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Human resource management and organizational change.

Students on an introductory course on Human Resource Management or a specialization course of HRM such as change management and organizational development. This case study can be taught at the MBA level.

This case study can serve as the base for understanding and identifying the various characteristics that relate to revolutionizing HR functions with the help of digitalization. It can also be elaborated further to include the challenges that a company has to face after it decides to establish IT software based on operations. This case is an evolutionary story of a large-scale Pakistani company, Pak Electron Ltd. (PEL) which has been in operation for almost 60 years. The top management decided to move from a traditional administrative system towards setting up an HR department for the first time. The case states the salient features of the traditional administrative system, issues faced by the company in the setup of a new HR system and digital HR system along with the employees’ views and perceptions on these systems.

Students are expected to learn the following: the various characteristics of a paper-file based traditional administrative system; the various features of an IT-based modern HR system; the decision background and basis for making the switch to the new contemporary HR system; and the reaction of employees against changes in organizational systems.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS: 6: Human Resource Management.

At the forefront of current research is the investigation of how big data analytics capability (BDAC) and artificial intelligence capability (AIC) can enhance performance in concert. Therefore, current study intended to conduct more deep research into emerging phenomena and attempts to cover the gap by exploring how entrepreneurial orientations (EO) emphasize the use of two emerging capabilities under the moderating role of environmental dynamism which in turn augment co-innovation and hotel performance.

Data were collected from four-star and five-star hotels located in Kula Lumpur and Langkawi in Malaysia. A total of 260 responses were obtained from IT staff and senior managers with the assistance of a Manpower agency for data analysis. The hypotheses were examined by analyzing the data using PLS-SEM technique through Smart PLS 3 software.

The result revealed that EO has a positive and significant effect on co-innovation (CIN). Additionally, the BDAC and AIC have been tested and proven to be potential mediators between EO and CIN. Also, environmental dynamism as moderator has positive and significant effect on BDAC and co-innovation performance, however, not significant impact on AIC and co-innovation performance. Lastly, findings displayed positive and significant moderated mediation impact of environmental dynamics on BDAC and CIN with hotel performance, but not significant influence on AIC and co-innovation with hotel performance. For theoretical corroboration of the research findings, the current study integrated EO, resource-based view theory and contingent dynamic capabilities (CDC), because neither single stance can explicate an extant research framework.

This study anticipated the several implications for the entrepreneurs of hospitality industry. Managers are recommended to invest in the entrepreneurial traits of the employees/organizations and make strategic readjustment of their capabilities for sustained business performance.

The study goes beyond the normal inquiry by investigating moderated mediation impact of environmental dynamism between two emerging capabilities, co-innovation and hotel performance relationships. Another novelty of this study is to culminate the exploitation and adoption of emerging IT-based capabilities in cross domains of management, entrepreneurship, information systems management within the hotel industry.

This study is undertaken to examine the antecedents and role of big data decision-making capabilities toward decision-making quality and environmental performance among the Chinese public and private hospitals. It also examined the moderating effect of big data governance that was almost ignored in previous studies.

The target population consisted of managerial employees (IT experts and executives) in hospitals. Data collected using a survey questionnaire from 752 respondents (374 respondents from public hospitals and 378 respondents from private hospitals) was subjected to PLS-SEM for analysis.

Findings revealed that data management challenges (leadership focus, talent management, technology and organizational culture for big data) are significant antecedents for big data decision-making capabilities in both public and private hospitals. Moreover, it was also found that big data decision-making capabilities played a key role to improve the decision-making quality (effectiveness and efficiency), which positively contribute toward environmental performance in public and private hospitals of China. Public hospitals are playing greater attention to big data management for the sake of quality decision-making and environmental performance than private hospitals.

This study provides guidelines required by hospitals to strengthen their big data capabilities to improve decision-making quality and environmental performance.

The proposed model provides an insight look at the dynamic capabilities theory in the domain of big data management to tackle the environmental issues in hospitals. The current study is the novel addition in the literature, and it identifies that big data capabilities are envisioned to be a game-changer player in effective decision-making and to improve the environmental performance in health sector.

Based on the sharp decline in the quantity and quality of natural resources, many organizations are shifting their operations to an eco-friendly system. However, this objective cannot be achieved without capitalizing on green knowledge and innovation. The purpose of this study is to examine whether green knowledge management (GKM) strengthens organizational green innovation capabilities, leading to green performance. Moreover, considering culture as the buffering condition, the authors took it as the conditional boundary between GKM and green innovation and investigated if it impacts their relationship.

The authors focused on the manufacturing and services firms’ managerial and non-managerial staff and collected data following the non-probability convenience sampling technique. The collected data were examined through structural equation modeling.

It is found that GKM is a significant positive predictor of organizational green innovation and green performance and strengthens their abilities in these areas. However, green innovation partially mediates between GKM and corporate green performance. It is also found that green culture strengthens the relationship between GKM and organizational green innovation.

This study’s findings provide confidence to organizational managers and related stakeholders to achieve sustainability goals by capitalizing on GKM and promoting green culture in their setup. This study is also among the pioneer studies investigating GKM as a unified system and linking it with environmental performance domains.

Highly committed, motivated and engaged employees assure organizational success and competitiveness. The study aims to examine the association between human resource development (HRD) practices and employee engagement with organizational commitment as a mediating variable.

Data were collected from 760 employees of 13 star-rated hotels comprising 5 (five-star) and 8 (four-star). The data supported the hypothesized relationships. Structural equation modeling was used to evaluate the proposed model and hypotheses. Construct validity and reliability were established through confirmatory factor analysis.

The results indicate that HRD practices and affective commitment are significantly associated. HRD practices and continuance commitment were shown to be non-significantly associated. HRD practices and normative commitment were shown to be non-significantly associated. Employee engagement and organizational commitment are significantly associated. The results further show that organizational commitment mediates the association between HRD practices and employee engagement.

The generalizability of the findings will be constrained due to the research's hotel industry focus and cross sectional data.

The study's findings will serve as valuable pointers for stakeholders and policymakers of the hotel industry in the adoption, design and implementation of proactive HRD interventions to keep highly engaged and committed employees for organizational competitiveness and sustainability.

By evidencing empirically that organizational commitment mediates the nexus between HRD practices and employee engagement, the study extends the literature.