Development and validation of an instrument for multidimensional top management support

2017 ◽  
Vol 66 (7) ◽  
pp. 873-895 ◽  
Author(s):  
Riaz Ahmed ◽  
Noor Azmi bin Mohamed
Keyword(s):  
Organizational Performance ◽  
Structural Equation ◽  
Online Survey ◽  
Least Square ◽  
Equation Modeling ◽  
Top Management ◽  
Management Support ◽  
Content Type ◽  
Top Management Support ◽  
Development And Validation

Purpose Literature reveals that there is a paucity of instruments to measure multidimensional top management support (TMS). The multidimensionality and the complexity of the TMS cannot be reflected by a single-dimensional construct. The purpose of this paper is to develop and validate an instrument for the measurement of multidimensional TMS. Design/methodology/approach In this cross-sectional study, exploratory and confirmatory factor analyses were performed to check the validity and model fitness based on sample data collected from the PMI community. Ordinary least square and structural equation modeling techniques were used to test the research hypotheses and validate multidimensional TMS. Findings The findings revealed a significant positive correlation among all dimensions of top management and their significant influence on project success, especially on project efficiency and team dimensions. Research limitations/implications Based on the existing knowledge through a coherent and refined process, the development and validation of a top management support questionnaire (TMSQ) made a significant contribution to theories and research methods. Practical implications Multidimensional TMS provides an opportunity to ensure provision of apt assistance throughout the implementation of projects for improving organizational performance across the industries. Originality/value This study targeted a sample size of 300 to develop and validate an instrument, which is in line with previous research studies on the development and validation of a reliable instrument. To operationalize TMSQ, this study adopted an online survey and received 208 responses (69 percent) from the PMI community.

Top management support, inter-organizational relationships and external involvement

2014 ◽  
Vol 114 (4) ◽  
pp. 526-549 ◽  
Author(s):  
Taiwen Feng ◽  
Gang Zhao
Keyword(s):  
Structural Equation ◽  
Equation Modeling ◽  
Prior History ◽  
Top Management ◽  
Management Support ◽  
Organizational Relationships ◽  
Content Type ◽  
Top Management Support ◽  
Customer Involvement ◽  
Supplier Involvement

Purpose – The purpose of this paper is to examine the effects of top management support (TMS) and inter-organizational relationships (IORs) on external involvement (EI), and their differences across different ownerships. Design/methodology/approach – To test the research hypotheses, structural equation modeling was conducted using data from 176 Chinese manufacturing firms. Findings – TMS enhances relationship with customers and relationship with suppliers. Relationship with customers increases the degree of customer involvement, while relationship with suppliers increases the degree of supplier involvement. In addition, TMS improves customer involvement while does not improve supplier involvement directly. A further analysis reveals that the relationship between TMS and supplier involvement is partially mediated by relationship with suppliers in Chinese-controlled firms, whereas it is completely mediated by relationship with suppliers in foreign-controlled firms. Moreover, the effect of relationship with suppliers on supplier involvement is stronger in foreign-controlled firms than in Chinese-controlled firms. Research limitations/implications – This study employed perceptual data from a single respondent in each firm. In addition, the data used in this study were collected from one side of the dyad: the manufacturers. Practical implications – Both Chinese-controlled and foreign-controlled firms should get support from top management and develop close relationship with customers and suppliers to improve EI. Originality value – This study extends our knowledge in the field by examining how TMS and prior history of IORs can improve the degree of EI.

M-Commerce Adoption in SMEs of China

2018 ◽  
Vol 16 (2) ◽  
pp. 48-63 ◽  
Author(s):  
Liwei Li ◽  
Xiaohong Wang
Keyword(s):  
Structural Equation ◽  
Partial Least Square ◽  
Least Square ◽  
Equation Modeling ◽  
Top Management ◽  
Institutional Pressures ◽  
Management Support ◽  
Top Management Support ◽  
Intention To Adopt ◽  
Positive Effect

Based on the institutional theory, this article explores how institutional pressures motivate firms to adopt m-commerce, and how such effects are mediated by top management. Structural equation modeling with partial least square is used to analyze valid data from 204 small and medium-sized firms in China. The empirical results manifest as: mimetic pressures, coercive pressures, normative pressures which could directly affect a firm's intention to adopt m-commerce while coercive pressures and normative pressures have a positive effect on top management support. Top management support partly mediates the influence of two institutional pressures, coercive pressures and normative pressures, on the adoption intention of m-commerce. The final implications of the findings for research and practice are discussed.

Linking humble leadership and project success: the moderating role of top management support with mediation of team-building

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mudassar Ali ◽  
Zhang Li ◽  
Salim Khan ◽  
Syed Jamal Shah ◽  
Rizwan Ullah
Keyword(s):  
Structural Equation ◽  
Project Success ◽  
Team Building ◽  
Equation Modeling ◽  
Top Management ◽  
Management Support ◽  
Content Type ◽  
Top Management Support ◽  
The Impact ◽  
Humble Leadership

PurposeThis paper aims to examine the impact of humble leadership on project success. The authors propose that such an effect is mediated by team-building, and top management support moderates the direct relationship (humble leadership and project success) as well as an indirect relationship through team-building.Design/methodology/approachData were collected from 337 individuals employed in the information technology sector of Pakistan. A two-step approach consisting confirmatory factor analysis and structural equation modeling was used for analysis. To examine conditional direct and indirect effects, the authors utilized model 8 in PROCESS.FindingsThe results showed that humble leadership is positively related to project success. Furthermore, team-building partially mediates the relationship between humble leadership and project success. Moreover, top management support was anticipated to have a moderating effect on the direct and indirect link (via team-building) between humble leadership and project success.Originality/valueDrawing on the conservation of resources theory, this study found that how humble leadership is vital for project success, and thus, extends the utility of the concept of humble leadership to the project literature.

Enterprise social network (ESN) systems and knowledge sharing: what makes it work for users?

2019 ◽  
Vol 50 (2) ◽  
pp. 305-327
Author(s):  
Abhishek Kalra ◽  
Rupashree Baral
Keyword(s):  
Social Network ◽  
Knowledge Sharing ◽  
Structural Equation ◽  
Least Squares Method ◽  
Equation Modeling ◽  
Top Management ◽  
Management Support ◽  
Cross Sectional ◽  
Content Type ◽  
Enterprise Social Network

Purpose Enterprise Social Network (ESN) systems have emerged as the technology of choice to bolster and support organizational efforts for harnessing embedded knowledge. However, a lack of understanding about it limits the optimization of its potential. Hence, this paper aims to assess the role of hedonic motivation, network externalities (NE) and top management support in conjugation with the unified theory of acceptance and use of technology theory to understand ESN’s usage for knowledge sharing. Design/methodology/approach Data were collected from 187 ESN users through a survey questionnaire and subsequently analyzed using variance-based structural equation modeling using the partial least squares method. Findings ESNs are used both for utilitarian and hedonic purposes. Furthermore, the results also bring out the importance of externalities arising from an extensive network of users and complimentary services, as well as support regarding resources and recognition from the top management toward reinforcing the benefits of using ESNs. Research limitations/implications This study advances earlier knowledge by assessing the actual usage of ESNs for knowledge sharing. It takes into consideration multiple input variables, namely, performance expectancy, effort expectancy, NE amongst others to best resonate with the key factors driving its adoption and usage by an individual. However, because of the cross-sectional research design, causality can only be inferred. Practical implications The organizations are recommended to have in place the measures for attaining optimal usage of ESNs, and in turn, witness knowledge moves around in ways unfathomable. Steps should be taken to develop tools and ecosystems to provide users affordances for both increasing productivity, as well as opportunities for gaining pleasure. Originality/value This study is one of its kind effort to synthesize the knowledge about the ESNs in an Indian context. It provides fascinating insights into the determinants of intention and usage of ESNs for knowledge sharing.

Impact of supplier innovativeness, top management support and strategic sourcing on supply chain resilience

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Santanu Mandal
Keyword(s):  
Supply Chain ◽  
Online Survey ◽  
Strong Predictor ◽  
Organization Culture ◽  
Top Management ◽  
Management Support ◽  
Cross Sectional ◽  
Content Type ◽  
Strategic Sourcing ◽  
Top Management Support

PurposeThe purpose of this study is to explore the importance of supplier innovativeness (SI), top management support (TMS) and strategic sourcing (SS) in the development of supply chain (SC) resilience. The study also argues that organization culture (OC) strongly influences SI, TMS and SS in their importance in generating SC resilience.Design/methodology/approachThe study adopted a cross-sectional approach for collecting online-survey-based responses for evaluating the validity of the proposed associations. Respondents were chosen ensuring that they have sufficient exposure in SC operations in their respective designations. With two reminders, around 212 completed responses were received and analyzed using partial least squares in SmartPLS 2.0.M3.FindingsFindings suggested TMS as a positive enabler of SC resilience. However, although SI and SS had positive influences, they were not significant. The study argues that this may be attributed to the presence of OC as a strong precursor for SI, TMS and SS. The findings showed that OC is indeed a strong predictor of SI, TMS and SS.Originality/valueThe study has undersigned empirically the influence of OC in the development of SI, TMS and SS. The study is the foremost to acknowledge the influence of SI, TMS and SS on SC resilience.

A structural equation model for knowledge sharing behavior in an emerging economy

2017 ◽  
Vol 21 (4) ◽  
pp. 925-945 ◽  
Author(s):  
Mohamed Youssef ◽  
Washika Haak-Saheem ◽  
Eyad M. Youssef
Keyword(s):  
Knowledge Sharing ◽  
Latent Variables ◽  
Structural Equation ◽  
Reward System ◽  
Emerging Economy ◽  
Top Management ◽  
Management Support ◽  
Content Type ◽  
Top Management Support ◽  
The Impact

Purpose Knowledge sharing behaviour is becoming one of the main priorities in organizations operating in emerging economies, as knowledge sharing behaviour may impact their competitiveness. The purpose of this paper is to examine the impact of: openness and trust; top management support; and the reward system on knowledge sharing behaviour. In addition, the paper investigates how knowledge sharing behaviour impacts firm’s competitiveness. Design/methodology/approach The analyses in this paper were based on data from more than 230 companies operating in five industries in an emerging economy in the Gulf area. Structural equation modelling (SEM) methodology was used to test the impact of the three independent latent variables of openness and trust, top management support and the reward system on the knowledge sharing behaviour as well as the impact of the later on firm’s competitiveness. Findings Exploratory factor as well as confirmatory factor analysis were used to assess the five dimensions of knowledge sharing behaviour and firm’s competitiveness. SEM was used to test the four main hypotheses in this study and to assess the structural relationships among these five latent variables. There was a moderate relationship between the knowledge sharing behaviour and the three independent latent variables of openness and trust; top management support; and the reward system. There was a strong positive association between knowledge sharing behaviour and firm’s competitiveness. Practical implications For academics, the paper offers an opportunity to further study knowledge sharing behaviour in other emerging economies. Academics who are interested in examining this issue further may extend our study in many directions. For practitioners, our findings should motivate practitioners to place emphasis on top management support, openness and trust and the reward system to create a proper culture for knowledge creation and sharing. Originality/value To the best of the authors’ knowledge, this study is the first attempt in its purpose and design to study knowledge sharing behaviour in multiple industries in an emerging economy such as that of Saudi Arabia.

Determinants of perceived success in management consulting

2016 ◽  
Vol 39 (6) ◽  
pp. 706-738 ◽  
Author(s):  
Matias Bronnenmayer ◽  
Bernd W. Wirtz ◽  
Vincent Göttel
Keyword(s):  
Structural Equation ◽  
Success Factors ◽  
Equation Modeling ◽  
Management Consulting ◽  
Management Support ◽  
Content Type ◽  
Top Management Support ◽  
Management Consultants ◽  
Order Construct ◽  
Sorting Test

Purpose This paper aims to conceptualize perceived management consulting success, derive relevant success factors based on principal-agent theory and the resource-based view as well as investigate the particular factors’ influence. Management consulting has become important for improving the competitiveness of a variety of firms. Surprisingly, there is little empirical evidence clarifying what constitutes a successful management consulting project. Design/methodology/approach The authors conduct a survey to empirically investigate the hypotheses. They develop the survey instrument through a literature review, expert interviews, a pre-test and an item-sorting test. To analyze the data from 348 management consultants, the authors apply structural equation modeling. Additionally, they choose a triangulation approach by asking secondary informants about the originally surveyed consultants’ responses. Findings Initially, the authors develop the second-order construct perceived management consulting success, consisting of the factors compliance with budget and schedule, degree of target achievement, profitability as well as expansion and extension. Additionally, they develop an understanding of management consulting’s success factors. In this regard, five of six factors show a significant impact on perceived management consulting success. Originality/value According to the results, the factor intensity of collaboration is of highest importance for perceived management consulting success. Further, the factors common vision, consultant expertise and top management support show comparably strong significant influences. Yet, the authors have to reject the hypothesis about trust. This result conveys the complicacy of the consultant–client relationship and shows that building a trustful relationship between both parties is hard to accomplish.

Risk management, top management support, internal audit activities and fraud mitigation

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Waled Younes E. Alazzabi ◽  
Hasri Mustafa ◽  
Ahmed Ibrahim Karage
Keyword(s):  
Risk Management ◽  
Banking Sector ◽  
Internal Audit ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Top Management ◽  
Management Support ◽  
Content Type ◽  
Top Management Support ◽  
Fraud Mitigation

Purpose This paper aims to examine the effect of top management support (TMS) and risk management (RM) on the internal audit activities (IAA) and fraud mitigation (FM) in the Libyan banking sector. Design/methodology/approach The data is collected using a survey questionnaire of 16 commercial banks in Libya and analysed using a structural equation modeling. Findings The study shows positive and significant relationships between RM and employees’ FM and TMS and employees’ FM. The study also demonstrates a significant mediating effect on the relationship between RM, TMS and FM. Research limitations/implications The study is conducted in the Libyan banking sector. Further research is needed in other contexts and sectors to understand the contribution of the RM and TMS on FM, including the impact of technology and internal audit characteristics in terms of experience, education and professional certificates on FM. Originality/value The study is the first attempt to explore FM in an emerging economy, particularly Libya, by introducing IAA as a mediator. The study provides implications for regulators and top management in the banking sector.

scholarly journals Elucidating the determinants of business intelligence adoption and organizational performance

2018 ◽  
Vol 36 (1) ◽  
pp. 78-96 ◽  
Author(s):  
Veera Bhatiasevi ◽  
Michael Naglis
Keyword(s):  
Organizational Performance ◽  
Business Intelligence ◽  
Structural Equation ◽  
Group Analysis ◽  
Equation Modeling ◽  
Technology Readiness ◽  
Management Support ◽  
Top Management Support ◽  
Firm Maturity ◽  
Positive Effect

This research is one of the first few to investigate the adoption and usage of business intelligence among SMEs in the context of developing countries, in this case Thailand. Based on the three-pronged approach it proposes a comprehensive model that integrates the technology-organization-environment framework and the balance scorecard approach in order to better understand the degree of influence that each factor has on the adoption of business intelligence as well as the organizational performance among SMEs in Thailand. The results of the structural equation modeling show that compatibility, technology readiness, top management support and competitive pressure posited a positive relationship towards business intelligence adoption. The adoption of business intelligence had a positive effect on internal process and learning and growth in terms of organizational performance. A multi-group analysis was also performed focusing on firm maturity and sectors to understand the behavior towards business intelligence as well as organizational performance. Discussions and conclusions including theoretical and practical implications are also presented.

Firms’ continuance intention on SaaS use – an empirical study

2019 ◽  
Vol 32 (1) ◽  
pp. 189-216 ◽  
Author(s):  
Ricardo Martins ◽  
Tiago Oliveira ◽  
Manoj Thomas ◽  
Sara Tomás
Keyword(s):  
Diffusion Of Innovation ◽  
Structural Equation ◽  
Equation Modeling ◽  
Management Support ◽  
Continuance Intention ◽  
Firm Level ◽  
Diffusion Of Innovation Theory ◽  
Content Type ◽  
Top Management Support ◽  
Risk Framework

Purpose Although studies have investigated reasons for software as a service (SaaS) adoption, it is unclear how firm-level SaaS use impacts future SaaS intentions. The purpose of this paper is to propose a theoretical model that integrates the technology-organization-environment framework, institutional theory, diffusion-of-innovation theory and the opportunity-risk framework to analyze the drivers of SaaS use and its continuance intention. Design/methodology/approach The authors evaluated the direct, moderating and mediating effects of determinants on SaaS continuance intentions using structural equation modeling and data from 301 firms. Findings Results found that top management support and normative pressures influenced SaaS use. Cost saving and security concerns were direct predictors of perceived opportunities and perceived risks, respectively. Perceived opportunities and risks and actual SaaS use influenced SaaS continuance. Interestingly, perceived opportunities were found to be a negative moderator on the relationship between SaaS use and SaaS continuance. Originality/value The results reveal insightful and controversial findings for SaaS research.

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