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The purpose of this paper is to examine the mediating role of systems adaptability in the relationship between emotional intelligence and talent management in tertiary institutions in Uganda.

To achieve the study purpose, the authors used responses from 91 tertiary institutions following a cross-sectional survey design. Partial least structural equation modelling (PLS-SEM) was used to analyse the data and done at an institutional level.

The results reveal that systems adaptability plays a full mediating role in the relationship between emotional intelligence and talent management in tertiary institutions as it accounts for 96.68% variance.

Managing talented employees is not a snapshot process, yet the authors used a cross-sectional design. This paper is limited in this regard. Also, talent management in this paper is only explained by emotional intelligence and systems adaptability.

Talent management is explained by emotional intelligence and systems adaptability, which are metaphors of emotional intelligence and complex adaptive system theories. The authors also add to theory by establishing a fully mediating role of systems adaptability between emotional intelligence and talent management.

This paper establishes the mediating role of systems adaptability in the relationship between emotional intelligence and talent management in tertiary institutions.

This paper offers a theoretical explanation to a positive story of a micro enterprise found in Uganda, an African developing country that has successfully managed workplace relationships, its survival and good performance. Specifically, the paper examines multiple theories to explain the practice in this enterprise.

The study uses storytelling, a form of narrative inquiry embedded in qualitative methodology. Based on in-depth interviews with the owner-manager and employees, a story was developed detailing their practical experience while focusing on the context, actions, results and lessons.

Findings reveal that micro enterprises that allow free generation of ideas across all levels with optimistic people who reciprocate and work together create a friendly work atmosphere with support for one another, with the ability to amicably resolve conflicts and build trust. More so, theories including social exchange theory, relational cohesion theory, complex adaptive systems theory and cultural historical activity theory help explain the manifestations of relational people management in micro enterprises.

This paper is unique in its use of a positive story showing a practical experience of how workplace relationships are managed in a micro enterprise found in Uganda. In addition, a multi-theoretical perspective is used to explain the manifestations in the story which may be novel in the study context. Thus, a conceptual model is proposed depicting generalized reciprocity, positive emotions, generative leadership and relational agency as antecedents of relational people management with relational agency again mediating the other relationships.

This paper aims to suggest a multi-theoretical explanation using a success story to explain psychological well-being (PWB) among employees of K.C, a small enterprise found in Uganda, a developing country in Africa.

The study used qualitative methodology. Based on in-depth interviews with K.C employees, a story was developed describing the practical experience, focusing on the context, actions, results and lessons learnt. Regarding the sample size, the saturation point was attained on the seventh participant.

Findings reveal that employees that possess psychological capital set targets and generate avenues that allow them to achieve set goals, with personal initiative that makes them proactive to accomplish work tasks and individual adaptability that enables them to adjust their emotions and behavior to fit in a complex working environment, which makes them to think, feel and act positively. Furthermore, several theories, including broaden and build, personal initiative and complex adaptive systems theory, explain the manifestations of PWB of employees in small enterprises.

The study was limited by focusing on the context of a small enterprise. Future research may investigate other study contexts whose findings might be different. In addition, the study being hypothetical lacked statistical testing. It would be a meaningful effort if future studies statistically tested the suggested model. Irrespective of the limitations, the findings of this study remain significant.

In practice, employees may replicate these findings to nurture PWB which eventually contributes to enterprises’ success. This could provide answers to the psychological challenges experienced by employees of small enterprises, especially in the African developing countries like Uganda where this is a major challenge. Specifically, the workers of K.C enterprise may depend on their PWB to deal with workplace challenges and sustain the enterprise’s performance.

Socially, there is need to embrace positive social relationships among employees at the work place which will translate into well-being of society.

This paper is exceptional because it uses a success story showing practical experiences of how PWB of employees in small enterprises is nurtured in Uganda. In addition, a multi-theoretical perspective is used to explain the manifestations in the story, which is the greatest contribution of this paper. Further, a conceptual model is still proposed, depicting psychological capital, personal initiative and individual adaptability as antecedents of PWB.

This paper aims to investigate whether relational agency fosters relational people management using evidence from micro and small enterprises in Uganda, an African developing country. Specifically, the paper examines whether the individual relational agency dimensions (shared learning, mutual cooperation, collective efficacy and interaction enablement) also affect relational people management.

A cross-sectional survey design using a quantitative approach was used in this study. Data were collected from 241 micro and small enterprises in Uganda using a structured questionnaire and were analysed using the Statistical Package for Social Scientists.

The results indicate that relational agency is positively and significantly associated with relational people management. Findings further indicated that collective efficacy, mutual cooperation, shared learning and interaction enablement individually matter in relational people management.

To the best of the authors’ knowledge, this study may be among the first to demonstrate that relational agency and its individual dimensions (interaction enablement, shared learning, mutual cooperation and collective efficacy) foster relational people management in the context of micro and small enterprises of Uganda, an African developing country. Consequently, this study contributes to both theory and literature via the cultural historical activity theory, hence, adding to the scant existing literature on relational agency and relational people management.

There is noted emphasis on the role of small businesses as conduits for economic development especially in emerging economies. Given this, there is need for constantly seeking for ways to assist small businesses achieve success. Calls exist in the literature to investigate the combined role that strategy and human resource management practices can play leading to efforts of financial success.

A structured questionnaire was utilised and data collected from 401 small businesses operating in the Eastern Province of South Africa. Pearson product–moment correlation and hierarchical regression were used in the data analysis.

The results confirm that a direct relationship exists between strategy and financial performance. Further, the relationship is made significant only through the mediation effect of human resource management practices.

To fully realise the enactment of strategy within small businesses there is need to pay attention to the role that human resource management practices may potentially have on financial performance. Small business owner-managers need to ground their strategies with sound human resource management practices. Through this, firm financial performance can be attained.

The paper sheds light and presents a model that illustrates the mediating role of human resource management practices on the relationship between strategy and financial performance.

The purpose of this paper is to examine the relationship between organizational commitment and organizational citizenship behaviour (OCB) among local government civil servants.

This paper adopts a cross-sectional survey research design with a response of 239 civil servants in the local government sector; data was collected using a questionnaire and quantitative approaches were used in analysis.

The findings reveal that there is a significant positive relationship between organizational commitment and organizational citizenship behaviour. The predictive power of organizational commitment on OCB is, however, lower than other similar studies in extant literature. Despite being significant, the coefficient of determination in the final model was very low raising thoughtful concerns hence recommendation for further analytical studies in the local government context in the African setting.

The results in this study cannot be without limitations. The authors take a note of the sector that the authors studied, i.e., local governments, in which the authors may not have contextualized the concepts very well and had challenges of interpretation by the respondents. The authors were also limited by the lack of context-specific literature to underpin our discussion. The paper is also limited by the narrow scope of one region in Uganda and thus generalizability to the African level may be done with caution.

This study provides important implications to policy, practice and research. While policies provide for expected efficiencies and productivity, the authors note that an environment in which these are to be achieved is important when it promotes OCB. Policy makers should bear in mind behavioural elements for affective, normative and continuance commitment.

This study contributes to the body of knowledge by finding further support for the relationship between organizational commitment and OCB, and advances a likely debate that among local government civil servants in a developing country context the predictive power could be very low. This possibly explains the efficiency gaps at this level of state governance.

This paper aims to examine the mediation role of behavioral intention in the relationship between attitude, subjective norm, perceived behavioral control and knowledge sharing behavior.

The study adopted a cross-sectional design to collect data used to carry out mediation analysis. Structural equation modeling was used to test for the mediation effect based on the theory of planned behavior.

The results reveal positive and significant relationships between attitude, subjective norm, perceived behavioral control and behavioral intention. There is a full mediation effect of behavioral intention between attitude, subjective norm, perceived behavioral control and knowledge sharing behavior. This implies that behavioral intention wholly processes planned behavior prediction.

The sample size was small, covering only two referral hospitals which affects the generalization of findings across all the hospitals in Uganda. The study was cross-sectional focusing on a one-off perception, which does not examine knowledge sharing behavior over time. This may necessitate follow-up studies in a longitudinal design to capture the trend of results.

Managers in referral hospitals should create opportunities for health professionals to enhance knowledge sharing behavior. Knowledge sharing practices should be embedded in the performance appraisal and reward systems which should promote positive knowledge sharing attitudes and norms and develop self-efficacy.

The study generates empirical evidence on less studied phenomena in the health sector focusing on behavioral intention mediation in predicting knowledge sharing behavior.

This paper makes a qualitative inquiry about how organisational resilience can be nurtured through knowledge management practices in parastatals to cope with environmental challenges. The paper identifies parastatal challenges and organisational resilience mechanisms.

A phenomenological paradigm through conversational discourse is used to investigate the building of organisational resilience. Twelve cases are covered to provide data that is interpretively analysed using direct quotes, causal-effect matrix and vignette.

There are various phenomenological knowledge management practices like knowledge acquisition, knowledge sharing, knowledge creation, knowledge storage and retrieval that are undertaken to cope with certain organisational challenges which this study identified. Organisational resilience mechanisms are reported.

This study is limited by a convenient sample and interview subjectivity as well as a small part of the public sector that was studied.

Organisations should design an appropriate knowledge management system to acquire, create, share, store and retrieve knowledge as a critical resource for building organisational resilience mechanisms.

This study makes a contribution to the body of knowledge about how phenomenologically public organisations develop resilience mechanisms through knowledge management practices.

This study examines one of the managerial practices inspired by local value systems and ethics. The masaza system of governance is valued by the respective authorities in Uganda. Role clarity which is fundamental to social service delivery is one of the central tenets in the strategy. This calls for the adoption of role clarity in order to promote its application as an approach to effective service delivery. The masaza system in Buganda was applied under the guidance of the value and ethical arrangements of the Baganda people that reside in central Uganda and has been in use for a long period of time. Prior to colonisation, Buganda kingdom in central Uganda employed this structure of governance (ssaza-single/masaza-many) under the strict adherence to role clarity. The kingdom was divided into 18 administrative units (masaza). Each of which was under the stewardship of a head (owessaza), there were smaller units of eggombolola, omuluka, and obutongole whose roles were clearly defined to trickle down to the village level for equitable social service(s) provision. This study, therefore, examined the contribution of role clarity in promoting social service delivery in Uganda. The researchers used qualitative data, analysed and summarised information of vignettes to demonstrate the relevancy of applying role clarity in enhancing social services delivery in public institutions. The study concluded that role clarity influences social services in public institutions.

The purpose of this paper is to report the findings of the mediation effect of innovation in the relationship between knowledge management and organisational resilience.

The study adopts a cross‐sectional design to collect data used to carry out mediation analysis.

Innovation had an effect on organisational resilience. Knowledge management did not have a direct effect on organisational resilience, except through the full mediation of innovation. This suggests that without organisational innovation, parastatal organisations may not improve their level of resilience.

The sample size was small, covering only parastatals. The results may be different in the private sector. The study was cross‐sectional which is limited to trace long‐term effects of knowledge management and organisational innovation on organisational resilience. Therefore, a longitudinal study may be undertaken, subject to resource availability.

Managers in parastatals should carry out organisational innovations as a gateway for knowledge management to build organisational resilience.

The study generates empirical evidence on less studied phenomena in the parastatal sector. The evidence highlights the powerful influence of organisational innovation in building resilience based on knowledge management.