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This research highlights the ongoing concern about organizational productivity and the lack of focus on designing an optimal model. The authors aim to create a comprehensive model for managing organizational productivity, considering its impact on profitability, customer satisfaction, and employee morale. They use qualitative research methods, including Systematic Literature Review and Interpretive Structural Modeling (ISM).

In this research using the qualitative research method of Systematic Literature Review, 57 variables affecting productivity were identified. These variables were placed in 16 layers by using the ISM method, which were classified analytically in four sections: INPUTS, OUTPUTS, OUTCOMES and IMPACTS. By determining the relationship between the sections, the research model was designed.

The potential model for organizational productivity management provides a comprehensive framework addressing critical factors like technology adoption, employee empowerment, organizational culture, and more. It identifies Linkage, Dependent, and independent variables. The lower layers consist of INPUTS such as Technological Tools, Organizational Values, and more. In the highest layer, impactful variables like Enhanced competitiveness, Improved decision-making, and Improved organizational culture are labeled as IMPACTS. Middle layer variables are categorized as OUTPUTS and OUTCOMES.

In this study, the concept of productivity management was redefined for the first time, and a multi-layered model for productivity management was creatively explicated using the structural equation modeling method.

Healthcare systems receive criticism from both providers and recipients. The diversity in these systems throughout the world makes innovation and change difficult. However, a structured analysis of healthcare systems is crucial to identify areas for improvement and to share best practices for the betterment of healthcare throughout the world.

The paper uses organizational theory as an unbiased tool for evaluating healthcare systems. This theory analyses healthcare systems across five dimensions: environment, culture, social structure, physical structure and technology. This analysis provides an in-depth understanding of the organization's surroundings, formation and function. It offers a lens through which healthcare systems can be envisioned and establishes a vocabulary for communication.

Organizational theory presents a multifaceted approach to initiate assessments aiming to enhance existing healthcare systems and customize them to serve all stakeholders within the focused ecosystem. It alters the dynamics of criticism and presents an opportunity to sustainably address unforeseen healthcare challenges in the future. As the author proceeds to understand healthcare organizations through the perspective of organizational theory, the author also uncovers subtle yet crucial issues such as resource dependence, cultural clashes, organizational silence, bureaucracy, hierarchy, ethics, values, engagement and burnout.

This paper was crafted from a collaborative paper for the final of a master's degree. A collaboration was conceptualized using organisation theory as the tool to align processes and achieve successful outcome. The narrative of the collaboration has been edited and paper presented highlighting the importance of the tool of organisation theory in healthcare systems.

The driving force behind this study is the need to learn more about the ways in which green human resource management (GHRM) can impact sustainable corporate performance (SCP), especially in the context of Ho Chi Minh City's manufacturing sector. The primary objective is to analyze the roles of GHRM, green behavior (GBH) and green commitment (GCM) in relation to SCP, as well as identify the mediating roles of green behavior and green commitment in the relationship between GHRM and SCP.

The research design employs a quantitative approach to investigate the nexus of GHRM and SCP, with a focus on the manufacturing sector in Ho Chi Minh City. Methodologically, the study integrates the ability-motivation-opportunity (AMO) and resource-based view (RBV) frameworks to construct a comprehensive theoretical model. Data are gathered from a sample comprising 322 senior managers and directors representing various enterprises. Analysis is conducted utilizing Smart PLS software version 3.3.7, employing partial least squares structural equation modeling (PLS-SEM) to assess both first-level and second-level variables in a two-step process.

The empirical findings underscore significant relationships between GHRM, green behavior, green commitment and SCP. Specifically, the study reveals that GHRM positively influences green behavior, green commitment and SCP. Additionally, both green behavior and green commitment exhibit positive effects on SCP. Furthermore, the research confirms the pivotal mediating roles of green behavior and green commitment in the relationship between GHRM and SCP.

In terms of originality and value, this study makes notable contributions to both theoretical understanding and practical implications in the field of sustainable business management. By delving into the intricate interplay between GHRM, green behavior, green commitment and SCP, this research extends existing knowledge and offers novel insights. Moreover, the identification of the mediating roles of green behavior and green commitment enriches the theoretical frameworks in this domain. The findings provide practical implications for businesses, particularly in Ho Chi Minh City's manufacturing sector, by emphasizing the significance of optimizing human resource practices for achieving sustainable development goals. This research thus contributes to enhancing competitiveness and sustainability in similar industries, offering valuable guidance for strategic decision-making and policy formulation.

The present study aimed at analyzing the hypothesized relationship between human resource (HR) flexibility and firm performance with the mediating effect of firm innovation and the moderating role of firm-level power distance orientation.

The proposed hypotheses were tested with the two-wave data collected from 209 registered information technology (IT) firms operating in Pakistan. The SMART-PLS examined the model’s hypothesized moderated, mediated and moderated-mediation relationships.

The results confirmed significant relationships between HR flexibility, firm innovation and performance while showing that the link between HR flexibility and firm performance is mediated by firm innovation. The results demonstrated that the firm-level power distance orientation negatively affected the HR flexibility–firm innovation link. These findings provide implications on how HR flexibility leverages firm innovation and performance. However, a power distance orientation in firms may diminish the positive effect of HR flexibility.

HR practitioners and top management can leverage these findings to design and implement policies that promote HR flexibility within IT firms for superior innovation and performance.

Our study offers valuable insights into the contribution of HR flexibility to firm innovation and performance. Specifically, the findings indicate that power distance orientation negatively affects the relationships between HR flexibility, firm innovation and performance. Therefore, HR practitioners and top management can leverage these findings to design and implement policies that promote HR flexibility within IT firms for superior innovation and performance.

The case is based on data collected from in-depth interviews, and from company, third-party and regulatory–agency documents. In addition to prior conversations over several years between the company founders and the lead case writer, there were several rounds of interviews in 2023 with the surviving founder and in-depth interviews with eight of the company’s key managers. Company documents reviewed included bylaws, organization charts, profit and loss statements and staffing statistics, all from founding to sale. Also reviewed were documents and evaluations of company operations and performance produced by the merger & acquisition firm that handled the company’s eventual sale. The company owner insisted on complete disguise of the company and all its members and prohibited disclosure of detailed proprietary financial data.

At the strategic level, this case is about how the unique, complex and changing healthcare environment created opportunities and threats to which a women-owned and run start-up company, Aloe Health (AH), had to respond to become and remain successful. At the personal level, the case illustrates what it takes for an entrepreneur and leader having clinical but no real business acumen to start, expand and turn around a company and ultimately position it for a successful acquisition, continually learning and adapting along the way.

The case describes how two women who were friends for many years started up a home healthcare company later in their lives and grew it into the largest women-owned business of its kind in the USA. Based in the Southwest USA, an area with many factors conducive to success, they navigated the many complexities of US Medicare regulations to create a fully-integrated home healthcare company providing unskilled personal care, medically skilled homecare and end-of-life hospice services to thousands of clients. The case provides background on the founders and the home healthcare industry context, and details the steps taken to start up and build the company into a fairly successful enterprise; one of the largest of its kind in the region. The (A) case ends with one of the founders facing a crisis brought on by the death of her co-founder and the revelation of some significant organization dysfunctions, leaving her unable to profitably exit the company and unsure of whether she would be able to turn things around. The students are tasked with making recommendations for what she should do next.

The (B) case brings events up to fall 2023, describing the steps the surviving founder took to transform her leadership style and the company’s systems and culture, and to navigate the due diligence process associated with preparing for an (ultimately very successful) acquisition. It also shares the owner’s “lessons learned,” and briefly notes the current state of the acquired company and the many AH employees that it continues to employ.

The case provides ample information for students to appreciate the company’s strategy and the challenges of operating in the highly regulated health care industry. However, it is probably even better suited to illustrating the “soft” issues of new-venture management, such as the tendencies of founders to overload themselves by micro-managing their growing venture and not adapting to expansion, and for those with clinical backgrounds to focus on caring for patients and employees while overlooking business essentials and organization systems. It also illustrates how business partnerships among strong-willed individuals can produce dynamics in the founding team similar to a “marriage,” with affection and complementary talents, yet also tensions. It further illustrates the process of a successful turnaround strategy, and the “due-diligence” challenges of preparing for an acquisition.

This case has a range of course applications at multiple education levels. Although it is probably best suited for graduate and executive-level programs, it can also be selectively used in undergraduate classes, particularly if populated by upperclassman. It is ideally suited to courses on entrepreneurship and on healthcare management. For an entrepreneurship course, it could be positioned mid-way through the semester, after covering topics relating to the entrepreneurial mindset, founding teams and business models. It can be used to get the class focusing on competitive issues and the challenges of starting up a company in a highly regulated environment, on entrepreneurial founding-team characteristics and management tendencies (e.g. micro-management control tendencies), on transition issues from start up to growth stages and on exit strategies.

We believe this case is also well suited as a teaching exercise for students pursuing healthcare management studies in baccalaureate and graduate programs (MBA, MHA, MHS) in which instructors wish to broaden student exposure to a real-world scenario that focuses on entrepreneurial behavior in a healthcare setting (a topic of increasing interest to healthcare practitioners and managers given the current trend toward provider formation and ownership of health facilities). Here, the case may be used to focus on the complexities of the healthcare industry, the key differences between various healthcare service business models and on the challenges that technically (clinically) trained professionals often face when trying to manage a healthcare business. Ideal placement of the case would be in a capstone course, after students have been introduced to their functional coursework in topics such as introduction to management, organizational behavior and leadership, financial management and strategic thinking. The case also challenges students to apply knowledge obtained in specialized coursework in healthcare systems and policy, industry regulation, as well as healthcare reimbursement methods.

The case also may be used in organization behavior courses to focus on team, cultural and leadership issues and in strategic management courses to focus on strategy implementation. In addition, there are enough family business themes in the case (even though Aloe is not actually a family business) to use it in a course on managing family businesses.

This article examines whether accountability can contribute to the analysis of effectiveness in grassroots voluntary organizations (GVOs) in France.

Based on recent studies and stakeholder theory, hypotheses are formulated about the negative link between accountability and financial effectiveness and a positive link between accountability and non-financial effectiveness.

The findings show that accountability practices are positive determinants of financial indicators (apart from return on assets [ROA]) and employment of people in difficulty. In contrast, the other non-financial indicators are not explained by accountability practices.

The study points out the complexity and paradoxes surrounding accountability and highlights the risk of insensitivity to it. It thus underlines a specific French situation, close to the risks of myopia linked to accountability. One possible explanation could be the coupling and decoupling mechanisms that allow non-profit organizations (NPOs) to regain power. Given the sometimes-random effects of accountability, producing nuanced theories is necessary, and governance should oscillate between equilibrium and adaptation in the face of stakeholders. Finally, this article introduces the risk of insensitivity of NPOs to accountability (i.e. they act as they wish, regardless of control mechanisms such as accountability).

This study thus reveals governance dilemmas, which could be solved through less formal, more mission-oriented, more creative and therefore heterodox accountability.

The French context of mistrust of certain managerial approaches and the development of codes of governance based on a disciplinary vision are confronted with a growing and critical literature on accountability in NPOs.

On the basis of social identity theory, the purpose of this study is to simultaneously examine how social-based identity (i.e. organizational identification and supervisor support) and personal-based identity (i.e. work-related characteristics and job embeddedness) influence employees’ service sabotage.

By using a sample of 685 employee–customer dyads, this study investigated whether the cross-level moderating roles of organizational identification and supervisor support can activate linkage between work-related characteristics and job embeddedness.

The results of this study indicated that job embeddedness mediates the multiple cross-level effects of organizational identification, supervisor support and work-related characteristics on service sabotage. Moreover, work-related characteristics influence job embeddedness more positively in higher than lower levels of organizational identification and supervisor support.

This study provides a valuable approach to effective management practices, helps to clarify identification at work and expands perceived external prestige for hospitality companies.

These findings support that identity in organizations can be recognized as one of the fundamental concepts that influence individual psychological traits, capabilities, bodily attributes, group classifications and organizational effectiveness.

The current study has a two-fold purpose. Firstly, it aims to analyze the extent to which knowledge management (KM) affects the performance of individuals (task and contextual) on the one hand and that of organizations (product or service, perceived and financial) on the other hand. Secondly, it proposes to investigate the mediating effect of motivation and innovation in the relationship between KM and individual and organizational performance.

Partial least squares structural equation modeling (PLS-SEM) was employed in this study, with mediation analysis performed using advanced PLS-SEM techniques. A total of 1,284 respondents from organizations in both the public and private sectors were included in the sample.

The findings emphasize that KM has a more significant direct effect on individual performance compared to organizational performance. Concurrently, in terms of indirect influence, it is found that KM, through motivation and innovation, has a positive and significant effect on both individual and organizational performances, with a higher influence on the organizational one.

The originality of the work can be noted in designing two different structural models to represent the proposed relationships at the individual and organizational levels. These findings could provide organizational decision makers with empirical evidence, helping them (1) internalize the significance of the KM process in organizations as well as its subsequent effects on individual and organizational performance and (2) identify factors that mediate variable relationships.

Although the literature on the effectiveness of team interventions is constantly expanding, there has been a strong focus on the process mechanisms that could explain their success, often overlooking the contextual aspects in which these interventions are carried out. Based on the Context-Mechanism-Outcome framework, this study aims to investigate the influence of contextual factors on the effectiveness of digital team coaching interventions that use social network visualisation to enhance team coordination and reduce interpersonal conflicts.

Using a multi-wave, longitudinal design, this research analysed 38 work teams from three organisations over three-time points. Data collection focused on manager and peer support, the mechanisms of training transfer and action plan implementation and the outcomes of these interventions. Surveys were administered in three organisations, involving 317 respondents across different phases. The intervention spanned six to eight months, incorporating three to four structured online group sessions. Each session involved a multi-stage process, concluding with a result-oriented action plan about work-related goals. The intervention included social network visualisation, discussions, coaching and continuous refinement of action plans.

The analysis highlights how manager support significantly correlates with team coordination and performance, mainly when teams are less engaged in implementing action plans. Peer support did not show a mediating effect on training transfer or outcomes but had direct positive impacts on team coordination and performance.

Teams actively implementing action plans may require less immediate managerial support for effective coordination and high performance. The manager’s role becomes crucial, particularly in the early stages of the intervention or in those teams where online coordination alone may not be adequate for action plan implementation. Peer support for training transfer could enhance the effectiveness of the intervention in achieving desired team outcomes; therefore, cultivating a supportive peer environment is crucial for the success of such interventions. Monitoring and assessing team dynamics are vital to maximise the benefits of digital team coaching interventions.

This study stands out for its innovative exploration of the interplay between managerial and peer support in the context of digital team coaching, using social network visualisation as a novel approach to enhancing team dynamics.

Organizational design has been suggested as a facilitator of an organization’s dynamic capabilities. This study aims to investigate the role of organizational design in the concept of dynamic capabilities and explores how it facilitates long-term dynamic capabilities in practice.

Empirical data were collected via a longitudinal case study conducted at a global company engaged in the development and manufacture of railway equipment. Specifically, this study focused on one of the organization’s sites in Sweden for a period of approximately five years.

Organizational design has a twofold impact on dynamic capabilities, functioning as both a facilitator and an impediment. It is essential for structures and processes to align with the available resources and capabilities of an organization. Moreover, managers’ beliefs and decision making significantly influence the extent to which organizational design choices effectively foster dynamic organizational performance.

This longitudinal case study contributes to the theory of dynamic capabilities by identifying key changes in an organization that is transforming to become more dynamic and the impact of organizational design on the organization’s dynamic capabilities.