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This study explored the relationship between employees' cognitive capabilities and firm performance by exploring the moderating role of decision-making style and the mediating effect of knowledge creation. Understanding the role of cognitive capabilities in value creation is crucial for human resource management to achieve the anticipated organizational performance.

Structural equation modeling, cognitive skills theory, cognitive skills acquisition theory and a knowledge creation framework were applied.

The first finding suggests that only A-shaped skills predict higher knowledge creation, while T-shaped skills do not. Second, knowledge creation predicts higher financial performance and a lower level of financial uncertainty. Third, T-shaped skills have no indirect effect on financial performance or financial uncertainty. Fourth, A-shaped skills exerted significant indirect effects on financial performance and uncertainty. Fifth, the rational decision-making style did not moderate the link between knowledge creation and financial performance, as opposed to the intuitive decision-making style.

A review of existing research indicates a lack of studies examining the effect of cognitive skills on organizational outcomes and contingencies under which cognitive skills lead to superior outcomes. This study advances research on T-shaped and A-shaped skills and knowledge creation by empirically exploring their interrelationships with financial performance. Managerial implications and suggestions for future research are also highlighted.

The aims of this research are to present a comprehensive and holistic view of talent management (TM) at universities by exploring the current practices of TM among private and public universities in Jordan and make a comparison between the two sectors in regard to how they recruit, retain, train and develop, and measure the performance of talented people. Moreover, the practice of recruitment and selection, or so-called reflective or process-oriented practices, has given special attention to see how both public and private universities differ in regard to this process in particular.

A structured questionnaire was utilized to elicit responses from participants on five selected constructs, recruitment and selection reflective or process-oriented practices, retention, training and development, and performance management. A convenient sampling approach was used to source participants for the study. The data has been analyzed, structured and organized utilizing SPSS software to analyze the results. Frequency tests have been used to test the demographic variables. Descriptive analysis was used to check the standard deviation and mean for total items. The reliability, discriminate validity, convergent validity and correlation matrix of all the questions have been tested using various methods. Moreover, exploratory (EFA) and confirmatory (CFA) tests were performed. For testing the hypothesis and to examine whether or not there is a significant difference in TM practices between public and private universities in Jordan, independent sample t-tests have been employed.

The results show that the means of TM practices differ slightly between public and private universities. The public universities demonstrate a higher level of TM practices compared to private universities in all practices except that of performance management. However, while there are visible differences in TM practices between public and private universities, these differences were not statistically significant. On the other hand, we revealed a significant difference in the reflective or process-oriented practices between public and private universities. The results show that HR departments in public universities are more likely to have less power in performing the recruitment and selection processes as compared to private universities. We also compared the extent to which elite academics in public universities select candidates congruent with their own personal and scientific preferences to the extent their counterparts do so in private universities and the results indicate that this practice differs significantly between public and private universities being far more common in private universities. Finally, we compared the practice of academic talents being recruited through informal networks of scouts between private and public universities. The results show a slight and insignificant difference between private and public universities concerning this practice.

This study is built on the concept of “new managerialism” in higher education, which supports collaboration between HRM professionals and academics to enhance TM practices. This research contributes to the body of knowledge by combining “reflective or process-oriented practices” with other TM practices in an attempt to make a comparison of public and private institutions’ practices and provide a more comprehensive view of the TM process. However, the overwhelming majority of study on TM has been carried out in Western countries, with limited attention paid to non-Western contexts. Even though this growing body of research has advanced our theoretical and empirical knowledge of TM, there is still a need to comprehend TM practices in the rest of the globe, particularly when one considers the cultural and institutional disparities that exist between countries. Moreover, according to the researcher’s best knowledge, no previous studies have compared public and private universities regarding talent management, and it would be of great importance to investigate the implementation of TM practices in this vital sector.

This paper draws on resource-based theory (RBV) to examine the impact of the management control system (MCS) package on business performance through the mediating role of entrepreneurial competencies and the interaction role of business strategy in small and medium-sized enterprises (SMEs).

A total of 372 questionnaires were used in this research for analysis purposes using partial least square–structural equation modelling. Cluster sampling was used and nine states out of 16 states were selected randomly, including Kelantan, Johor, Sarawak, Selangor, Kedah, Kuala Lumpur, Penang, Perak and Sabah, because the nine states cover 84.4% of the total SMEs.

The results revealed that only cultural and administrative control has no relationship with business performance. Moreover, in the MCS package, all elements have a significant and positive influence on entrepreneurial competencies. Furthermore, business strategy (cost leadership and differentiation strategy) significantly moderates, while entrepreneurial competencies mediate between, cultural, planning, cybernetic, rewards and compensation, administrative control and business performance.

SMEs in Malaysia are contributing 36.6% to gross domestic product. Further, as this sector is important, less attention has been paid to this area of MCS package with business strategies to determine organisational performance. This study fills these gaps, and the recommendations and findings for further research are discussed in detail accordingly. Moreover, the findings of the current research provide guidelines for the management of SMEs.

本文應用資源基礎理論，來探討管理控制系統套裝對經營績效的影響；研究的進行，乃透過探討企業家才能所扮演的中介角色以及在中小型企業裡，經營策略所扮演的交互作用角色。

研究共分析了372份調查問卷, 研究使用的方法為偏最小平方法PLS-SEM。使用集體抽樣法，從16個州屬中隨機抽取9個州，該9個州包括吉蘭丹州、柔佛州、砂拉越、雪蘭我、吉打、吉隆玻、檳城、霹靂和沙巴；這是因為該9個州已涵蓋整體中小型企業的84.4%。

研究結果顯示，只有文化和行政管制是與業務績效沒有關聯的。而且，在管理控制系統套裝裡，所有元素對企業家才能均有顯著和正面的影響。再者，經營策略 (成本領先戰略和差導化戰略) 在文化、策劃、神經機械學、獎勵和補償、行政管制與經營績效之間起著顯著的緩和作用；而企業家才能則於當中起中介的作有。

在馬來西亞，中小型企業佔國內生產總值的36.6%。再者，這個部門至為重要，唯對管理控制系統套裝這範疇 (組織的業績如何取決於經營策略) 的關注則不足 。本研究彌補這研究的差距，因應為進一步研究仔細討論了建議和研究結果。另外，本研究的研究結果，為管理中小型企業提供了指引。

The purpose of this study was to investigate the connection between green human resource management (GHRM) and corporate social responsibility (CSR). In addition, this study also investigates how the impact of GHRM varies depending on the extent of transformational leadership.

Adopting a quantitative approach, the sample consists of 376 employees who hold leadership positions in the academic body and those who work in human resources units at universities who won the Web Metric Award.

Results have shown that all GHRM practices were found to have a significant and positive effect on CSR. In addition, the findings revealed that transformational leadership positively moderates the relationship between GHRM and CSR.

The findings of this study contribute to the existing body of knowledge by providing empirical evidence of the positive relationship between GHRM practices, transformational leadership and CSR performance. In addition, the study highlights the moderating influence of transformational leadership on the relationship between GHRM and CSR, suggesting that transformational leadership can increase the efficacy of GHRM practices in promoting CSR outcomes.