The effect of organisational culture on organisational performance: the mediating role of intrapreneurship

The aim of this research is to examine the effect of organisational culture on organisational performance in the context of the hospitality industry in the UK. Organisational culture was studied based on the Denison model. The study was conducted based on a quantitative research method and primary data was collected, with questionnaires, from 440 employees in the hospitality industry. The study reveals that organisational culture significantly affects organisational performance. Moreover, it is found that adaptability and mission are two key elements of organisational culture that significantly affect organisational performance. Furthermore, intrapreneurship fully mediates the relationship between adaptability and organisational performance. In addition, intrapreneurship fully mediates the relationship between mission and organisational performance. Hence, managers working in the hospitality industry are required to give considerable attention to adaptability and mission as two important elements of organisational culture in order to achieve intrapreneurship, and to ultimately improve the performance of an organisation.

Life After COVID-19: What if We Never go Back to the Office?

The COVID-19 pandemic has led to a substantial increase in the use of remote work for occupations where this modality is feasible. This paper speculates on the likely outcome of this unplanned experiment by asking what might happen if we never go back to the office. I predict that: (1) managers will find an adjustment to permanent remote work difficult, (2) some tasks will become increasingly difficult to perform, (3) female employees will suffer, (4) many employees will respond positively to doing away with the office, but this response will be far from universal, and (5) organizations will thrive, particularly organizations that are already rich and powerful.

Recruitment agencies and unethical client requests: the ‘loyal matchmaker’ dilemma

This research focuses on (non-)compliance with unethical requests in the context of external recruitment specialists and their susceptibility to the ‘loyal matchmaker’ dilemma. A total of 176 Israeli recruitment specialists were presented with ethical dilemmas in which a client makes an unethical request. The focal point of ethical obligation was measured based on the Basic Human Values theory. Results indicated direct and indirect connections with the readiness to comply with unethical requests. Conformism with agency rules exhibited a positive connection with compliance. Benevolence and universalism led to decreased readiness to comply with unethical requests, although this behaviour was contingent on the particular situation. Recruitment specialists who are high in self-direction altered their readiness to comply based on the stakeholders. By highlighting the difficulties faced by recruitment specialists vis-à-vis rooting their obligations to clients and job-seeking candidates in ethical standards, the results of this study have important theoretical and practical implications.

Perceived self-efficacy of students in a business simulation game

Self-efficacy is an individual's confidence in the personal ability to complete a task under specified conditions. Game self-efficacy is the belief of game players that they would win in a business simulation game competition. To understand the composites of such belief, an instrument of 30 statements was developed and statistically tested on 227 undergraduate students at the end of a business simulation game competition. The factor analysis produced eight factors of perceived game self-efficacy, namely, innovation, experimentation, conviction, openness, focus, proactivity, conceptualisation and determination. These factors have significant research implications for goal-oriented behaviour, goal setting and performance enhancement at work and in games and competitions, and in developing simulation games.

Distinguished Scholar Series: Prof Tom Kochan (Sloan School of Management, Massachusetts Institute of Technology) on The Changing World of Work and Employment [and teaching note]

The Irish Academy of Management (IAM) launched the Distinguished International Scholar Series in 2020, under the leadership of IAM Chair, Dr Felicity Kelliher. This award honours the achievements of outstanding individuals from the international management education and research community, whose work has significantly impacted the field. Our inaugural Scholar is Professor Tom Kochan of MIT Sloan School of Management, who in conversation with Professor Bill Roche in October 2020 encapsulates the Academy's core principles of respectful debate in stimulating the exchange of ideas.

Facilitating the employment of people with mental health difficulties in Ireland

The promotion of practices supporting positive mental health at work is increasingly important on employers’ agendas. However, within the HRM literature there is a relative dearth of research on how employers can facilitate reintegration into the workplace or first-time employment for employees with mental health issues. Publicly funded supports are emerging as a strategy that can provide targeted supports to both workers and employers. This paper aims to investigate the effectiveness of this approach by undertaking triadic research with employers, healthcare professionals, and workers using the service in the Irish context. We make recommendations regarding the enhancement of opportunities currently available to those with a mental health difficulty to return to and remain in employment. The paper contributes to our understanding of the nature of supports required to successfully facilitate employing or re-integrating those with a mental health disability or history of mental health problems into the workplace.

Presenting Amazon's Mechanical Turk as more than just a data sample – A study of MTurker experiences

Amazon's Mechanical Turk (MTurk) is an online crowdsourcing platform that is part of the digital gig economy, where MTurkers perform fast and repetitive gigs or microwork like taking surveys and performing data transcriptions, and are compensated for each completed task. The purpose of this research is to understand the work- and life-related implications for MTurkers. Drawing from the Psychology of Working Theory (PWT), we examined the role that income and volition play in determining satisfaction and stress among MTurkers. Results revealed that high volition MTurkers had higher job satisfaction, higher life satisfaction, and lower stress than low volition MTurkers. These findings help extend PWT to this contemporary and evolving form of working in the digital gig economy. Management scholars view gig work as an emerging trend and an addition to the list of notable research and practice gaps in organisational behaviour.

Destination Management: The Influence of Local Food

This study investigates tourist attitudes to local food on destination choice, travel motivation, satisfaction and perceived object-related and existential authenticity. Additionally, the mediating effects of authenticity on these relationships is also examined. A quantitative survey (n = 368) by questionnaire was conducted. Data was analysed using factor analysis and Structural Equation Modelling (SEM) to show that tourist attitudes to local food influence destination choice, satisfaction and perceptions of object-related and existential authenticity. Furthermore, it was found that existential authenticity, rather than object-related authenticity had a greater impact on the relationships between tourist attitudes to local food and destination choice, travel motivation and satisfaction. A clear and influential relationship between tourists’ attitudes to local food and travel behaviour was found. Tourists want an existential authentic local food experience where they can be actively involved. Destinations should emphasise unique regional specialities and highlight the experiential value of local food.

Research insights: Global mobility in a post-covid world1

How multinational enterprises staff their global operations has been a key question for researchers in international human resource management (IHRM) for a number of decades. It is widely recognised that getting staffing right on the global scale is key in enabling multinational enterprises (MNEs) to deliver on their strategic objectives. However the landscape of global staffing has been evolving considerably over recent decades with a much more complex landscape of global mobility emerging. The COVID-19 pandemic poses a significant challenge for the future of global mobility and amplifies a number of trends already challenging our understanding of global staffing arrangements. In this paper, we reflect on these challenges and the likely future for global mobility. We also identify some critical areas of focus for scholars in researching global mobility moving forward.