What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

This book provides an excellent and elegant analysis of the field of human resource management. While the title implies that it is only about the relationship of human resource management to organi...

Strategy and human resource management

Sustainable supply chain management practices, supply chain dynamic capabilities, and enterprise performance

Purpose – The purpose of this paper is to investigate a model of collaboration based on the notion of firms having strong working relationships with their suppliers and customers. Whilst issues associated with collaborative relationships between firms and their trading partners are a key theme currently being addressed in the supply chain management literature, there appears to be a lack of clear guidelines as to how such capability can be developed in a practical sense.Design/methodology/approach – Data from 418 Australian manufacturing plants are used to test the model. Two key constructs, customer relationship and supplier involvement, are developed. For predictive validity purposes, these constructs are regressed against firm performance construct.Findings – Results of structural equation modeling analysis show, inter alia, that there is some support for this collaboration model, with both collaboration‐based constructs influencing performance.Originality/value – The results provide an insight into ho...

The nature and effectiveness of collaboration between firms, their customers and suppliers: a supply chain perspective

The purpose of this paper is twofold: first, to examine relevant organizational “human” aspects that support circular economy (CE); and second, to investigate the influence of perception of organizational justice (OJ), psychological empowerment on job satisfaction (JS) through mediating role of organizational citizenship behavior (OCB).,The study used survey questionnaire. The data were statistically analyzed using structural equation modeling (SEM) to test hypotheses of the study.,OJ positively and significantly influences psychological empowerment. Also, it was found that OCB and psychological empowerment to positively and significantly influence JS. Furthermore, OCB positively and significantly mediates the influence of OJ and psychological empowerment on JS.,Employees should be provided with fair and empowering environment to derive positive outcomes in terms of organizational citizenship behavior and JS. The study also suggests recognizing the importance of OCB in an organization to enhance JS and support CE.,The study presents empirical evidence in Indian context on how to encourage employees to display voluntary job behaviors and keep them job satisfied.

Interplay of organizational justice, psychological empowerment, organizational citizenship behavior, and job satisfaction in the context of circular economy

Although incivility has been identified as an important issue in workplaces, little research has focused on tolerance to workplace incivility Drawing on conservation of resources and psychological ownership theory, this article investigates the mediating role of employee cynicism on the relationship between tolerance to workplace incivility and outcome variables (ie, service innovative behavior, knowledge hiding behavior, and job search behavior) in the hospitality industry Structural equation modeling and artificial neural network were applied on survey data obtained from five‐star hotels in Jordan Building on the proposed theories, we show that employee cynicism mediates the link between tolerance to workplace incivility and knowledge hiding behavior, and job search behavior Implications for theory and practice are discussed

Linking Tolerance to Workplace Incivility, Service Innovative, Knowledge Hiding, and Job Search Behavior: The Mediating Role of Employee Cynicism

The purpose of this paper is to examine the effect of ethical leadership on followers’ organizational citizenship behavior (OCB) and turnover intention and to examine the mediating role of intrinsic motivation in the relationships.,The study employed a quantitative research method with a sample of 351 supervisor–subordinate dyads in three large public universities in the Kurdistan Region of Iraq. The statistical analysis was conducted using Statistical Package for Social Science software, through multiple regression analyses to test the research hypotheses.,The results indicated that ethical leadership positively related to OCB and negatively related to turnover intentions. The results also showed that intrinsic motivation fully mediates the relationship between ethical leadership, OCB, and turnover intentions.,This study recognized the gap in the literature, and it contributes to the body of knowledge through an examination of the mediating role of intrinsic motivation between ethical leadership, OCB and turnover intention, relying on the cognitive evaluation theory.

The influence of ethical leadership on academic employees’ organizational citizenship behavior and turnover intention: Mediating role of intrinsic motivation

Academic institutions like other business organizations strive to achieve, maintain, and sustain their competitive advantages. In this study, we examined the influence of the “strategic human resources management (HRM) practices” on the achievement of “competitive advantages” that will be sustainable, with an evaluation of the mediating role of “human capital” development, and the commitment of employees in an academic environment. Six hundred questionnaires were randomly distributed to the employees of selected universities in Erbil City of Iraq. Structural equation modeling (SEM) techniques were employed for the analysis with the use of Smart Partial Least Square PLS. Findings from our study revealed a linear and positive influence of the strategic HRM on the sustainability of “competitive advantages”; strategic HRM was also found to positively influence human capital development and the commitment of employees to the institutions; the influence of both human capital development and employees’ commitment were found to have a partial mediation in the strategic HRM practices and sustainable competitive advantage (SCA) relationship. Finally, theoretical and management implications were suggested.

The Impact of Strategic Human Resource Management Practices on Competitive Advantage Sustainability: The Mediation of Human Capital Development and Employee Commitment

As organizations operate in an inexorable marketplace, there are always new and unpredictable difficulties that make managerial roles harder and the achievement of organizational goals and objectives more critical. Recently, the implementation of talent management practices in achieving sustainable organizational performance that will match the firms’ operational and strategic goals have been the concern of both academics and practitioners, but the issue has not been exhaustively investigated. Thus, the aim of this study is to investigate the effect of talent management practices on the sustainable organizational performance in real estate companies located in the United Arab Emirates. This paper seeks to make contributions through an empirical evaluation of talent management in the United Arab Emirates. A structured questionnaire was distributed to collect data from a study sample of 306 managers working in real estate companies. The proposed hypotheses were verified by structural equation modeling (SEM). The results of this study show that talent attraction and talent retention had no impact on the sustainable organizational performance, whereas learning and development and career management were found to have significantly positive impacts. The study suggests that learning and development, and employee career management, should be leveraged on by the management by concentrating on the coaching and training programs and job rotation so that the firm can achieve sustainable organizational performance.

The Impact of Implementing Talent Management Practices on Sustainable Organizational Performance

Purpose – The purpose of this study is to introduce the concept of social welfare chain and address the challenges in decision making through the development of an optimal planning model for a nongovernmental organization (NGO). The distinctive properties of the social welfare chain and its relationship with the humanitarian relief chain in the context of supply chain management are also discussed. The paper presents a real decision problem and analyzes the managerial impacts of the proposed solution.Design/methodology/approach – The study of social welfare policy and the review of the humanitarian literature has necessitated the introduction of the social welfare chain. Based on its definition, an optimal facility location distribution model that consolidates the non‐integrated style of logistics functions with a cost minimizing approach is developed. The General Algebraic Modeling System (GAMS) is used in order to optimize the coal distribution model of an NGO. Data is obtained from an NGO that aims to ...

Tarik Atan

Papers

Linking Tolerance to Workplace Incivility, Service Innovative, Knowledge Hiding, and Job Search Behavior: The Mediating Role of Employee Cynicism

The influence of ethical leadership on academic employees’ organizational citizenship behavior and turnover intention: Mediating role of intrinsic motivation

The Impact of Strategic Human Resource Management Practices on Competitive Advantage Sustainability: The Mediation of Human Capital Development and Employee Commitment

The Impact of Implementing Talent Management Practices on Sustainable Organizational Performance

Improving social welfare chain using optimal planning model