scholarly journals THE ROLE OF INTERNATIONAL LEADERSHIP IN GLOBAL CORPORATIONS

2019 ◽  
Vol 7 (3) ◽  
pp. 630-641
Author(s):  
Muhammad Fuad Othman ◽  
Rabiul Islam ◽  
Ahmad Bashawir Abdul Ghani
Keyword(s):  
Organizational Performance ◽  
Multinational Corporations ◽  
Leadership Behavior ◽  
High Standard ◽  
Business Environment ◽  
Global Leadership ◽  
International Leadership ◽  
Global Corporations ◽  
The Impact

Purpose of the Study: The impact of global leadership behavior in the contemporary business environment cannot be easily overlooked as the global environment is full of competitive challenges. Leadership behavior is critically significant because it impacts the present or future situations of any organization. The attainment of an organization’s objectives depends largely on leaders and their leadership behavior. Methodology: The data for this study were obtained from existing literatures on international leadership in global corporations as well. The methodology relied heavily on existing previous literatures on the subject being dealt with. Results: The demonstration of a specific leadership behavior by leaders affects both productivity and job satisfaction of employees directly or indirectly. Multinational firms can promote economic activities in developing nations and offer an opportunity to enhance the economic growth, qualities of life, regional, and world commons. This leadership expertise enables the achievement of maximum proficiency and output at a minimum cost. Implications: The role of global leadership behavior on the performance of multinational corporations has been discussed decisively and how they impact on both workers and organizational performance. Multinational companies often have their headquarters in one state, while other branches or outlets exist in other nations of the world and keep a high standard of leadership outfit. Novelty: The innovation of this paper is the maximum proficiency of international leadership in global corporations.

scholarly journals Human Capital and SME Performance: Mediating Effect of Entrepreneurial Leadership

2020 ◽  
Vol 25 (3) ◽  
pp. 23
Author(s):  
Marijana Simić ◽  
Marko Slavković ◽  
Vesna Stojanović Aleksić
Keyword(s):  
Human Capital ◽  
Organizational Performance ◽  
Leadership Style ◽  
Research Question ◽  
Business Environment ◽  
Mediating Effect ◽  
Entrepreneurial Leadership ◽  
The Impact ◽  
The Relationship

Research Question: The paper investigates the relationships between human capital and SME performance, introducing into the analysis the mediating effect of entrepreneurial leadership in the specific context of a transitional economy. Motivation: The research of the mediating effect of entrepreneurial leadership contributes to a better understanding of the relationships between human capital and SME performance. As there is a small number of studies that have examined the role of entrepreneurial leadership in SMEs, the need for investigation is obvious. In addition, empirical evidence of the impact of human capital on SME performance is limited. Idea: Since leadership is considered to be a key determent of organisation growth, it is relevant to identify the relevance of entrepreneur’s leadership style and characteristics, as well as its role in the relationship between human capital components and success of SMEs in Serbia. Data: The study included 110 employees in Serbian small and medium-sized enterprises with up to 50 employees. A questionnaire was used to measure the employees’ attitude towards human capital, entrepreneurial leadership, and organizational performance, as well as socio-demographic variables. Tools: The data were prepared and analysed using statistical software IBM SPSS 24.0. Statistical data processing methods used in this paper are descriptive statistics, reliability analysis and regression analysis. Findings: The results of the analysis indicate that human capital has an indirect impact on organisational performance through the mediating effect of entrepreneurial leadership. Contribution: The results can be used in making future decisions, measures and standards related to human resource management in the context of transitional economies, as well as to help entrepreneurs to lead their employees effectively and ‚‚‚‚survive in today’s turbulent business environment.

scholarly journals Factors affecting the organizational performance of manufacturing firms

2017 ◽  
Vol 9 ◽  
pp. 184797901771262 ◽  
Author(s):  
Ahmad Adnan Al-Tit
Keyword(s):  
Organizational Performance ◽  
Measurement Instrument ◽  
Manufacturing Firms ◽  
Factors Affecting ◽  
Mediating Role ◽  
Values And Beliefs ◽  
The Individual ◽  
The Impact ◽  
The Relationship

Numerous studies have been conducted to explore the individual effects of organizational culture (OC) and supply chain management (SCM) practices on organizational performance (OP) in different settings. The aim of this study is to investigate the impact of OC and SCM on OP. The sample of the study consisted of 93 manufacturing firms in Jordan. Data were collected from employees and managers from different divisions using a reliable and valid measurement instrument. The findings confirm that both OC and SCM practices significantly predict OP. The current study is significant in reliably testing the relationship between SCM practices and OP; however, it is necessary to consider cultural assumptions, values and beliefs as the impact of OC on OP is greater than the impact of SCM practices. Based on the results, future studies should consider the moderating and mediating role of OC on the relationship between SCM practices and OP.

scholarly journals The impact of the IS on the effectiveness of the sales funnel management as a part of CRM in an automotive company

2016 ◽  
Vol 4 (2) ◽  
pp. 74-92
Author(s):  
Tanja Grublješič ◽  
Nejc Čampa
Keyword(s):  
Business Environment ◽  
Customer Relationship ◽  
Case Study Analysis ◽  
Automotive Company ◽  
Mere Existence ◽  
Measures Of Effectiveness ◽  
Sales Funnel ◽  
The Impact

Sales Funnel Management (SFM) as a part of the Customer Relationship Management (CRM) is of great importance in the automotive industry when the companies want to attract new customers and retain the existing ones. Due to the complex and changing business environment customers are becoming more and more demanding and less loyal to their current brands. Existing research has shown that IT/IS play a crucial role throughout the execution of the CRM activities. However, the mere existence of an IS in a company is not enough. The ability and willingness of companies to use these IS in a sufficient manner plays a key role in the success and failure of CRM activities. Therefore, the objective of the article is to show how the role of the IS impacts on the effectiveness of the SFM through conducting a case study analysis in a leading German automotive company. The results show that IS has an important impact on improvements in execution of all phases of SFM and importantly contributes to primary goals and measures of effectiveness of the SFM in the automotive company, which are the increased number of vehicles sold and the lowest possible cost per vehicle sold, as well as higher level of customer satisfaction.

scholarly journals THE ROLE OF HUMAN RESOURCE IN ORGANIZATIONAL PERFORMANCE IN THE AUTOMOTIVE INDUSTRY

2021 ◽  
Vol 37 (1) ◽  
pp. 19-28
Author(s):  
Endre Szabó ◽  
Katinka Bajkai-Tóth ◽  
Ildikó Rudnák ◽  
Róbert Magda
Keyword(s):  
Human Resources ◽  
Organizational Performance ◽  
Human Resource ◽  
Automotive Industry ◽  
Structured Interview ◽  
Training System ◽  
Preventive Action ◽  
The Impact ◽  
And Training

In the course of the research, we examined the impact of the selection and training system of a Hungarian automotive company on organizational performance, which together ensure the future development of the company. It contributes to the optimization of sales, purchasing and logistics processes, ensures customer satisfaction and the success of the company. In this fast-paced and globalized world, it is essential for companies to be aware that one of the most important factors of production is human resources themselves, whose proper selection and training are a key element in maintaining and developing economic competitiveness. Human resources play the biggest role in the operation of an economic organization. Process quality and process orientation reduce costs, increase profitability, and improve processes to always meet growing requirements. This is the basis of the quality strategy. Therefore, it consistently applies preventive quality assurance methods, learns from failures, eliminates the causes of mistakes without delays and transfers its experience to all areas of the company for preventive action. It is customer-oriented and strives for excellence in all areas, and thus makes it an obligation for everyone to aim for the highest level of customer service. Due to the special peculiarities and characteristics of the labor force, it cannot be compared to any of the production resources. Taking this as a basis, the human resource management used to be more of a functional purpose, while in recent decades human factors have become an essential source of competitiveness. The market operation and performance of an organization depends significantly on how we can select the most suitable workforce. We need to see what the strategic points that determine the role of HR are, and we are also looking for the answer in which direction the needs, expectations and professionalism given by the generational difference move the activities of human resources. The aim of the research is to get an answer to how the employees of one of the leading Hungarian players in the automotive industry perceive the importance of the selection and training of the workforce in maintaining and improving competitiveness. To this end, we used a semi-structured interview, with the help of which we evaluated the current selection and training processes in the light of competitiveness and made suggestions for the improvement and refinement of these processes.

A Multiple Measure of Organizational Performances and its Effect on Distinctive Marketing Competencies: An Empirical Study of India and the Maldives

2018 ◽  
Vol 3 (3) ◽  
pp. 129-142
Author(s):  
Divya Keerthika ◽  
Subburaj Alagarsamy
Keyword(s):  
Organizational Performance ◽  
Structural Equation ◽  
Jel Classification ◽  
Validity And Reliability ◽  
Marketing Resources ◽  
Automobile Sales ◽  
Resources And Capabilities ◽  
The Impact ◽  
The Relationship

Objective - The role of knowledge management and competencies related to marketing skills are essential for Indian and Maldivian businesses, due to the emerging economy and globalization. This study therefore aims to identify the impact of marketing competencies on organizational performance in automobile sales centers, by reviewing the relationship between marketing competencies and firm performance, to support interest and investments in such a concept. Methodology/Technique - 424 respondents (327 Indian samples and 97 Maldivian samples) were randomly selected for the research, with a 71% response rate. The first section of the questionnaire consists of questions related to marketing competencies (32 items) and the second section contains items related to organizational performance (10 items), and the last part includes questions about the respondents' demographical differences. After the data collection, construct validity and reliability statistic tests were conducted to check the validity and reliability of the instrument using IBM SPSS AMOS 23. Findings - The structural equation modelling results for the Indian and the Maldivian samples reveal that marketing competencies have a significant and positive affect on organizational performance. Novelty - This study may be useful for policymakers and top-level managers in the automobile sector; this study provides empirical insights into how the performance of the firm is affected by marketing competencies. Type of Paper: Empirical. Keywords: Marketing Competency; Marketing Resources and Capabilities; Automobile Sales Centers; India; Maldives. JEL Classification: M30. M31. M37. M39

The Role Of Social Networking Between Knowledge Donating And Productivity Among Service Sector Employees

2021 ◽  
Vol 3 (1) ◽  
pp. 1-21
Author(s):  
Sarah Khan ◽  
Dr. Nasir Mehmood
Keyword(s):  
Social Networking ◽  
Knowledge Sharing ◽  
Structural Equation ◽  
Service Sector ◽  
Business Environment ◽  
Vital Role ◽  
Mediating Role ◽  
Networking Technologies ◽  
The Impact

Purpose: The purpose of this study is to examine the direct impact of knowledge donating behaviour on employees’ productivity and an indirect effect through social networking technologies. Social networking technologies play a vital role in the growth and learning of individuals and organizations in today’s competitive business environment. Recently, advancement in social networking technologies has brought a paradigm shift in the overall business environment and specific operational requirements. This study aimed to investigate the role of social networking (SN) between knowledge donating behaviour (KD) and employees’ productivity (EP). Methodology: For this purpose, data were gathered from targeted respondents belonged to the Universities and Banks located in the Northern Punjab region of Pakistan. Structural Equation Modelling technique using the SmartPLS was carried to statistically analyse the responses. Findings: The results showed that the hypothesized relationship between knowledge sharing behaviour (KSB) and employee’s productivity was significant and positively related, while social networking played a significant mediating role between this relationship. Implications: The findings provided useful insight to the managers and policymakers for planning effective use of social networking technologies to craft knowledge sharing behaviour among employees to create efficiencies and intended outcomes. Originality: The study has uniquely focused merging phenomenon of knowledge sharing behaviour in the service sector of Pakistan, specifically among academic and financial sector by exploring the impact of social networking technologies and provide valuable future direction for researchers to further extend the underlined idea in the wake of current Covid-19 Pandemic.

Identifying global leadership potential

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Claudia Knoll ◽  
Dietmar Sternad
Keyword(s):  
Multinational Corporations ◽  
Cognitive Complexity ◽  
Process Model ◽  
Customer Orientation ◽  
Global Leadership ◽  
Motivation To Lead ◽  
Content Type ◽  
Leadership Potential ◽  
Business Competencies ◽  
Global Corporations

PurposeThis article investigates which criteria and processes are used to identify global leadership potential (GLP) in multinational corporations.Design/methodology/approachFirst, the literature at the intersection between leadership potential and global leadership is reviewed to identify a set of criteria that can be used for assessing GLP. The findings are then validated in a qualitative study against a sample of nine global corporations.FindingsSeveral traits (integrity and resilience), attitudes (learning orientation, motivation to lead, change orientation, drive for results, customer orientation and a global mindset) and competencies (cognitive complexity and intercultural, interpersonal, leadership, learning, change and business competencies) are associated with GLP. The core steps in the GLP identification process are nomination, assessment and confirmation. These steps can be complemented by a preassessment phase and a subsequent talent dialogue.Practical implicationsThe results of this research can inform human resource (HR) management practitioners in their endeavor to successfully identify and assess potential future global leaders.Originality/valuePrior research has focused either on defining global leadership or on assessing leadership potential in general, without a clear focus on identifying global leaders. In this article, the two concepts of global leadership and leadership potential are combined, thus providing an integrated content and process model that indicates how global corporations select their future global leaders.

Entrepreneurial leadership: a missing link between perceived organizational support and organizational performance

2020 ◽  
Vol 16 (4) ◽  
pp. 377-388 ◽  
Author(s):  
Rabia Imran ◽  
Raghad Ezzeldin Aldaas
Keyword(s):  
Organizational Performance ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Past Research ◽  
Entrepreneurial Leadership ◽  
Cross Sectional ◽  
Content Type ◽  
And Performance ◽  
The Impact

PurposeThe current research is aimed at exploring entrepreneurial leadership (EL) as a mediator in perceived organizational support (POS) and organizational performance (OP) relationship. Furthermore, it also examined the impact of POS and entrepreneurial leadership on the performance of an organization.Design/methodology/approachA purposively selected sample of 216 respondents from the SME sector of Oman was chosen for the study.FindingsThe results revealed that POS and entrepreneurial leadership positively and significantly have an effect on organizational performance. Moreover, the hypothesized role of entrepreneurial leadership as a mediator between POS and OP relationship was also supported.Research limitations/implicationsIn spite of the novelty of the research, it was limited due to a few reasons. First, the research design is cross-sectional. Second, the research only focused SME sector. This research only focused on entrepreneurial leadership as a mediator, whereas, other mediators could have been explored as well.Originality/valueThe research on POS and organizational performance relationship is still in its exploration stage. Past research indicate that POS has an effect on different outcomes within an organization, including its performance. However, still, the research on the entrepreneurial leadership process is quite scarce. The current research will explore it in the context of Oman, where there is a dire need to establish SME sector performance. The unique combination between POS, entrepreneurial leadership and performance in the SME sector of Oman marks the novelty of the current research. This study contributes to the SME’s literature and it is among the pioneer studies exploring the mediating role of entrepreneurial leadership in the relationship between POS and OP.

scholarly journals Mediating Role of Knowledge Management in the Relationship between Organizational Learning and Sustainable Organizational Performance

2020 ◽  
Vol 12 (23) ◽  
pp. 10061
Author(s):  
Mirna Kordab ◽  
Jurgita Raudeliūnienė ◽  
Ieva Meidutė-Kavaliauskienė
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Business Environment ◽  
Mediating Role ◽  
Knowledge Based ◽  
East Region ◽  
The Relationship ◽  
Consulting Companies

Organizations operating in the intensive knowledge-based sector seek efficient management approaches and sustainable development practices to perform efficiently in the dynamic business environment. Knowledge management practice and organizational learning are significant factors in order to achieve sustainable organizational performance in a rapidly changing business environment. Based on the scientific literature analysis, there is still a lack of evidence related to the mediating role of the whole knowledge management cycle, including the five knowledge management processes (knowledge acquisition, creation, storage, sharing, and application) in the relationship between organizational learning and sustainable organizational performance for organizations operating in intensive knowledge-based sectors. This study aimed to examine the impact of the whole knowledge management cycle on the relationship between organizational learning and sustainable organizational performance in intensive knowledge-based sectors, specifically the audit and consulting companies in the Middle East region. Systematic scientific literature analysis, expert evaluation (structured questionnaire), and structural equation modeling (SEM) technique were used to develop and verify the research model. Data was collected through a structured questionnaire distributed among auditing experts working in a knowledge-based sector—audit and consulting companies in the Middle East region. The research results supported the hypotheses stating that organizational learning positively affects knowledge acquisition, storage, sharing, application processes, and sustainable organizational performance. However, the results verified that organizational learning has an insignificant impact on the Middle Eastern audit and consulting companies’ knowledge creation process.

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