Despite the theoretically important role of green human resource management (HRM), relatively little research has been discovered so far about this role particularly in the Oil and Gas industry. We ...contribute to fill this gap by developing and testing a set of hypotheses to provide a first attempt at analyzing the antecedents and outcomes of green HRM practices in the Qatari Oil and Gas industry. Data were collected from 144 managers and analyzed using Partial least squares (PLS). The analysis shows that both top management support and internal environmental orientation positively influence green HRM, which in turn has a significant positive impact on environmental performance. The results also provide evidence for the mediating effect of green HRM on the links between both top management support and internal environmental orientation, and environmental performance. Moreover, environmental performance is found to positively influence organizational performance. The implications of these results for theory and HRM practices in the Oil and Gas industry are taken into consideration.
Overwhelming evidence from prior research suggests a positive association between corporate board characteristics and carbon performance; however, very little is known about the mechanisms linking ...the two variables. This study attempts to fill this gap by developing and empirically testing a conceptual model that highlights the role of carbon strategy in the relationship between board environmental orientation (BEO) and carbon performance. We argue that BEO can directly and indirectly influence carbon performance through carbon strategy. Using structural equation modelling to analyse data consisting of 2,301 U.S. firm‐year observations over the 2005–2015 period, we find that the greater the BEO is, the better its carbon performance (i.e., lower greenhouse gas emissions). The results also provide evidence of the mediating effect of carbon strategy on the relationship between BEO and carbon performance. Splitting the sample into high and low carbon‐intensive industries shows a partial mediation effect in high carbon‐intensive industries and a full mediation effect in low carbon‐intensive industries. The findings of the study and its implications for scholars, policymakers, managers, investors, and environmentalists are discussed.
This paper draws upon three broad perspectives on the strategic decision-making process in order to develop a more completely specified model of strategic decision effectiveness in a different ...context, namely Egypt. The key variables in this model consist of three strategic decision-making process dimensions (rationality, intuition, and political behavior); seven moderating variables concerning decision-specific, environmental, and organizational factors; and strategic decision effectiveness as an outcome variable. A two-stage study was conducted in which the first stage provided exploratory insights and the second stage investigated hypotheses on the impact of strategic decision-making process dimensions on strategic decision effectiveness and the moderating role of broader contextual variables. The second-stage study produced three major findings: (1) both rational and political processes appear to have more influence on strategic decision effectiveness than does intuition; (2) strategic decision effectiveness is both process- and context-specific; and (3) certain results support the 'culture-free' argument, while others support the 'culture-specific' argument.
In spite of accruing concerted scholarly and managerial interest since the 1950s in corporate social responsibility (CSR), its implementation is still a growing topic as most of it remains ...academically unexplored. As CSR continues to establish a stronger foothold in organizational strategies, understanding its implementation is needed for both academia and industry. In an attempt to respond to this need, we carry out a systematic review of 122 empirical studies on CSR implementation to provide a status quo of the literature and inform future scholars. We develop a research agenda in the form of an integrated framework of CSR implementation that pronounces its multi-dimensional and multi-level nature and provides a snapshot of the current literature status of CSR implementation. Future research avenues relating to multi-level studies, theoretically supported research models, developing economy settings, and more are recommended. Practitioners can also benefit through utilizing the holistic framework to attain a bird’s eye view and proactively formulate and implement CSR strategies that can be facilitated by collaborations with CSR scholars and experts.
•Our findings support a multidimensional perspective on speed of SME internationalization.•Each dimension of speed is shaped by the specific orientations of entrepreneurs.•Ambidextrous innovation ...contributes to early internationalization.•Exploratory innovation is crucial for the speed of international deepening.
This paper contributes to a multidimensional perspective on the speed of SME internationalization. It examines the influence of entrepreneurial characteristics – experience, rationales and innovation strategies – on multiple dimensions of internationalization speed. Findings from a sample of 180 SMEs show that earliness, speed of deepening, and speed of geographic diversification can be viewed as three different strategic alternatives and that each dimension is predicted by a different set of entrepreneurial antecedents. Earliness of internationalization is associated with entrepreneurs’ international business experience and their perception of opportunities abroad as well as preference for an innovation strategy characterized by ambidextrous innovation. Speed of deepening is related to entrepreneurs’ international business experience, their orientation towards differentiation vis-à-vis competitors, and commitment to innovation and a strategy focusing on exploration. These results indicate the importance of distinguishing between different forms of innovation. Speed of geographic diversification is predicted only by entrepreneurs’ orientation towards differentiation vis-à-vis competitors.
This paper develops an integrated model of strategic decision‐making rationality. The model is informed by three perspectives that respectively identify decision, environmental and firm ...characteristics as influences on the rationality of decision processes. The results of a study in Egypt indicate that the rationality of strategic decision‐making processes is shaped by variables identified by all three perspectives, and that such decision processes cannot adequately be modelled in terms of a single perspective only. However, the study also suggests that the three perspectives do not contribute in equal measure to explaining strategic decision making, and that the national setting is relevant for the extent to which strategic decision‐makers take account of environmental characteristics. The location of the investigation in Egypt highlights some deviations from previous research that could be attributed to nation‐specific factors, both cultural and institutional.
This article reports on the impact of managerial autonomy and strategic control on organizational politics and show how the latter influence effectiveness of strategic planning. In doing so, it ...outlines particular directions that a rebalanced strategic management research agenda may take. Whereas organizational politics have received sustained interest in the management literature, its conceptual and empirical examination in the tourism industry has been meagre. This study contributes to fill this gap by analyzing data from 175 four- and five-star hotels located in a less researched region, the Gulf Cooperation Council (GCC) countries. The findings indicate that high levels of autonomy combined with low levels of control negate the effectiveness of strategic planning by increasing organizational tensions. Drawing on political and organizational perspectives, an interpretation of the results and policy implications are discussed. The study also delineates interesting research avenues for further research on organizational politics in the tourism industry.
•Strategic control is a powerful antidote for the practice of organization politics.•A high level of managers' autonomy leads to more organizational politics.•Organizational politics negatively influence strategic planning effectiveness.•Strategic control and managers' autonomy can vary independently.•Strategic planning practices within the hospitality and tourism industries.
•The extant research on balanced scorecard (BSC) in the hospitality and tourism industry.•The trends and effectiveness of balanced scorecard (BSC).•How to develop the understanding and practice of ...balanced scorecard (BSC).•Balanced scorecard (BSC) is a key component in developing sustainable tourism.•Balanced scorecard (BSC) contributes to the development of new tourism management.
After its introduction in 1992, the balanced scorecard (BSC) has attracted considerable interest from both scholars and practitioners. This is evidenced by the increasing number of publications addressing BSC and the large number of professional events devoted to it. However, there is little research on BSC in the hospitality and tourism industry. This study aims to contribute towards filling this significant gap through studying 106 top-ranked journal articles on BSC, of which 37 belong to the hospitality and tourism industry. In so doing, the study highlights the research focus that has been placed so far on BSC and examines its trends and the relationships amongst its perspectives. It also provides valuable input to identify gaps currently impeding BSC development in the hospitality and tourism industry, recommends future research opportunities intended to improve understanding and practice of BSC along with building up on emerging research topics like sustainable tourism and new tourism management.
PurposeThis study aims to advance practice and research on workforce nationalization in the Gulf Cooperation Council (GCC) countries through identifying relevant policy and practical implications ...needed to implement nationalization initiatives effectively.Design/methodology/approachThe author followed a two-stage approach. Stage 1 reviewed the literature to identify relevant papers on workforce nationalization in the GCC region. Stage 2 used a thematic analysis to propose relevant implications for both policy makers and employers.FindingsThrough the lens of four perspectives at different levels, i.e. legal, organizational, human development and socio-cultural perspectives, the author has identified ten policy and practical implications. Both governments and employers need to consider these when developing holistic strategies for effective workforce nationalization.Originality/valueOver several decades, the GCC countries have been implementing several nationalization initiatives to increase the percentage and qualifications of their national employees. The significance of these initiatives stems from the fact that the GCC countries lack adequately trained citizens. Moreover, regardless of political attitudes toward foreigners, development plans for modernization, industrialization or urbanization heavily relies on foreign employees. This is because nationals represent the minority of employees and are largely employed in the public sector. This phenomenon needs the attention of scholars to discuss different aspects of nationalization and how to effectively implement it.
While there have been extensive empirical and theoretical investigations on political behavior, most previous empirical studies have focused on political behavior as a negative force. In order to ...extend prior research, this study reconciles the upper echelons theory with the broaden-and-build theory and the work of the positive organizational behavior movement to investigate the antecedents and effects of constructive politics. It explores how different aspects of diversity influence constructive politics and the extent to which the latter contribute to decision performance, namely, decision success and decision pace. Data were drawn from 200 survey respondents in Dubai. The results supported not only the role of constructive politics in decision performance but also the role of demographic and competency diversity in constructive politics. The current research contributes to the exploration of constructive politics in decision-making and raises additional questions in an attempt to supply, with related research, significant missing portions of the political behavior story.
•Political behavior in strategic decision-making is multidimensional.•Diversity of decision-makers has an impact on constructive politics.•Political behavior can play a good role in the strategic decision-making process.•Managers can constructively practice political behavior.
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