scholarly journals How external stakeholders drive the green public procurement practice? An organizational learning perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Junqi Liu ◽  
Yanlin Ma ◽  
Andrea Appolloni ◽  
Wenjuan Cheng
Keyword(s):  
Organizational Learning ◽  
Public Procurement ◽  
Black Box ◽  
Mediating Effect ◽  
Content Type ◽  
External Stakeholder ◽  
Influence Mechanism ◽  
External Stakeholders ◽  
Green Public Procurement ◽  
Public Sectors

Purpose This study aims to uncover the black box of the influence mechanism between external stakeholder drivers and green public procurement practice, and meanwhile to explore the moderating role of administrative level in this process. Green public procurement (GPP) has been widely implemented. Existing literature has found that external stakeholder drivers can affect public sectors' GPP practice, however, the definition of its connotation is still unclear, and how external stakeholders affect GPP practice has remained a black box. Design/methodology/approach After defining the major external stakeholders, this study develops a multiple mediation theoretical model using survey data from 142 Chinese local public sectors. It aims to uncover the black box of the influence mechanism between external stakeholder drivers and GPP practice and meanwhile explore the moderating effect of administrative levels in this process. Findings The results show that external stakeholder drivers have a positive relationship with GPP practices. The knowledge of GPP implementation policies and the knowledge of GPP benefits can both mediate this relationship. This study also finds that the administrative level of public sectors can positively moderate the mediating effect produced by the knowledge of GPP implementation policies and negatively moderate the mediation effect produced by the knowledge of GPP benefits. Social implications Local governments need to better encourage public sectors to implement GPP. Managers of public sectors need to pay attention to organizational learning to acquire relevant knowledge on GPP. Originality/value This study makes a theoretical contribution to a better understanding of the influence mechanism for GPP practice. This study also provides comparisons of GPP implementation policies between China and European Union.

Managing the expectations of external stakeholders in construction projects

2017 ◽  
Vol 24 (5) ◽  
pp. 736-756 ◽  
Author(s):  
Albert P.C. Chan ◽  
Goodenough D. Oppong
Keyword(s):  
Construction Projects ◽  
Empirical Support ◽  
Bottom Line ◽  
Stakeholder Expectations ◽  
Content Type ◽  
Stakeholder Satisfaction ◽  
External Stakeholder ◽  
External Stakeholders ◽  
Management Project ◽  
Social Environmental

Purpose The consideration of external stakeholders has proven to be more critical than internal stakeholders in construction projects. The purpose of this paper is to present the diverse expectations of external stakeholder groups, i.e. governmental authorities, general public, and affected local communities, in construction projects. The practical steps to manage the expectations are also outlined. Design/methodology/approach A three-stage methodology was adopted for the review. The primary terms “stakeholder,” “project participants,” or “project environment” were first searched in four popularly search engines and eight top journals that publish construction research to retrieve publications. After a second-stage filtering process, the selected data were then analyzed and reviewed in line with the objectives. Findings In total, 49 common expectations were identified and classified. The results indicate that each stakeholder group pursues expectations in line with the social, environmental, and economic sustainability objectives. For effective management, project managers (PMs) must know stakeholder opportunities and threats, fulfill social responsibilities, establish common goals, apply appropriate strategies, and enhance stakeholder satisfaction. Research limitations/implications The identified expectations are only based on the selected publications. Even though the expectations have been categorized in line with the triple bottom line model, the relative importance of the expectations cannot be ascertained since there is no empirical support. Practical implications PMs can play safe by acknowledging the stakeholder expectations and employ such strategies to curtail resulting impacts and maximize mutual benefits. The list of expectations could also be used to promote equitable value optimization in projects, enhance needs fulfillment, and facilitate the evaluation of external stakeholder satisfaction. Originality/value This study provides a comprehensive checklist of construction stakeholder expectations which hitherto, is lacked in the literature. Moreover, practical steps to manage the expectations of external stakeholders have been discussed.

Contract complexity and trust in construction project subcontracting

2020 ◽  
Vol 27 (9) ◽  
pp. 2477-2500 ◽  
Author(s):  
Shui Bo Zhang ◽  
Junying Chen ◽  
Yafan Fu
Keyword(s):  
Regression Model ◽  
Construction Industry ◽  
Performance Outcomes ◽  
Black Box ◽  
Mediating Effect ◽  
Content Type ◽  
Specific Investment ◽  
Specific Investments ◽  
Bilateral Transaction ◽  
The Relationship

PurposeThe purpose of this paper is to unpack the “black box” of the relationship between contract and inter-organizational trust, both theoretically and empirically. Two mediators, namely perceived safeguard and restriction, are identified to build up two seemingly contrary possible paths between contract and trust from current literature. Both paths are tested in the context of Chinese construction industry due to our access to sample.Design/methodology/approachA survey of 295 contractor-subcontractor relationships from Chinese construction industry was conducted. A three-step multiple regression model was employed to test the mediating effect of perceived safeguard and restriction. Then, a hierarchical regression model was used to test the possible moderating effect of bilateral transaction-specific investment.FindingsThe empirical results support the mediating effect of perceived safeguard between contract and trust in the construction subcontracting industry. Bilateral transaction-specific investments enhance the positive effect of contract on safeguard perception.Originality/valueTheoretically, this study contributes to governance literature by opening up the “black box” of the relationship between contract and trust. It provides a better understanding of how and when contract complexity impacts trust, instead of simply focusing on whether contract and trust act as complements or substitutes. Practically, this study provides guidelines for construction firms to decide the degree of contract complexity under various degrees of bilateral transaction-specific investments to enhance the other party’s trust, so as to improve performance outcomes.

scholarly journals Unpacking the impact of social media analytics on customer satisfaction: do external stakeholder characteristics matter?

2020 ◽  
Vol 40 (5) ◽  
pp. 647-669 ◽  
Author(s):  
Yichuan Wang ◽  
Minhao Zhang ◽  
Ying Kei Tse ◽  
Hing Kai Chan
Keyword(s):  
Social Media ◽  
Customer Satisfaction ◽  
Customer Engagement ◽  
Primary Data ◽  
Social Media Analytics ◽  
Content Type ◽  
External Stakeholder ◽  
Business Partners ◽  
External Stakeholders ◽  
The Impact

PurposeUnderpinned by the lens of Contingency Theory (CT), the purpose of this paper is to empirically evaluate whether the impact of social media analytics (SMA) on customer satisfaction (CS) is contingent on the characteristics of different external stakeholders, including business partners (i.e. partner diversity), competitors (i.e. localised competition) and customers (i.e. customer engagement).Design/methodology/approachUsing both subjective and objective measures from multiple sources, we collected primary data from 141 hotels operating in Greece and their archival data from TripAdvisor and the Hellenic Chamber of Hotels (HCH) database to test the hypothesised relationships. Data were analysed through structural equation modelling.FindingsThis study confirms the positive association between SMA and CS, but it remains subject to the varied characteristics of external stakeholders. We find that an increase in CS due to the implementation of SMA is more pronounced for firms that (1) adopt a selective distribution strategy where a limited number of business partners are chosen for collaboration or (2) operate in a highly competitive local environment. The results further indicate that high level of customer engagement amplifies the moderating effect of partner diversity (when it is low) and localised competition (when it is high) on the SMA–CS relationship.Originality/valueThe study provides novel insights for managers on the need to consider external stakeholder characteristics when implementing SMA to enhance firms' CS, and for researchers on the value of studying SMA implementation from the CT perspective.

The influence of platform incentives on actual carriers’ continuous participation intention of non-vehicle operating carrier platform

2019 ◽  
Vol 31 (5) ◽  
pp. 1269-1286
Author(s):  
Liang Xiao ◽  
Tongping Ke
Keyword(s):  
Rapid Development ◽  
Operating Cost ◽  
Mediating Effect ◽  
Social Value ◽  
Equation Modeling ◽  
Road Transportation ◽  
Content Type ◽  
Value Perception ◽  
Influence Mechanism ◽  
Functional Value

Purpose Non-vehicle operating carrier platform is a typical crowdsourcing logistics platform that has achieved rapid development in China in recent years, and the sustainable development of non-vehicle operating carrier platform is underpinned by a large and stable professional user group. The purpose of this paper is to understand what platform incentives are available and to explore the influence mechanism of these incentives on actual carriers’ continuous intention to participate in non-vehicle operating carrier platform. Design/methodology/approach Based on organizational institution theory and behavioral motivation theory, the paper established the influence mechanism model of platform incentives on actual carriers’ continuous participation intention of non-vehicle operating carrier platform. A total of 300 questionnaires were distributed by Road Transportation Management Bureau of Zhejiang Province and a third-party questionnaire survey platform, and 176 valid questionnaires were collected. The partial least squares structural equation modeling (PLS-SEM) method based on PLS estimation was used to analyze the data. Findings The results revealed that the platform incentives have a significant influence on actual carriers’ continuous participation intention. The influence of the reputation incentive is the most profound, ranking first. The influence of the resource incentive is second to that of reputation incentive, ranking second. The influence of the bonus incentive ranks third. The operating cost perception, social value perception and functional value perception have significantly mediating effect. Furthermore, the mediating effect of social value perception and functional value perception is significantly higher than that of operating cost perception. Originality/value This study revealed the influence mechanism of platform incentives on actual carriers’ continuous participation intention of non-vehicle operating carrier platform. The relevant research results provided references for the establishment of platform incentive mechanism.

Mediating effect of knowledge management on organizational learning culture in the context of organizational performance

2017 ◽  
Vol 36 (7) ◽  
pp. 846-858 ◽  
Author(s):  
Wahda
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Learning Culture ◽  
The State ◽  
Mediating Effect ◽  
Exact Science ◽  
Content Type ◽  
Organizational Learning Culture

Purpose The purpose of this paper is to determine the mediating effect of knowledge management (KM) on organizational learning culture (OLC) in the context of organizational performance of the State Organization for Higher Education (PTN) in South Sulawesi. Design/methodology/approach The unit of analysis in this study includes a study program of exact sciences, non-exact science scholars, as well as the study population. Sample size is 138 units/respondents. Analysis method used to test the research hypothesis is partial least square (PLS) by employing XLSTAT. Findings The results of analysis show that the exact science, non-exact science, and exact-non-exact OLC have a significant positive effect on KM. This means that when an OLC is strongly implanted, the KM will be well implemented. Therefore, to carry out the KM well, it is imperative that there should be a suitable organizational culture. In this case, an OLC has the biggest effect on achieving organizational performance. Originality/value KM in organizations has been researched by performing case studies on sub-companies of a selected corporation in the city of Esfahan and on OLC in a public service organization of Pakistan. This paper claims originality on the basis of the following: variables used are mediating variables of KM, learning organizational culture, and organizational performance; the method used in this research is PLS and the locations used in this study, sites at the State University of Makassar in Indonesia, are unique as they have not been used in any previous studies on this topic.

Mediating effect of organizational learning and moderating role of environmental dynamism on the relationship between strategic change and firm performance

2019 ◽  
Vol 12 (2) ◽  
pp. 275-297 ◽  
Author(s):  
Haruna Isa Mohammad
Keyword(s):  
Organizational Learning ◽  
Firm Performance ◽  
Strategic Change ◽  
Developed Countries ◽  
Mediating Effect ◽  
Environmental Dynamism ◽  
Content Type ◽  
The Relationship ◽  
Moderating Role

Purpose With the materialization of literature on strategic change, it is clear that organizational learning and organizational dynamism have been among the most notable areas of study. The purpose of this paper is to extend the literature on strategic management by examining the mediating effects of organizational learning and the moderating role of environmental dynamism on the relationship between strategic change and firm performance. Design/methodology/approach A survey questionnaire was administered to 650 respondents who were both corporate and business-level managers of 22 main deposit money banks (commercial banks) and their branches across the country. In total, 630 questionnaires were returned and 587 were used after following all the processes of data preparation. Path analysis was employed to test the hypotheses in this study using Smart PLS 3. Findings The study found a significant mediating effect of organizational learning on the relationship between strategic change and firm performance. Although no significant moderating role of environmental dynamism was found, the directions of the path coefficients are consistent with the hypothesis. All the relationships between the constructs are significant. Research limitations/implications It is paramount for managers to understand the type of environment and learning that fits diverse kinds of strategic changes in order to improve firm performance. It is evident that changes that are not proactive and generative organizational learning may seem dangerous for a firm. However, organizations should learn to incorporate the change to be able to compete in a dynamic competitive environment. Originality/value Prior studies on strategic change, environmental dynamism and organizational learning have mainly focused on manufacturing and construction industries in the developed countries, but less has been done in the service sector, particularly the banking organizations in developing countries. Nigeria is one of those countries. Therefore, this study focuses on the links between strategic change and firm performance, moderating role of environmental dynamism and the mediating effect of organizational learning within the context of the Nigerian deposit money banks.

Effects of using the management control system on individual performance with the intervenience of feedforward and organizational learning

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ilse Maria Beuren ◽  
Vanderlei dos Santos ◽  
Daniele Cristina Bernd
Keyword(s):  
Control System ◽  
Organizational Learning ◽  
Structural Equation ◽  
Individual Performance ◽  
Management Control ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Management Control System ◽  
Content Type ◽  
The Relationship

Purpose This study aims to empirically examine the effects of using the management control system (MCS) on individual performance mediated by organizational learning. Complementarily, it evaluates the moderating effect of feedforward on the relationship between MCS use and organizational learning. Design/methodology/approach Structural equation modeling and mediation and moderation analyses were used in a sample of 194 managers from Brazilian companies listed in the Exame Magazine’s “Best and Biggest” ranking. Findings The results reveal that using the MCS from a cybernetic perspective contributes to organizational learning, contradicting theoretical arguments and empirical evidence that this hinders learning and that feedforward can strengthen this relationship, as long as it is in line with the way of using the MCS. A mediating effect of organizational learning on the relationship between MCS use and individual performance has also been confirmed. Practical implications The results demonstrate the effects of MCS use on individual performance and organizational learning by taking a taxonomy of cybernetic use and comprehensive MCS use as a basis. The results provide insights to managers by revealing that MCS use not only influences task performance through organizational learning but also tends to generate cooperative, persistent and initiative-taking behaviors. Originality/value The study provides an approach to the behavioral consequences of using the MCS (score-keeping use and comprehensive MCS use) and the role of specific cognitive and motivational mechanisms in individual performance from a multidimensional perspective (task-based, contextual and general).

scholarly journals Value co-creation in sport entertainment between internal and external stakeholders

2019 ◽  
Vol 31 (11) ◽  
pp. 4192-4210 ◽  
Author(s):  
Niclas Erhardt ◽  
Carlos Martin-Rios ◽  
Elisa Chan
Keyword(s):  
Organizational Behavior ◽  
Division I ◽  
Content Type ◽  
External Stakeholder ◽  
Stakeholder Interests ◽  
Complex Process ◽  
External Stakeholders ◽  
Sports Entertainment ◽  
The Usa ◽  
Managerial Strategies

Purpose Co-creation as a collaborative process between organizations and customers generates unique value for both internal and external stakeholders for the company. Research generally examines and portrays customer-company co-creation as a balanced and harmonious relationship. However, a successful co-creation strategy involves understanding the shared interests of the parties and resolving tensions between internal and external stakeholders to avoid co-destruction. This study aims to draw on the intersection of organizational behavior and marketing literature and to examine shared interests and conflicting tensions involved in the co-creation in the context of sports entertainment. This context allows the researchers to unpack and present a more complex process of co-creation that fosters co-creativity and innovation. Design/methodology/approach Based on a qualitative case-based approach of a major university in the USA, the authors draw on interviews and observations from their athletic administration and fans engaged in a men’s Division I team through an entire season. Findings This qualitative study illustrates an alternative, more complex dilemma of co-creating emotional and symbolic value based on shared interests while reconciling conflicting internal and external stakeholder interests. The findings suggest a tug of war based on tensions, where management adopted contrasting managerial strategies ranging from attempting to reconcile tension through organic co-creation to controlled manufactured creation. Research limitations/implications Emotional and symbolic game experience value is an interdependent process which cannot be created without consumer engagement. Both emotional and symbolic values are enhanced during games to the extent consumers perceive participation in the creative pre-game stages. Originality/value This study draws on sports entertainment to identify sources of tension in co-creation and discuss type of solutions among internal and external stakeholders.

A cross-country comparison and validation of firms’ stakeholder considerations in sustainable business practices

2018 ◽  
Vol 18 (3) ◽  
pp. 408-424 ◽  
Author(s):  
Niklas P.E. Karlsson ◽  
Hélène Laurell ◽  
John Lindgren ◽  
Tobias Pehrsson ◽  
Svante Andersson ◽  
...  
Keyword(s):  
Empirical Support ◽  
Business Practices ◽  
Validity And Reliability ◽  
Sustainable Business ◽  
Content Type ◽  
External Stakeholder ◽  
External Stakeholders ◽  
Internal Stakeholders ◽  
Practical Implications ◽  
Downstream Market

PurposeThe purpose of this study is to compare and validate firms’ internal and external stakeholder considerations in sustainable business practices across business settings. It aims to assess the validity and reliability of a stakeholder framework appearing in previous studies.Design/methodology/approachThe study uses a questionnaire survey and a cross-industry sample consisting of the largest firms in corporate Sweden. Multivariate analysis tests the stakeholder framework. Each of the 294 key informants was initially identified and contacted by telephone, generating a response rate of 36.5 per cent.FindingsThe tested stakeholder framework appears valid and reliable across countries to assess the internal stakeholders of focal firms, as well as their up- and downstream, market and societal stakeholders. This study provides additional empirical support to categorize firms’ stakeholder considerations in sustainable business practices.Research limitations/implicationsThis study validates previous findings in terms of Swedish firms’ considerations of internal and external stakeholders in sustainable business practices in relation to one similar country (Norway) and one different country (Spain). The study also shows how the three countries perceive the focal company and societal stakeholders differently.Practical implicationsThe tested framework sheds light on focal firms’ stakeholder considerations in sustainable business practices and elucidates the extent to which firms’ account for their internal and external stakeholders in sustainable business practices.Originality/valueThis study contributes to the development of valid and reliable stakeholder theory across contexts and through time. In particular, it contributes to the development of a valid and reliable framework to categorize firms’ stakeholder considerations in sustainable business practices.

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