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1 – 10 of 24Makhmoor Bashir, M. Muzamil Naqshbandi and Rayees Farooq
The purpose of this paper is to systematically analyze the literature on business model innovation by identifying its triggers, enablers, barriers, dimensions, outcomes and…
Abstract
Purpose
The purpose of this paper is to systematically analyze the literature on business model innovation by identifying its triggers, enablers, barriers, dimensions, outcomes and highlight avenues for future research.
Design/methodology/approach
A systematic literature review of papers on business model innovation was conducted based on the recommendations of Tranfield et al. (2003) from 2000–2019. A total of 70 conceptual and empirical studies on business model innovation research spanning from 2000 to 2019 were analyzed based on different classification schemes.
Findings
The systematic review approach of this paper offers a new perspective in understanding business model innovation, bridges the gap in the extant literature by providing consolidation regarding the triggers, enablers, barriers, dimensions and outcomes of business model innovation and indicating avenues for future research.
Research limitations/implications
A review of literature on business model innovation carried out in this paper is expected to open up new horizons for future researchers to develop and empirically test frameworks related to business model innovation. The five themes identified to shed light on important aspects of business model innovation. These themes are expected to not only strengthen the theoretical foundations of business model innovation but also help practitioners develop and implement business model innovations in their organizations. In particular, the themes related to the enablers, barriers, triggers and outcomes of business model innovation can provide useful insights for practitioners.
Originality/value
This study is the first of its kind that has provided consolidation regarding the triggers, enablers, barriers, dimensions and outcomes of business model innovation.
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M. Muzamil Naqshbandi, Thuraya Farhana Said and Adilah Hisa
This study aims to examine the impact of learning organizational culture on organizational effectiveness. The study also explores the role of employee work engagement as the…
Abstract
Purpose
This study aims to examine the impact of learning organizational culture on organizational effectiveness. The study also explores the role of employee work engagement as the intervening mechanism in the learning organizational culture-organizational effectiveness association.
Design/methodology/approach
The data were collected from middle and top managers using the survey approach from the manufacturing and services sectors in India. Structural equation modeling and fuzzy-set qualitative comparative analysis (fsQCA) were used to analyze the data.
Findings
We found that organizational effectiveness is positively affected by learning organizational culture and that employee work engagement mediates this relationship. Our findings provide an essential building block in the research of learning organizational culture, work engagement and organizational effectiveness.
Originality/value
This study establishes linkages among the variables of interest by examining the impact of a learning organizational culture and work engagement on organizational effectiveness. It augments the existing literature on organizational effectiveness by elucidating the role of a learning organizational culture and work engagement as critical enablers of organizational effectiveness. Additionally, the study furnishes empirical evidence demonstrating the mediating role of work engagement in the relationship between a learning organizational culture and organizational effectiveness.
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Nurul Amirah Ishak, M. Muzamil Naqshbandi, Md. Zahidul Islam and Wardah Azimah Haji Sumardi
This study aims to examine the role of organisational commitment (affective, normative, continuance) in influencing employees’ knowledge application behaviour during the COVID-19…
Abstract
Purpose
This study aims to examine the role of organisational commitment (affective, normative, continuance) in influencing employees’ knowledge application behaviour during the COVID-19 pandemic. This study also probes the moderating role of leader–member exchange (LMX) in the association between organisational commitment and knowledge application.
Design/methodology/approach
This study used a sample of 206 employees working in various private sector organisations in Brunei Darussalam. Structural equation modelling using Smart-PLS was used to test the hypothesised relationships.
Findings
The findings show that affective and normative organisational commitment spurred employees’ knowledge application behaviour significantly during the COVID-19 crisis. However, the moderating effect of LMX could not be established in this study.
Practical implications
The findings provide managers with insights into the crucial role organisational commitment can play in encouraging knowledge application in an organisation.
Originality/value
Studies exploring the enabling factors of knowledge application are scarce, especially in the context of a global crisis such as the COVID-19 pandemic. This study develops a model and empirically validates the importance of organisational commitment for knowledge application amidst the COVID-19 pandemic. This study also provides insights for managers into how LMX can affect knowledge application outcomes, particularly during uncertain times.
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Neetu Choudhary, M. Muzamil Naqshbandi, P.J. Philip and Rajender Kumar
The purpose of this paper is to examine the impact of emotion management ability of leaders on employee job performance by highlighting the mediating role of employee perception…
Abstract
Purpose
The purpose of this paper is to examine the impact of emotion management ability of leaders on employee job performance by highlighting the mediating role of employee perception of job characteristics.
Design/methodology/approach
Hypotheses were developed and tested using multi-source data collected from 65 dyads of heads of department and their subordinates.
Findings
Results show that leaders’ emotion management ability relates positively to employee job performance, and that this relationship is mediated by employees’ perception of job characteristics.
Research limitations/implications
Cross-sectional data were used to test the hypotheses. Generalizability of the findings is limited as the sample is taken from only one industry in India.
Originality/value
The findings contribute to HRM and leadership literature. The study has implications for jobs that require a high degree of interpersonal interaction with subordinates. Unique value also lies in the context of the study as this study is one of the first to explore the phenomenon in India.
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M. Muzamil Naqshbandi, Sheik Meeran, Minseo Kim and Farooq Mughal
This study aims to explore how the three types of human resource (HR) practices, encapsulated in the ability, motivation and opportunity (AMO) model, foster a learning…
Abstract
Purpose
This study aims to explore how the three types of human resource (HR) practices, encapsulated in the ability, motivation and opportunity (AMO) model, foster a learning organizational culture (LOC). In doing so, the authors evaluate the centrality of knowledge sharing (KS) in mediating this relationship.
Design/methodology/approach
A quantitative survey is undertaken to collect data from managers working in organizations operating in the UK. The authors use several statistical techniques to assess the psychometric properties of the measures and test the hypotheses using multiple regression executed with Preacher and Hayes’ Process macro.
Findings
The findings show that the AMO HR practices significantly facilitate the development of a LOC in the workplace, and KS among organizational members amplifies the effects of these HR practices in the process.
Originality/value
A LOC functions as an important source of organizational performance and effectiveness. It enhances the absorptive capacity of the organization to capture, share and transfer knowledge to optimize work. Hence, developing a culture that nurtures organizational learning could be a priority for managing HR. This study, therefore, extends the understanding of the role of AMO HR practices in fostering a learning culture – thus, providing managers with the essential knowledge to improve performance. The study also enriches the literature on HR practices, KS and LOC by integrating these three variables into a unifying framework.
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Makhmoor Bashir, M. Muzamil Naqshbandi and Anish Yousaf
Research in the area of business model innovation (BMI) has focused on theoretical and exploratory discussions, thereby creating a lack of empirical evidence on the role of top…
Abstract
Purpose
Research in the area of business model innovation (BMI) has focused on theoretical and exploratory discussions, thereby creating a lack of empirical evidence on the role of top management in BMI. The current study focuses on this research gap and provides empirical evidence by studying the impact of top managers’ managerial skills, managerial ties and entrepreneurial skills on BMI. It also seeks to explore the mediating influence of explorative and exploitative learning.
Design/methodology/approach
Data were collected from 200 respondents from top multinational firms in India covering six sectors, which was analyzed using structural equation modeling.
Findings
The findings reveal significant positive relationships of BMI with managerial skills, entrepreneur skills and managerial ties, and these relationships are found to be mediated by exploitative and explorative learning.
Practical implications
Given the increasing importance of BMI to organizational success, the study has highlighted that top managers’ skills and ties favorably influence BMI. Organizations can make related investments in training and capacity building by instituting appropriate programs in their organizations. In addition, organizations can exercise caution during recruitment by recruiting and selecting managers in top management teams who excel in managerial skills.
Originality/value
This study is one of the few to validate a comprehensive measurement model that highlights the influence of managerial skills, entrepreneur skills and managerial ties on BMI, explaining these associations with the mediating role of exploitative and explorative learning.
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Fazli Idris and M. Muzamil Naqshbandi
The purpose of this study is to explain the components of competitive priorities of Indian service firms, to find out the competitive priorities of different service industries in…
Abstract
Purpose
The purpose of this study is to explain the components of competitive priorities of Indian service firms, to find out the competitive priorities of different service industries in India and to find out how these competitive priorities change across low- and high-performing service firms.
Design/methodology/approach
An empirical study of 166 firms from five different service industries is undertaken in New Delhi and its surroundings.
Findings
The results reveal the presence of three competitive priorities in the services sector in India: cost, flexibility and quality/delivery, with quality/delivery being the most distinctive competitive priority. Hotel and auto-repair industries are found to be focused on controlling costs, while hospitals, banks and private colleges prioritized quality/delivery. For high-performing firms, cost is the top most competitive priority, followed by quality/delivery and flexibility, while for low-performing firms, quality/delivery remains the top most competitive priority, followed by flexibility and cost.
Originality/value
The paper enhances the understanding of competitive priorities in the Indian services sector. The identification of competitive priorities of different service industries in India and their dynamics across different industries add value to the current literature and fill an important research gap. Additionally, surveying diverse industries in this paper reveals a holistic picture of the Indian service industry and helps achieve some degree of cross-industry perspective.
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M. Muzamil Naqshbandi, Ibrahim Tabche and Neetu Choudhary
The purpose of this paper is to examine the relationships between empowering leadership style and two types of open innovation: inbound and outbound. The intervening mechanism of…
Abstract
Purpose
The purpose of this paper is to examine the relationships between empowering leadership style and two types of open innovation: inbound and outbound. The intervening mechanism of employee involvement climate in these relationships is also investigated.
Design/methodology/approach
The paper uses data collected using a questionnaire survey from middle and top managers working in various firms in northern India.
Findings
Results reveal that empowering leadership positively affects both types of open innovation. Thus empowering leadership supports followers to seek, integrate and diffuse new ideas and knowledge to improve open innovation outcomes. Further, the mediating role of employee involvement climate is established for empowering leadership-inbound open innovation link. This suggests that an empowering leadership style creates an employee involvement climate that empowers employees and involves them in relevant decision-making which consequently enhances a firms inbound open innovation performance.
Research limitations/implications
This study used a cross-sectional research design and a relatively small sample size. These limitations can affect generalizability of the findings.
Originality/value
The paper contributes to leadership and open innovation literatures and provides insights into how the practitioners can use an appropriate leadership style to maximize success in the open innovation paradigm. The study is one of the first to empirically shed light on this strand of open innovation research.
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M. Muzamil Naqshbandi, Ibrahim Kabir, Nurul Amirah Ishak and Md. Zahidul Islam
Drawing on the job demands-resources (JD-R) model, the authors examine how working in the hybrid workplace model (telework and flexible work) affects job performance via the…
Abstract
Purpose
Drawing on the job demands-resources (JD-R) model, the authors examine how working in the hybrid workplace model (telework and flexible work) affects job performance via the intervening role of work engagement.
Design/methodology/approach
The authors adopted a quantitative approach and collected data from 277 employees working in universities in Nigeria. Partial least square structural equation modelling was used to analyse the data and test the hypotheses.
Findings
The findings reveal that flexible work, not telework, has a significant and positive effect on job performance. It also emerges that flexible work positively affects work engagement, and work engagement significantly mediates the relationship between flexible work and job performance. However, the findings do not support the effect of telework on work engagement and the mediating role of work engagement in the proposed relation between telework and job performance.
Originality/value
The paper provides fresh insights by linking the components of the hybrid workplace model with job performance and employee work engagement and extending the JD-R model to the hybrid workplace setting. The practitioners can benefit from the findings of this study by factoring in the importance of the hybrid workplace model in designing policies and procedures to promote job performance.
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The purpose of this paper is to develop and test an integrated model to examine the relationship between managerial ties and two types of open innovation (OI). It takes into…
Abstract
Purpose
The purpose of this paper is to develop and test an integrated model to examine the relationship between managerial ties and two types of open innovation (OI). It takes into account the mediating role of realized absorptive capacity and explains how a firm’s ability to recognize the value of new information, assimilate it and apply it to commercial ends can facilitate OI.
Design/methodology/approach
Data were collected from 259 middle and top managers working across different sectors in the United Arab Emirates.
Findings
Results obtained using structural equation modeling show that managerial ties facilitate both in-bound and out-bound OI. Results also establish the mediating role of realized absorptive capacity in these relationships.
Research limitations/implications
Use of cross-sectional data as was done in this study has been criticized for being inappropriate to test causal models. Besides the findings may not be generalizable to different industries/cultures/regions.
Practical implications
This study suggests that managerial ties act to support OI in firms thus giving the insight that managers should be appreciated to build ties with managers of other firms, universities and government officials. Doing so can help firms achieve better OI outcomes. Firms should arrange means of interaction of their managers with these external knowledge sources such as events and occasions where managers of different firms can interact with each other to foster strong ties among them.
Originality/value
The above findings contribute theoretically to OI and managerial ties literature while providing insights for practitioners on how to succeed or avoid failure in their OI initiatives. These insights are novel and are new to the OI and managerial ties theory.
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