the suggested high and low LMX quality relationships that exist in a workgroup. This study not only investigates the role of relative LMX on employee performance through relational identification but also reports that subjective evaluation of LMXSC plays a major role in promoting employee performance.

My LMX standing with my leader as compared to my coworkers: conditional indirect effect of LMX social comparison

HAL is a multi-disciplinary open access archive for the deposit and dissemination of scientific research documents, whether they are published or not. The documents may come from teaching and research institutions in France or abroad, or from public or private research centers. L’archive ouverte pluridisciplinaire HAL, est destinée au dépôt et à la diffusion de documents scientifiques de niveau recherche, publiés ou non, émanant des établissements d’enseignement et de recherche français ou étrangers, des laboratoires publics ou privés. Capacité de réactivité des réseaux de franchise en contexte de crise. Rapport réalisé par pour le compte de la Fédération Française de la Franchise Dominique Fernandez, Odile Chanut, François Fulconis, Gilles Paché, Carole Poirel, Carolina Serrano

https://hal.archives-ouvertes.fr/hal-01742083/document

Capacité de réactivité des réseaux de franchise en contexte de crise. Rapport réalisé par pour le compte de la Fédération Française de la Franchise

ResumeLe cynisme est percu negativement dans l’organisation, alors qu’il peut presenter le role d’indicateur d’un climat interne de malaise. Une revue de la litterature montre que le cynisme a une double orientation: l’une negative et l’autre positive. Une etude exploratoire montre que le cynisme est un indicateur d’une representation negative des dirigeants, qui se traduit en une perte de confiance a leur egard par les acteurs organisationnels. Le cynisme positif peut repondre au paradoxe de l’apprentissage organisationnel, car il est une forme de dissidence qui peut devenir un support pour identifier les dysfonctionnements organisationnels et developper la reflexivite des acteurs.

Carolina Serrano-Archimi

Papers

How Perceived Corporate Social Responsibility Affects Employee Cynicism: The Mediating Role of Organizational Trust

Follower reactions to leader trust violations : A grounded theory of violation types, likelihood of recovery, and recovery process

My LMX standing with my leader as compared to my coworkers: conditional indirect effect of LMX social comparison

Capacité de réactivité des réseaux de franchise en contexte de crise. Rapport réalisé par pour le compte de la Fédération Française de la Franchise

Audit social et Changement Organisationnel : Le rôle du cynisme