The effect of high-involvement human resource management practices on supply chain integration

PurposeThe purpose of this paper is to investigate the effect of supply chain integration (SCI) in terms of supplier integration, customer integration, and internal integration on knowledge management (KM) and technical innovation (TI). The study also investigates the effect of KM on TI. Furthermore, the mediating effect of KM on the relationship between SCI and TI is investigated.Design/methodology/approachStudy model and hypotheses were developed based on literature review. The study is based on survey data collected from 217 Jordanian manufacturing companies in electrical, electronics, machinery, and mechanical appliances industries. Exploratory factor analysis and confirmatory factor analysis were applied to assess construct validity. Direct and indirect effects were tested using structural equation modeling and bootstrap re-sampling technique.FindingsThe results reveal that supplier integration and customer integration have positive effects on KM and TI, while internal integration has not. Also, KM has a positive effect on TI. In addition, KM mediates supplier integration-TI and customer integration-TI relationships, while does not mediate internal integration-TI relationship.Originality/valueMost existing studies examined the effect of KM on SCI and supply chain management. This study argues and empirically demonstrates that SCI contributes to KM capability of manufacturing companies. Moreover, this is one of the first studies to investigate the mediating role of KM on SCI-TI relationship. The paper provides evidence that external integration is superior to internal integration in enhancing KM and TI.

Background: Operational performance faces many challenges in the production of tin especially for Indonesia as the global market leader. Optimization of its operational performance by bolstering its supply chain integration such as customer integration in downstream processes and integration internally is a big challenge with the lack of smelter though it has been catalyzed by Indonesian government regulation. Additionally, supply chain risk management has been considered important globally to the sustainability and environmental awareness of a tin company related to its operational performance and supply chain integration.Purpose: This research aims to investigate how internal integration and customer integration, mediated by supply chain risk management, affect operational performance in a tin mining company. Design/methodology/approach: Employing a quantitative associative design and proportionate stratified random sampling method used in this study. Data from 47 employees from seven divisions of a tin company in Indonesia were collected and analyzed using PLS-SEM analysis on SMART PLS 3.29 software. Findings/Result: Results indicate a significant positive relationship between customer integration and operational performance, mediated by supply chain risk management. Contrary to expectations, internal integration did not significantly influence operational performance, either directly or indirectly.Originality/value (State of the art): These findings contribute to the evolving body of knowledge on supply chain integration by highlighting the critical role of customer-centric approaches in enhancing operational effectiveness within the tin mining sector. For practical implication, Effective collaboration, knowledge sharing, and understanding customer needs are key factors in achieving success in supply chain management. Keywords: customer integration, internal integration, supply chain, risk management, operational performance

The importance of human resource management (HRM) practices to improve organizational attitudes and behaviors is not yet widely acknowledged. However, is not clear whether the effect of HRM practices on outcomes vary depending on the level of specific personal resources. The present paper aims to examine the relationship between HRM practices and work engagement by focusing on the moderating role of adaptability. We used cross-sectional data with surveys from 1219 Italian employees in public, private, and non-profit organizations. The results of structural equation models (SEM) showed that HRM practices were positively related to work engagement overall for employees with low adaptability. Therefore, adaptability moderated the relationship between HRM practices and work engagement. In terms of originality, this study is based on the paucity of empirical studies linking developmental HR practices to employees’ work engagement. Hence, the present study addressed this gap by examining the relationship between the perception of HRM practices and work engagement, as well as how adaptability moderated this relationship. These findings are discussed in terms of their theoretical and practical implications for HRM.

Today, a competitive, uncertain, and fast-changing environment requires knowledge management. In this globalized world, the health sector can offer knowledge management in addition to human and physical resources. Knowledge management gathers experience, knowledge, and expertise; develops new skills; delivers job quality; fosters innovation, and improves the customer experience. Hence, this study examined the mediating effect of knowledge management on human resource management (HRM) practices on employees’ performance in the Qatari Hospitals. Out of 500 self-administered questionnaires distributed among employees, only 315 were valid for analysis. Moreover, the data were analyzed using the Partial Least Square Structural Equational Modelling (PLS-SEM) to test the research hypotheses of this study. The findings of the study indicate that (HRM) practices and knowledge management have a significant influence on employees’ performance in the Qatari Hospitals. Also, knowledge management has had a major impact on employees’ performance in the Qatari Hospitals. Finally, knowledge management mediated the effect of HRM practices on employees’ performance in the Qatari Hospitals. The performance of this study will be a policy dialogue between the department of human resources, regulators, researchers, and policy makers. The scientific novelty of this study lies in the examination of the mediating role of knowledge management between HRM practices and employee performance in the healthcare sector. Keywords: employees’ performance, HRM practices, knowledge management, partial least square structural equational modelling, Qatari hospitals. https://doi.org/10.55463/issn.1674-2974.50.3.1

PurposeThis paper aims to simultaneously examine the impact of three types of supply chain integration (SCI) on three types of company performance from the perspective of organizational capability.Design/methodology/approachUsing data collected from 617 companies in China and the structural equation modelling method, the research investigates the relationships among internal integration, customer integration, supplier integration, supplier‐oriented performance, customer‐oriented performance, and financial performance from the perspective of organizational capability.FindingsThe results show that internal integration improves external integration and that internal and external integration directly and indirectly enhance company performance. In addition, full or partial mediating effects among SCI and company performance are identified, and therefore explain the inconsistent findings in previous studies regarding the impacts of SCI on performance.Originality/valueThis study contributes to SCI, organizational capability theory literature, and SCI practices.

The impact of supply chain integration on performance: A contingency and configuration approach

Due to the demographic change in age, societies, firms, and individuals struggle with the need to postpone retirement while keeping up motivation, performance, and health throughout employees’ working life. Organizations, and specifically the Human Resource Management (HRM) practices they design and implement, take a central role in this process. Being influenced by macro-level trends such as new legislation, organizational HRM practices affect outcomes such as productivity and employability both at the firm and individual level of analysis. This editorial introduces the Special Issue on “Age-related Human Resource Management Policies and Practices” by conducting an interdisciplinary literature review. We offer an organizing framework that spans the macro-, meso-, and individual level and discusses major antecedents, boundary conditions, and outcomes of age-related HRM practices. Further, we propose a typology of HRM practices and discuss the role of individual HRM dimensions versus bundles of HRM practices in dealing with an aging and more age-diverse workforce. Building on these considerations, we introduce the eight articles included in this special issue. Finally, taking stock of our review and the new studies presented here, we deduct some recommendations for future research in the field of age-related HRM.

A national culture perspective in the efficacy of supply chain integration practices

PurposeThe purpose of this paper is to examine how e-procurement (EP) and supply chain technology internalization (SCTI) influence supply chain performance (SCP) through supply chain integration (SCI).Design/methodology/approachThis research analyzed 214 survey responses from project managers who have prior experience in the field of supply chain management. Structural equation modeling was used to analyze the data.FindingsThe results show that EP and SCTI positively influence SCI and SCP. The effects of EP and SCTI on SCP are found to be mediated by SCI in the context for the construction industry.Research limitations/implicationsFuture studies should focus on quantitative measures of SCP like budget overrun, supply chain efficiency and project success. Further research can be done through the exploration of moderating interactions of the proposed model.Practical implicationsFirst, the study highlights the importance of SCTI. Supply chain managers should first focus on effective utilization of different technologies used to support supply chain. Second, the research gives the guidelines to the supply chain managers and project managers about the benefits of EP. They should focus on proper implementation of EP in their organizations.Originality/valueThis paper contributes to the literature by proposing and testing the influences of EP and SCTI on SCI. This allows a strategic viewpoint when implementing SCTI, EP systems and SCI, intended to improve SCP.

The effect of internal communication and employee satisfaction on supply chain integration

This study attempted to narrow the dearth in the literature with regard to the influence of human resource management (HRM) practices on employees. The study, using a sample of clerical front liners in service-based cooperatives in West Malaysia revealed that HRM practices (training and development, performance appraisal, communication and participation, and rewards) had a significant direct positive and indirect positive relationship with employee performance. The indirect relationship was mediated by affective organisational commitment. In contrast, HRM practices only had an indirect relationship with turnover intention, mediated by affective organisational commitment. Affective supervisory commitment did not mediate the relationship between HRM practices and employee performance nor the relationship between HRM practices and turnover intention. The results suggested that HRM practices can enhance employee performance directly as well as indirectly, through fostering affective organisational commitment. In addition, HRM practices can reduce turnover intention only indirectly through enhancing affective organisational commitment.

An increasing number of organizations across the global economy are implementing human resource management (HRM) practices aimed at enhancing their success and market competiveness. An important source of competitiveness is organizational innovation, defined as the implementation of ideas or behaviors that are new to the organization. So far, however, the effect of HRM practices on organizational innovation, and the role of national culture as a moderator of this effect, has received little investigation. In the current study we attempted to close this gap by exploring the relationship between a set (bundle) of innovation-supportive HRM practices and organizational innovation, and the moderating effect of national cultural practices on this relationship, in a sample of over 5,000 organizations across 22 countries in North America, Europe, Asia, and the Middle East. The results supported our hypotheses that the set of innovation-supportive HRM practices is related to organizational innovation, and that nat...

Purpose This study aims to conduct a comparative analysis of human resource management (HRM) practices between domestic and multinational enterprises within India, a large emerging economy. It also highlights the distinct institutional arrangements that potentially influence the employment practices of these organizations. Design/methodology/approach Data were collected from a diverse sample of domestic and multinational enterprises in India. The study utilized multivariate analysis to examine HRM practices, focusing on training and development, incentives and rewards and retention practices. Findings Contrary to initial expectations, the results indicate that DEs place significantly more emphasis on HRM practices than MNEs. This finding suggests that organizational scale and global presence do not consistently translate into a greater emphasis on critical HRM parameters. Instead, DEs leverage their local market knowledge and understanding of cultural and institutional nuances to prioritize effective HRM strategies. Research limitations/implications The study did not categorize the nationality of MNEs, which could reveal how different cultural contexts impact HRM practices. It is possible that MNEs headquartered in distinct cultural contexts may exhibit varying behaviors compared to enterprises based in different cultural environments. Additionally, while our findings reveal that domestic enterprises prioritize certain HRM practices over multinational firms, the question remains whether this emphasis translates into favorable organizational performance outcomes. Practical implications Both multinational and domestic enterprises should tailor their HRM practices to align with local dynamics and institutional arrangements. DEs can use their emphasis on HRM practices as a competitive advantage in attracting and retaining local talent, while MNEs should enhance cross-cultural competence to better integrate within different national contexts. Originality/value This study introduces a critical rethinking of HRM practices by illustrating the unique ways DEs and MNEs navigate institutional complexities within India. Unlike traditional assumptions that emphasize the superiority of MNE practices, this research uncovers how DEs strategically leverage local institutional knowledge to outperform MNEs in HRM dimensions. By embedding these findings within institutional theory, this study extends the theoretical discourse on organizational adaptability in emerging markets and provides actionable insights for aligning HRM strategies with local institutional contexts, fostering a comprehensive understanding of HRM dynamics across diverse economies.

The study sought to assess the effect of supply chain integration (SCI) on the performance of the procurement functions in the county governments of Western Region, Kenya. The study is anchored on systems theory as the main theory. The study used a descriptive research design. The study was conducted in the four Counties in Western Region, Kenya. The counties included Bungoma, Busia, Kakamega, and Vihiga county governments. The population for this study consisted of 215 county officials located in the Western Region of Kenya. Stratified simple random sample was used in the investigation to sample 168 supply chain employees, procurement officers, and finance officers. Questionnaires were used as the main data collection instrument. A pilot study was carried out in Trans Nzoia County. The descriptive and inferential analysis of the data was conducted using SPSS version 26. The two forms of inferential analysis used in this study were simple linear regression, and Pearson correlation. The study found that supply chain integration significantly influenced procurement performance, with t = 7.134, B = 0.570, and p < 0.05, highlighting its positive impact on procurement functions. The study conclude that supply chain integration practices had a significant positive influence on procurement performance in county governments of western region. Supply chain integration provides internal integration, customer integration, external integration and horizontal integration. The study recommends that mutual goals with suppliers free from biasness should be adopted to ensure that collaborations between suppliers and companies exist. Customers should be part and parcel of procurement process to build a transparent procurement base. The study would enable policy makers aware of the vital role played by procurement practices with regard to procurement performance. The study's results may additionally empower the administration of diverse government agencies, such as county governments, to discern the fundamental elements that must be taken into account in supply chain management in order to maximize the utilization of public funds and resources.

Purpose This study aims to investigate the influence of external supply chain integration (SCI) dimensions on operational performance (OP) under varying conditions of internal integration. SCI is operationalized to include suppliers, customers, logistics and internal integration. This study argues that internal integration serves as a transformative mechanism through which the effect of the three dimensions of SCI can be leveraged to enhance OP. Design/methodology/approach The proposed model was validated using survey data from 340 cold pharmaceutical firms in the sub-Saharan African market. A structural equation model was used to analyze the data. Findings The findings reveal that all three dimensions of SCI (supplier, customer and logistics integration) significantly drive OP. In addition, the authors found that internal integration positively moderates customers, logistics integration and OP relationships. By contrast, the relationship between supplier integration and operational relationships is not significantly moderated by internal integration. In explaining the mixed conclusions surrounding the performance implications of SCI, this study sheds light on how managers in cold product firms can combine customer and logistics integration with a high level of internal integration to enhance OP via SCI. Originality/value This study is among the few attempts to provide an understanding of how the success of the three SCI dimensions of SCI depends on the level of internal integration. To the best of the authors’ knowledge, this study is the first to empirically examine the moderating role of internal integration in the relationship between the other dimensions of SCI and OP. Therefore, the findings advance the boarders’ knowledge by demonstrating that for firms to reap the full benefits of SCI, it is imperative to ensure effective collaboration, communication and coordination among the different departments and units of the firm.