Localisation of the sustainable development goals in an emerging nation
- Jain, Ameeta, Courvisanos, Jerry, Subramaniam, Nava
- Authors: Jain, Ameeta , Courvisanos, Jerry , Subramaniam, Nava
- Date: 2021
- Type: Text , Journal article
- Relation: Public Administration and Development Vol. 41, no. 5 (2021), p. 231-243
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- Description: The Sustainable Development Goals (SDGs), agreed to by all member countries of the United Nations, require urgent action on the world's most pressing problems. Success requires bottom-up participation of local stakeholders. This case study of Timor-Leste—a fledgling, fossil fuel-supported economy—maps the awareness and commitment of grassroots stakeholders to the SDGs and the roadblocks to localisation. Guiding this paper is Habermas’ view of societal evolution and communicative action, which aids analysing the socio-political and structural dynamics affecting SDGs localisation in a developing nation. This study reveals stakeholder inability to articulate a clear vision for the SDGs, lack of human capital and funds, a weak public-administrative system, strong socio-political nuances, and poor governance infrastructure to support multi-stakeholder relationships. This paper provides insights for developing a more nuanced and robust public intervention to support local stakeholders that will enable knowledge, cultural and communication transformations required for successful SDGs localisation. © 2021 John Wiley & Sons Ltd.
- Authors: Jain, Ameeta , Courvisanos, Jerry , Subramaniam, Nava
- Date: 2021
- Type: Text , Journal article
- Relation: Public Administration and Development Vol. 41, no. 5 (2021), p. 231-243
- Full Text:
- Reviewed:
- Description: The Sustainable Development Goals (SDGs), agreed to by all member countries of the United Nations, require urgent action on the world's most pressing problems. Success requires bottom-up participation of local stakeholders. This case study of Timor-Leste—a fledgling, fossil fuel-supported economy—maps the awareness and commitment of grassroots stakeholders to the SDGs and the roadblocks to localisation. Guiding this paper is Habermas’ view of societal evolution and communicative action, which aids analysing the socio-political and structural dynamics affecting SDGs localisation in a developing nation. This study reveals stakeholder inability to articulate a clear vision for the SDGs, lack of human capital and funds, a weak public-administrative system, strong socio-political nuances, and poor governance infrastructure to support multi-stakeholder relationships. This paper provides insights for developing a more nuanced and robust public intervention to support local stakeholders that will enable knowledge, cultural and communication transformations required for successful SDGs localisation. © 2021 John Wiley & Sons Ltd.
Differences in personality and the sharing of managerial tacit knowledge: an empirical analysis of public sector managers in Malaysia
- Abdul Manaf, Halimah, Harvey, William, Armstrong, Steven, Lawton, Alan
- Authors: Abdul Manaf, Halimah , Harvey, William , Armstrong, Steven , Lawton, Alan
- Date: 2020
- Type: Text , Journal article
- Relation: Journal of Knowledge Management Vol. 24, no. 5 (2020), p. 1177-1199
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- Description: Purpose: This study aims to identify differences in knowledge-sharing mechanisms and personality among expert, typical and novice managers within the Malaysian public sector. Strengthening knowledge sharing function is essential for enabling public institutions around the world to be more productive. Design/methodology/approach: This quantitative study involves 308 employees from management and professional groups within 98 local authorities in the Malaysian local government. Stratified random sampling techniques were used and the sampling frame comprised 1,000 staff using postal surveys. Data analyses were carried out using analysis of variance and correlations to test the research hypotheses. Findings: The findings reveal that expert managers are more proactive in sharing their knowledge, particularly those with the personality traits of conscientiousness and openness. These two personality traits were also related to expert behaviours such as thoroughness, responsibility and persistence, which led to work competency and managerial success. Originality/value: This study provides theoretical insights into how managerial tacit knowledge differs and can accumulate, depending on the personality traits of middle managers. The paper shows the different mechanisms of knowledge sharing, tacit knowledge and personality among expert, typical and novice managers. Practically, this study is important for guiding senior managers in their attempts to identify the most appropriate personalities of their middle managers. This study found that the expert group was higher in conscientiousness, openness and overall personality traits compared with the typical and novice groups. The paper also highlights the value of sharing managerial tacit knowledge effectively. © 2020, Emerald Publishing Limited.
- Authors: Abdul Manaf, Halimah , Harvey, William , Armstrong, Steven , Lawton, Alan
- Date: 2020
- Type: Text , Journal article
- Relation: Journal of Knowledge Management Vol. 24, no. 5 (2020), p. 1177-1199
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- Description: Purpose: This study aims to identify differences in knowledge-sharing mechanisms and personality among expert, typical and novice managers within the Malaysian public sector. Strengthening knowledge sharing function is essential for enabling public institutions around the world to be more productive. Design/methodology/approach: This quantitative study involves 308 employees from management and professional groups within 98 local authorities in the Malaysian local government. Stratified random sampling techniques were used and the sampling frame comprised 1,000 staff using postal surveys. Data analyses were carried out using analysis of variance and correlations to test the research hypotheses. Findings: The findings reveal that expert managers are more proactive in sharing their knowledge, particularly those with the personality traits of conscientiousness and openness. These two personality traits were also related to expert behaviours such as thoroughness, responsibility and persistence, which led to work competency and managerial success. Originality/value: This study provides theoretical insights into how managerial tacit knowledge differs and can accumulate, depending on the personality traits of middle managers. The paper shows the different mechanisms of knowledge sharing, tacit knowledge and personality among expert, typical and novice managers. Practically, this study is important for guiding senior managers in their attempts to identify the most appropriate personalities of their middle managers. This study found that the expert group was higher in conscientiousness, openness and overall personality traits compared with the typical and novice groups. The paper also highlights the value of sharing managerial tacit knowledge effectively. © 2020, Emerald Publishing Limited.
Impacts of supportive HR practices and organisational climate on the attitudes of HR managers towards gender diversity – a mediated model approach
- Biswas, Kumar, Boyle, Brendan, Bhardwaj, Sneh
- Authors: Biswas, Kumar , Boyle, Brendan , Bhardwaj, Sneh
- Date: 2020
- Type: Text , Journal article
- Relation: Evidence-based HRM Vol. 9, no. 1 (2020), p. 18-33
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- Description: Purpose: Using the theoretical lens of the behavioural perspective on HRM, this study examined a mediated model to understand the extent to which organisational factors such as supportive human resource management policies and practices (SHRPP) and organisational climate (OC) can influence the affective attitudes of HR managers towards promoting women into organisational leadership roles. Survey data collected from 182 human resource managers in Bangladesh were analysed using partial least squares–based structural equation modelling (PLS-SEM) and the PROCESS macro to test mediating effects. The results reveal that the adoption of SHRPP is positively associated with OC, which in turn shapes the attitudes of HR managers leading to implementing unbiased promotional practices for organisational leadership roles. Design/methodology/approach: Quantitative survey data collected from 182 human resource managers in Bangladesh were analysed using PLS-SEM and PROCESS macro. Findings: The results reveal that the adoption of SHRPP is positively associated with OC which in turn shapes the attitudes of HR managers leading to implementing unbiased promotional practices for organisational leadership roles. Research limitations/implications: Self-report, cross-sectional survey data may contribute to the methodological bias such as common method bias (CMB). Harman's single-factor test revealed that no single component explained a major portion of the total variance. Furthermore, partial correlational analysis using a marker variable coupled with an assessment of social desirability indicates that common method variance is unlikely to have any CMB risks to the validity of the study results. Practical implications: From a practical point of view, the findings of this study suggest that supportive HR practices may create a positive organisational climate that leads to creating a healthy work environment ensuring an equal opportunity for everyone to grow and excel irrespective of their socio-cultural backgrounds and gender identity; thus, facilitating the organisation to take advantage of creativity and innovation offered by their talents, a critical factor for the organisation to survive and flourish in the dynamic market. Social implications: The study findings provide insights into why organisations should adopt fair and transparent HR policies to create a congenial work climate impacting on positive social attitudes towards acceptance of a gender-balanced empowered society. Originality/value: To the best of author's knowledge, this is the first study that examined a mediated model to understand how organisational factors such as SHRPP and OC can impact on the affective attitudes of HR managers towards promoting women in the organisational leadership roles. © 2020, Emerald Publishing Limited.
- Authors: Biswas, Kumar , Boyle, Brendan , Bhardwaj, Sneh
- Date: 2020
- Type: Text , Journal article
- Relation: Evidence-based HRM Vol. 9, no. 1 (2020), p. 18-33
- Full Text:
- Reviewed:
- Description: Purpose: Using the theoretical lens of the behavioural perspective on HRM, this study examined a mediated model to understand the extent to which organisational factors such as supportive human resource management policies and practices (SHRPP) and organisational climate (OC) can influence the affective attitudes of HR managers towards promoting women into organisational leadership roles. Survey data collected from 182 human resource managers in Bangladesh were analysed using partial least squares–based structural equation modelling (PLS-SEM) and the PROCESS macro to test mediating effects. The results reveal that the adoption of SHRPP is positively associated with OC, which in turn shapes the attitudes of HR managers leading to implementing unbiased promotional practices for organisational leadership roles. Design/methodology/approach: Quantitative survey data collected from 182 human resource managers in Bangladesh were analysed using PLS-SEM and PROCESS macro. Findings: The results reveal that the adoption of SHRPP is positively associated with OC which in turn shapes the attitudes of HR managers leading to implementing unbiased promotional practices for organisational leadership roles. Research limitations/implications: Self-report, cross-sectional survey data may contribute to the methodological bias such as common method bias (CMB). Harman's single-factor test revealed that no single component explained a major portion of the total variance. Furthermore, partial correlational analysis using a marker variable coupled with an assessment of social desirability indicates that common method variance is unlikely to have any CMB risks to the validity of the study results. Practical implications: From a practical point of view, the findings of this study suggest that supportive HR practices may create a positive organisational climate that leads to creating a healthy work environment ensuring an equal opportunity for everyone to grow and excel irrespective of their socio-cultural backgrounds and gender identity; thus, facilitating the organisation to take advantage of creativity and innovation offered by their talents, a critical factor for the organisation to survive and flourish in the dynamic market. Social implications: The study findings provide insights into why organisations should adopt fair and transparent HR policies to create a congenial work climate impacting on positive social attitudes towards acceptance of a gender-balanced empowered society. Originality/value: To the best of author's knowledge, this is the first study that examined a mediated model to understand how organisational factors such as SHRPP and OC can impact on the affective attitudes of HR managers towards promoting women in the organisational leadership roles. © 2020, Emerald Publishing Limited.
Bangladesh HR professionals’ competencies: Impact on firm performance and moderating effects of organisation life cycle
- Prikshat, Verma, Biswas, Kumar, Nankervis, Alan, Hoque, Rakibul
- Authors: Prikshat, Verma , Biswas, Kumar , Nankervis, Alan , Hoque, Rakibul
- Date: 2018
- Type: Text , Journal article
- Relation: Evidence-based HRM Vol. 6, no. 2 (2018), p. 203-220
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- Description: Purpose: The purpose of this paper is to examine the HR roles of Bangladesh HR professionals in the public and private firms in Bangladesh using Human Resource Competency Study (HRCS) model (2016). The impact of identified HR competencies on firm performance and moderation of this relationship concerning different stages of organisation life cycle (OLC) is also explored. Design/methodology/approach: This quantitative study uses the HRCS model (RBL, 2015) as its underpinning analytical framework, and explores the impact of identified HR competencies on firm performance and analyses whether this relationship is moderated by different OLC stages. The sample for this study consisted of 202 HR professionals from both public and private organisations in Bangladesh. Findings: Results confirmed that all the nine competencies of HRCS model were demonstrated by the HR professionals in Bangladesh. The “credible activist” competency achieved the top ranking and “paradox navigator competency” recorded the lowest. Minor variation in terms of levels of competencies was observed in the context of private and public firms. HR competencies positively impacted the firm performance and only the maturity and growth stages of a firm’s life cycle moderated this relationship. Originality/value: There is a deficit of studies which have tested this relationship in terms of the moderating effects of OLC stages in the Asian developing country context. Focusing on this paucity of research concerning the transference of western human resource management models in developing economies and their resultant impact on firm performance, this is the first study set out to explore whether the most cited western HRCS model (RBL, 2015) is useful in understanding HR competencies in Bangladesh. © 2018, Emerald Publishing Limited.
- Authors: Prikshat, Verma , Biswas, Kumar , Nankervis, Alan , Hoque, Rakibul
- Date: 2018
- Type: Text , Journal article
- Relation: Evidence-based HRM Vol. 6, no. 2 (2018), p. 203-220
- Full Text:
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- Description: Purpose: The purpose of this paper is to examine the HR roles of Bangladesh HR professionals in the public and private firms in Bangladesh using Human Resource Competency Study (HRCS) model (2016). The impact of identified HR competencies on firm performance and moderation of this relationship concerning different stages of organisation life cycle (OLC) is also explored. Design/methodology/approach: This quantitative study uses the HRCS model (RBL, 2015) as its underpinning analytical framework, and explores the impact of identified HR competencies on firm performance and analyses whether this relationship is moderated by different OLC stages. The sample for this study consisted of 202 HR professionals from both public and private organisations in Bangladesh. Findings: Results confirmed that all the nine competencies of HRCS model were demonstrated by the HR professionals in Bangladesh. The “credible activist” competency achieved the top ranking and “paradox navigator competency” recorded the lowest. Minor variation in terms of levels of competencies was observed in the context of private and public firms. HR competencies positively impacted the firm performance and only the maturity and growth stages of a firm’s life cycle moderated this relationship. Originality/value: There is a deficit of studies which have tested this relationship in terms of the moderating effects of OLC stages in the Asian developing country context. Focusing on this paucity of research concerning the transference of western human resource management models in developing economies and their resultant impact on firm performance, this is the first study set out to explore whether the most cited western HRCS model (RBL, 2015) is useful in understanding HR competencies in Bangladesh. © 2018, Emerald Publishing Limited.
Regional innovation for sustainable development : An Australian perspective
- Authors: Courvisanos, Jerry
- Date: 2009
- Type: Text , Journal article
- Relation: Journal of Innovation Economics Vol. 1, no. 3 (2009), p. 119-143
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- Description: 2003007338
- Authors: Courvisanos, Jerry
- Date: 2009
- Type: Text , Journal article
- Relation: Journal of Innovation Economics Vol. 1, no. 3 (2009), p. 119-143
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- Description: 2003007338
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