Hasil untuk "Organizational behaviour, change and effectiveness. Corporate culture"

Katelyn Siekman, Caroline Enes, Jeana Holt

This program evaluation examined outcomes of a program called The Fellowship, designed for autistic youth and young adults ages 15–39 and implemented across six rural and mid-sized Wisconsin communities. The Fellowship integrates interest-driven creative activities, peer discussion, and reflection, grounded in Positive Youth Development and the OT framework of doing, being, belonging, + becoming. Fifty-four participants engaged in the six-month program. The authors used thematic analysis of weekly online post-session reflections to assess program impact. The authors identified five themes: Belonging and Community-Building, Artistic Process and Perseverance, Artistic Self-Efficacy, Self-Discovery, and Program Enjoyment. Participants frequently reported increased confidence, connection, and a sense of identity through creative expression. The authors identified creative agency and consistent community support as key facilitators in these outcomes. Findings indicated that The Fellowship fosters critical developmental outcomes for autistic youth and young adults, including improved self-confidence, social connection, and a sense of identity, which are essential for successful transitions to adulthood and community belonging. These results suggest practical implications for professionals working with autistic youth, highlighting the value of integrating creative, strengths-based, and community-centered approaches. Further research of long-term outcomes is needed to understand the broader applicability of this approach across various populations and settings.

Binchi Zhang, Xujiang Zhao, Jundong Li et al.

Large language models (LLMs) are increasingly deployed in culturally sensitive real-world tasks. However, existing cultural alignment approaches fail to align LLMs' broad cultural values with the specific goals of downstream tasks and suffer from cross-culture interference. We propose CultureManager, a novel pipeline for task-specific cultural alignment. CultureManager synthesizes task-aware cultural data in line with target task formats, grounded in culturally relevant web search results. To prevent conflicts between cultural norms, it manages multi-culture knowledge learned in separate adapters with a culture router that selects the appropriate one to apply. Experiments across ten national cultures and culture-sensitive tasks show consistent improvements over prompt-based and fine-tuning baselines. Our results demonstrate the necessity of task adaptation and modular culture management for effective cultural alignment.

Daniel Mwesigwa

AI is flattening culture. Evaluations of "culture" are showing the myriad ways in which large AI models are homogenizing language and culture, averaging out rich linguistic differences into generic expressions. I call this phenomenon "softmaxing culture,'' and it is one of the fundamental challenges facing AI evaluations today. Efforts to improve and strengthen evaluations of culture are central to the project of cultural alignment in large AI systems. This position paper argues that machine learning (ML) and human-computer interaction (HCI) approaches to evaluation are limited. I propose two key conceptual shifts. First, instead of asking "what is culture?" at the start of system evaluations, I propose beginning with the question: "when is culture?" Second, while I acknowledge the philosophical claim that cultural universals exist, the challenge is not simply to describe them, but to situate them in relation to their particulars. Taken together, these conceptual shifts invite evaluation approaches that move beyond technical requirements toward perspectives that are more responsive to the complexities of culture.

Liza Fahmida

This study explores the challenges and implications of Corporate Social Responsibility (CSR) in the banking sector of Bangladesh, highlighting its regulatory framework, implementation gaps, and alignment with sustainable development goals. While the central bank mandates CSR, the profit-driven nature of banking institutions often shifts the focus of CSR initiatives toward competitive advantage and brand enhancement rather than addressing genuine social and environmental needs. Major investments are concentrated in the education and health sectors, with minimal attention to ecological sustainability and marginalized communities. Weak regulatory oversight, profit-oriented governance structures, and limited stakeholder participation hinder the effective implementation of CSR. The lack of diversity in board representation, particularly the exclusion of women and underrepresented groups, further limits CSR's participatory and inclusive nature. This study underscores the need for stronger policy interventions, enhanced monitoring mechanisms, and a shift in corporate governance to transform CSR into a tool for meaningful societal impact. The findings call for further research to explore strategies for aligning profit-driven motives with sustainable and equitable development objectives.

George Karagiannakis, Mathaios Panteli, Sotirios Argyroudis

The resilience of electric power grids is threatened by natural hazards. Climate-related hazards are becoming more frequent and intense due to climate change. Statistical analyses clearly demonstrate a rise in the number of incidents (power failures) and their consequences in recent years. Therefore, it is of utmost importance to understand and quantify the resilience of the infrastructure to external stressors, which is essential for developing efficient climate change adaptation strategies. To accomplish this, robust fragility and other vulnerability models are necessary. These models are employed to assess the level of asset damage and to quantify losses for given hazard intensity measures. In this context, a comprehensive literature review is carried out to shed light on existing fragility models specific to the transmission network, distribution network, and substations. The review is organized into three main sections: damage assessment, fragility curves, and recommendations for climate change adaptation. The first section provides a comprehensive review of past incidents, their causes, and failure modes. The second section reviews analytical and empirical fragility models, emphasizing the need for further research on compound and non-compound hazards, especially windstorms, floods, lightning, and wildfires. Finally, the third section examines risk mitigation and adaptation strategies in the context of climate change. This review aims to improve the understanding of approaches to enhance the resilience of power grid assets in the face of climate change. These insights are valuable to various stakeholders, including risk analysts and policymakers, who are involved in risk modeling and developing adaptation strategies.

Fasheng Xu, Jing Hou, Wei Chen et al.

Generative AI (GenAI) is rapidly transforming knowledge work, yet its implications for organizational hierarchies remain poorly understood. Unlike earlier automation technologies, GenAI can both perform tasks autonomously and assist human workers, while its intrinsic fallibility, the tendency to produce confident but incorrect outputs, demands continuous human oversight. We develop a theoretical model to study how GenAI reshapes workforce composition and organizational structure in knowledge-based hierarchies. Our analysis highlights two deployment dimensions, namely mode (automation vs.\ augmentation) and location (worker vs.\ expert layer), which generate a 2X2 design space whose organizational implications are not predicted by traditional technology adoption theories. We obtain three main findings. First, GenAI's effect on entry-level skill requirements is critically mode-dependent. Worker-level automation leads firms to hire fewer but more skilled workers who validate AI outputs and limit costly escalation to experts. Worker-level augmentation, by contrast, expands workers' effective capability, allowing firms to relax entry-level knowledge requirements while sustaining performance. The decline in junior employment documented in recent studies therefore reflects deployment choices favoring automation over augmentation, not an inevitable consequence of GenAI itself. Second, expert-level deployment uniformly lowers entry-level skill requirements, regardless of whether GenAI automates or augments. By expanding experts' capacity to support downstream workers, it enables organizations to employ a broader base of less specialized workers, thereby broadening entry-level access to knowledge work. Third, organizational structure evolves non-monotonically as GenAI improves: across all four deployment architectures, the span of control initially contracts before eventually expanding.

Mohammed Ali, Abdelrahman Abdallah, Adam Jatowt

The growing demand for corporate sustainability transparency, particularly under new regulations like the EU Taxonomy, necessitates precise data extraction from large, unstructured corporate reports, a task for which Large Language Models and Retrieval-RAG systems require high-quality, domain-specific question-answering datasets. To address this, we introduce SustainableQA, a novel dataset and a scalable pipeline that generates comprehensive QA pairs from corporate sustainability and annual reports by integrating semantic chunk classification, a hybrid span extraction pipeline, and a specialized table-to-paragraph transformation. To ensure high quality, the generation is followed by a novel automated assessment and refinement pipeline that systematically validates each QA pair for faithfulness and relevance, repairing or discarding low-quality entries. This results in a final, robust dataset of over 195,000 diverse factoid and non-factoid QA pairs, whose effectiveness is demonstrated by initial fine-tuning experiments where a compact 8B parameter model significantly outperforms much larger state-of-the-art models. SustainableQA proves to be a highly effective resource for developing and benchmarking advanced knowledge assistants capable of navigating complex sustainability compliance data.

Jun Cui

Drawing upon Resource-Based Theory (RBT) and the Knowledge-Based View (KBV), this study investigates the impact of Knowledge-Based Organizational Support (KOS), AI-Driven Knowledge Sharing (KS), Organizational Learning (OL), and Knowledge Management Dynamic Capabilities (KMDC) on Organizational Performance (OP) in Chinese firms. In particular, this research explores the relationships among these factors, alongside control variables such as education level, staff skills, and technological innovation, to provide a comprehensive understanding of their influence on performance management. While recent studies on organizational performance have predominantly concentrated on digital business strategies and high-level decision-making, limited attention has been given to the role of digital maturity, workplace activities, and communication-related dynamics. This study addresses these gaps by consolidating critical factors that contribute to overarching job performance within organizations. Moreover, to empirically test the proposed hypotheses, data were collected from 129 valid questionnaires completed by employees across various Chinese firms. The research employed confirmatory factor analysis (CFA) to validate the measurement constructs and structural equation modeling (SEM) to evaluate the hypothesized relationships. The findings reveal several significant insights: (1) KOS, KS with AI, KMDC, and OL each have a direct positive effect on OP, emphasizing their critical roles in enhancing organizational outcomes. (2) Control variables, including education level, staff skills, and technological innovation, significantly moderate the relationships between KOS, KS with AI, KMDC, OL, and OP, further amplifying their impact.

N. Kuzmynchuk, Hanna Pysarevska

Problem setting. In modern economic conditions, the rapid development of digital technologies significantly influences the functioning of enterprises and transforms the foundations of strategic and operational management. One of the key challenges for businesses is the need to adapt their marketing strategies to the new realities of the digital environment, which include increasing competition, dynamic changes in consumer behavior, new channels of communication, and digitization of business processes. In such conditions, the issue of forming an organizational and economic mechanism that ensures effective adaptation of marketing strategies becomes especially relevant. This mechanism should allow enterprises to remain competitive, respond flexibly to market fluctuations, and effectively use digital tools to achieve their goals. Analysis of recent research and publications. Various aspects of enterprise marketing strategy development and digital transformation have been studied by many scholars. Noteworthy are the works of O. Bala, V. Ivatsyk, M. Bosovska, L. Bovsh, A. Okhrimenko, L. Kvasova, L. Kurbatska, D. Lozovyi, T. Knyazeva, O. Yarmolyuk, M. Kovbatyuk, and others. These researchers have examined issues of digital transformation in marketing, approaches to strategic planning, and enterprise entry into international markets. However, despite significant scientific achievements, insufficient attention has been paid to the formation of a holistic organizational and economic mechanism that ensures the adaptation of marketing strategies specifically under the conditions of digital transformation. Therefore, further research is needed to develop practical recommendations and tools that will enable enterprises to transform their marketing strategies efficiently in response to digital challenges. The target of the research is to develop a comprehensive organizational and economic mechanism for adapting the marketing strategy of an enterprise in a digital environment, which would ensure the integration of digital technologies into the strategic marketing management system, increase competitiveness, and create additional value for customers. Article’s main body. The article explores the theoretical and practical aspects of adapting an enterprise’s marketing strategy in the context of digital transformation. It is emphasized that such adaptation is not limited to the use of digital communication channels but involves deep structural and functional changes in the system of strategic marketing management. Based on the analysis of current digital trends, the authors identify the main directions of adaptation: personalization of marketing communications, use of big data and analytics, automation of marketing processes, implementation of CRM and ERP systems, and focus on customer experience (CX). The essence and structure of the organizational and economic mechanism for adaptation are substantiated, which includes the following components: goal-setting and strategic alignment; organizational support (teams, structure, competencies); economic provision (budgeting, investments in technology); digital infrastructure (platforms, tools, data systems); risk management; and monitoring and control systems. This mechanism is designed to be flexible, scalable, and oriented toward sustainable development in conditions of uncertainty and volatility. The role of leadership and corporate culture in ensuring effective adaptation is separately emphasized. The article analyzes the capabilities of digital platforms and cloud technologies that contribute to reducing transaction costs and increasing the speed of decision-making. The authors also consider the transformation of marketing functions, such as product policy, pricing, promotion, and distribution, through the lens of digital innovation. Additionally, the study proposes a phased approach to implementing the adaptation mechanism, including stages such as audit of the current strategy, digital maturity assessment, stakeholder engagement, selection of digital tools, pilot testing, scaling of best practices, and continuous improvement. Key performance indicators (KPIs) for monitoring the effectiveness of strategic adaptation are also discussed. Conclusions and prospects for development. The study concludes that effective adaptation of an enterprise’s marketing strategy in a digital environment requires a systematic approach that combines strategic foresight, organizational readiness, economic feasibility, and technological support. The proposed organizational and economic mechanism serves as a practical toolkit for enterprises aiming to increase their competitiveness and resilience under digital transformation. Prospects for further research include developing industry-specific adaptation models, studying the impact of artificial intelligence and machine learning on marketing strategy development, and forming benchmarks for digital maturity assessment. The practical value of the research lies in the ability of enterprises to use the proposed mechanism for real-time adjustment of their marketing strategies, improvement of customer interaction, and strengthening their position in both domestic and international markets.

Mykola Odrekhivskyi, Volodymyr Kolomatskyi

The article examines the main groups of socio-psychological problems affecting the innovative development of recreational enterprises, including resistance to change, low innovation motivation, insufficient communication, weak organizational culture, psychological fatigue among staff, team conflict, and a deficit of leadership. Resistance to change is analysed as a natural phenomenon that can be managed and transformed into a constructive force through professional communication management, personnel engagement and the cultivation of trust within the team. The study finds that low motivation for innovation hinders enterprise development, reduces competitiveness, and limits adaptive capacity. Overcoming this challenge is proposed through revising incentive systems, strengthening a culture of trust, and fostering a supportive innovative environment. It is demonstrated that insufficient communication slows down innovation processes, undermines trust within the team, and diminishes managerial effectiveness; improving communication is essential for building the innovative potential of recreational enterprises. The research shows that a low level of organizational culture impedes innovative development by reducing motivation and weakening team interaction. The development of organizational culture istherefore proposed through a systemic approach encompassing shared values, leadership, training and communication. The article also analyses psychological fatigue among personnel, highlighting its negative impact on innovative activity, productivity, and the moral climate of the enterprise. Reducing fatigue and improving effectiveness is recommended through workload balancing, managerial support, skills development, and attention to psychological well-being. It is argued that team conflicts negatively affect innovation and overall performance, and that their resolution should be based on communication, training, and the development of shared team values. Finally, the study shows that a deficit of leadership undermines productivity, innovativeness, and morale. Addressing this deficit requires systematic development of leadership competencies, reinforcement of corporate culture, a clear organizational structure, and conditions conducive to effective team interaction.

Yurii Smoliak, A. Kholodnytska

The article is devoted to the study of the effectiveness of using remote forms of communication and digitalization in enterprise management in the conditions of digitalization. The role and place of communication and digitalization in enterprise management are determined. The contribution of Ukrainian and foreign scientists to the study of the effectiveness of using remote communications and digitalization in enterprise management is considered. The definitions of the concepts of remote communication and digitalization, forms and examples of their application are given. The main advantages and disadvantages of using remote communications and digitalization in enterprise management are studied, the principles of implementing remote communications and digitalization in the enterprise are proposed. Ways to increase the effectiveness of using remote communications and digitalization in enterprise management are proposed. The article highlights the influence of both external and internal factors on the successful implementation of remote communications and digitalization at the enterprise level. These factors include government support, regulatory framework, availability of high-speed internet, digital skills of staff, technical capabilities and financial resources. The study suggests five key principles for successful implementation: accessibility, equity, continuity, sufficiency and digital literacy. The study concludes that while official statistics in Ukraine remain limited, the experience of EU countries demonstrates the growing impact and potential of digital transformation in improving the efficiency of enterprises. Recommendations are offered to enterprises seeking to strengthen their digital strategies and improve management results in a rapidly changing business environment. In addition, the article describes the practical implications of digitalization for different levels of enterprise management - from strategic decision-making to operational processes. Remote communication tools have changed the way teams work together, how managers monitor performance, and how businesses interact with customers. The shift to digital platforms has also democratized access to information, enabling greater participation in management processes across departments and divisions. Another important aspect discussed in the article is the psychological and organizational impact of digital tools on employees. While digitalization promotes flexibility and efficiency, it also creates new challenges such as blurred work-life boundaries, information overload and digital fatigue. The article emphasizes the importance of developing a corporate culture that supports responsible use of digital communications, respects employees' right to unplug, and encourages continuous learning to adapt to technological change.

Khan M.R. Taufique, K. Nielsen, Thomas Dietz et al.

E. Schanina, Valeriy Dumnov

The emergence in an organization of a system of competent human capital management within the framework of the market reality that has developed today in domestic organizational management sets a framework for the management of organizations in the form of creating modern tools for managing the workforce. This trend entails the need to monitor the reasonable implementation and functioning of HR branding tools, which will ultimately achieve the desired effect from the processes of formation and development of corporate culture. Based on the results of an analysis of scientific literature, the article formulates the author’s definition of an organization’s HR brand, and also defines its structure. The effectiveness of introducing an HR brand into an organization’s activities is illustrated by examples of specific companies. An original study of the internal HR brand of PJSC Bank Kuznetsky was carried out. The purpose of this study is to study the phenomenon of HR branding in commercial organizations in the labor market of the Penza region and to develop a set of measures and recommendations for changing the company’s HR brand based on its EVP system and competitive advantages in the labor market. The specific proposals and recommendations proposed by the authors of the article for improving the internal HR brand of PJSC Bank Kuznetsky can be used by managers and HR specialists of other commercial organizations.

Hadi Teimouri, Ali Asghar Mobasheri

Employees mental absent is a negative phenomenon which can make organizations face many challenges in order to achieve a competitive advantage. Therefore, the aim of the this study is to designing a pattern for antecedents and consequences of employees mental absence in Iran. This study conducted using the meta- synthesis method as a qualitative research. The results show that the antecedents of employees mental absence in Iran can be studied in to two individual (with two components of attitudinal-perceptual factors and behavioral-functional factors) and organizational levels (with three components of factors related to the nature of the job, factors related to the job environment and the weakness of internal processes of the organization). The findings also indicate that the consequences of employees mental absence in Iran can be mentioned in to two individual (with two components of attitudinal-perceptual consequences and behavioral-functional consequences) and organizational levels (with two components of short-term consequences and long-term consequences).

Fatemehsadat Mir, Seyyed medi Alvani, Hamed Dehghanan et al.

The importance of leadership on the one hand and the plurality of opinions in this field on the other hand increase the need to rethink and conduct research in this regard. The purpose of this exploratory research is to identify gaps in existing leadership theories and to present a new meta-theory to address these gaps. In this library research, we used meta-theory, which is one of the effective research methods for rethinking science. The statistical community is all the articles that investigated leadership theories. Sampling by judgmental method reached the number of 200 articles until theoretical saturation. In this research, we first categorized leadership theories based on the five paradigms of science and then identified theoretical gaps. Based on the research findings, the gaps in the organization's leadership theories go back to the material ontology that governs them, and the solution is to change the perspective towards the unificationist meta-theory and human knowledge in higher dimensions. We have presented our metatheoretical view based on unificationist theories of physics, because unificationist ontology, emphasizing the multiplicity of dimensions and the unity of forces in existence, considers the truth to be something beyond the material world.

Pushpdeep Singh, Mayur Patidar, Lovekesh Vig

LLMs are increasingly being deployed for multilingual applications and have demonstrated impressive translation capabilities between several low and high-resource languages. An aspect of translation that often gets overlooked is that of cultural adaptation, or modifying source culture references to suit the target culture. While specialized translation models still outperform LLMs on the machine translation task when viewed from the lens of correctness, they are not sensitive to cultural differences often requiring manual correction. LLMs on the other hand have a rich reservoir of cultural knowledge embedded within its parameters that can be potentially exploited for such applications. In this paper, we define the task of cultural adaptation and create an evaluation framework to evaluate the performance of modern LLMs for cultural adaptation and analyze their cross-cultural knowledge while connecting related concepts across different cultures. We also analyze possible issues with automatic adaptation. We hope that this task will offer more insight into the cultural understanding of LLMs and their creativity in cross-cultural scenarios.

K. Nemashkalo, Artur Khutak, Oleksandr Kuchuhurnyi

Managing change effectively has become a critical challenge for modern enterprises amidst dynamic economic, technological, and social landscapes. This article explores the comprehensive approach to change management in enterprise development. It examines strategic methodologies and practices that enable organizations to adapt and thrive in a rapidly evolving business environment. The article begins by outlining the fundamental concepts of change management and the rationale behind adopting a comprehensive approach. It emphasizes integrating various strategies, including strategic planning, stakeholder engagement, communication management, and organizational culture alignment. These elements collectively contribute to the successful implementation of changes within an organization. A significant focus of the article is placed on leadership’s role in driving and facilitating change initiatives. It discusses strategies for leadership to act as change catalysts and garner employee support throughout the change process. Fostering a supportive corporate culture that encourages innovation and openness to change is also highlighted. Furthermore, the article delves into the project management aspect of change implementation. It explores how effective project management practices contribute to achieving change objectives within specified budgets, timelines, and quality standards. Modern tools and technologies are also examined to enhance efficiency and effectiveness. Challenges and barriers encountered by enterprises during change implementation are comprehensively analyzed in the article. It addresses risk assessment, strategies to minimize internal resistance, and methods to overcome obstacles encountered during the change journey. The article’s concluding section focuses on evaluating change management effectiveness. Key performance indicators and evaluation methodologies are discussed to measure the success of change initiatives. Concrete data and insights are provided to assess the attainment of change objectives and overall organizational resilience. In summary, this article provides a holistic perspective on change management as a strategic tool for achieving competitive advantages and sustainable development in today’s volatile economic environment. It underscores the necessity of integrating diverse aspects of change management into a unified strategy to ensure successful change implementation and enhance organizational resilience against external disruptions. Keywords: change management, comprehensive approach, strategic planning, leadership role, communication management, project management, organizational development, sustainable development.

Muhammad Rafiq-uz-Zaman

The leadership styles play a crucial role in determining the effectiveness in decision making and performance in institutions of higher learning (HEIs). Nevertheless, literature on leadership in Pakistani higher education institutions is still divided, and it is necessary to synthesize it systematically. This is a systematic review that will integrate empirical literature on leadership styles and decision-making performance within the public sector universities in Pakistan to identify the mechanism of influence and situational influences. In line with PRISMA, a total of five databases were searched and 97 records were discovered. After a rigorous screening, 2016-2022 studies (n= 28) were included in the study. They were collected with standardized forms, and the quality of the studies was evaluated with the help of Mixed Methods Appraisal Tool. Synthesis of findings was done in narrative form. Transformational leadership had the most positive correlations with organizational performance, faculty satisfaction, and innovation (28 studies). The positive influence of the leadership styles of servants, empowering, and knowledge-oriented leadership styles were also positively affected through the mediation of emotional intelligence, psychological empowerment, and organizational trust factors. Effectiveness was moderated by leader gender, hierarchical level, organizational culture and crisis context. Pakistani HEIs need multi-style competence, situational application, and emotional intelligence to be competent leaders. Policy reform and evidence-based leadership development can improve institutional effectiveness. One area of future research is that based on longitudinal designs, studies of the decision-making process directly, and the context of institutional governance. References Abadama, D. S. (2020). A comparative study of perceived transformational, transactional and passive avoidant leadership styles effectiveness within the Ethiopian public universities. International Journal of Higher Education Management, 7(1), 1–20. Abouraia, M. K., & Othman, S. M. (2017). Transformational leadership, job satisfaction, organizational commitment, and turnover intentions: The direct effects among bank representatives. American Journal of Industrial and Business Management, 7(4), 404–423. Ahmed, T., Chaojun, Y., Hongjuan, Y., & Mahmood, S. (2022). The impact of empowering leadership on job performance of higher education institutions employees: Mediating role of goal clarity and self-efficacy. Psychology Research and Behavior Management, 15, 677–694. https://doi.org/10.2147/PRBM.S346397 Al Amiri, N., Rahima, R. E. A., & Ahmed, G. (2020). Leadership styles and organizational knowledge management activities: A systematic review. Gadjah Mada International Journal of Business, 22(3), 250–275. https://doi.org/10.15294/gmijb.v22i3.291 Alizai, S. H., Asif, M., & Rind, Z. K. (2021). Relevance of Motivational Theories and Firm Health. Management (IJM), 12(3), 1130-1137. Anwaar, S., & Jingwei, L. (2022). Knowledge hiding in teachers of moral education degree programs in Pakistan: The role of servant leadership, psychological ownership, and perceived coworker support. Frontiers in Psychology, 13, Article 860405. https://doi.org/10.3389/fpsyg.2022.860405 Aranki, D. H., Suifan, T. S., & Sweis, R. J. (2019). The relationship between organizational culture and organizational commitment. Modern Applied Science, 13(4), 137. https://doi.org/10.5539/mas.v13n4p137 Asif, M. (2022). Integration of Information Technology in Financial Services and its Adoption by the Financial Sector in Pakistan. Inverge Journal of Social Sciences, 1(2), 23–35. https://doi.org/10.63544/ijss.v1i2.31 Asif, M., & Shaheen, A. (2022). Creating a High-Performance Workplace by the determination of Importance of Job Satisfaction, Employee Engagement, and Leadership. Journal of Business Insight and Innovation, 1(2), 9-15. Asim, M., Zhiying, L., Nadeem, M. A., Ghani, U., Arshad, M., & Yi, X. (2021). How authoritarian leadership affects employee's helping behavior? The mediating role of rumination and moderating role of psychological ownership. Frontiers in Psychology, 12, Article 667348. https://doi.org/10.3389/fpsyg.2021.667348 Chaman, S., Zulfiqar, S., Shaheen, S., & Saleem, S. (2021). Leadership styles and employee knowledge sharing: Exploring the mediating role of introjected motivation. PLoS ONE, 16(9), Article e0257174. https://doi.org/10.1371/journal.pone.0257174 Drigas, A., & Papoutsi, C. (2019). Emotional intelligence as an important asset for HR in organizations: Leaders and employees. International Journal of Advanced Corporate Learning, 12(1), 58–66. https://doi.org/10.3991/ijac.v12i1.9637 Fareed, M. Z., Su, Q., Almutairi, M., Munir, K., & Fareed, M. M. S. (2022). Transformational leadership and project success: The mediating role of trust and job satisfaction. Frontiers in Psychology, 13, Article 954052. https://doi.org/10.3389/fpsyg.2022.954052 Gupta, S., Nawaz, N., Tripathi, A., Arif Chaudhry, S., & Agrawal, K. (2022). Impact of inclusive leadership on innovation performance during coronavirus disease 2019 outbreak: Mediating role of employee innovation behavior and moderating role of psychological empowerment. Frontiers in Psychology, 13, Article 811330. https://doi.org/10.3389/fpsyg.2022.811330 Iqbal, Q., & Piwowar-Sulej, K. (2022). Sustainable leadership in higher education institutions: Social innovation as a mechanism. International Journal of Sustainability in Higher Education, 23(8), 1–20. https://doi.org/10.1108/IJSHE-04-2021-0162 Jamali, A., Bhutto, A., Khaskhely, M., & Sethar, W. (2022). Impact of leadership styles on faculty performance: Moderating role of organizational culture in higher education. Management Science Letters, 12(1), 1–20. https://doi.org/10.5267/j.msl.2021.11.005 Kumari, K., Ali, S. B., Batool, M., Cioca, L. I., & Abbas, J. (2022). The interplay between leaders’ personality traits and mentoring quality and their impact on mentees’ job satisfaction and job performance. Frontiers in Psychology, 13, Article 937470. https://doi.org/10.3389/fpsyg.2022.937470 Lamm, K. W., Sapp, L. R., Randall, N. L., & Lamm, A. J. (2021). Leadership development programming in higher education: An exploration of perceptions of transformational leadership across gender and role types. Tertiary Education and Management, 27(4), 297–312. https://doi.org/10.1007/s11233-021-09076-2 Majeed, N., Ramayah, T., Mustamil, N., Nazri, M., & Jamshed, S. (2017). Transformational leadership and organizational citizenship behavior: Modeling emotional intelligence as mediator. Management & Marketing, 12(4), 571–590. https://doi.org/10.1515/mmcks-2017-0021 Malik, O. F., & Pichler, S. (2022). Linking perceived organizational politics to workplace cyberbullying perpetration: The role of anger and fear. Journal of Business Ethics. Advance online publication. https://doi.org/10.1007/s10551-022-05234-7 Mansoor, T., & Hussain, S. (2024). Impact of knowledge oriented leadership on sustainable service quality of higher education institutes. VINE Journal of Information and Knowledge Management Systems, 54(4), 705–724. https://doi.org/10.1108/VJIKMS-09-2021-0176 Manzoor, F., Wei, L., & Asif, M. (2021). Intrinsic rewards and employee's performance with the mediating mechanism of employee's motivation. Frontiers in Psychology, 12, Article 563070. https://doi.org/10.3389/fpsyg.2021.563070 Mukaram, A. T., Rathore, K., Khan, M., Danish, R., & Zubair, S. (2021). Can adaptive academic leadership duo make universities ready for change? Evidence from higher education institutions in Pakistan in the light of COVID-19. Journal of Management Development, 40(7/8), 587–609. https://doi.org/10.1108/JMD-05-2021-0159 Njeru, M. N., & Omondi, M. (2016). Relationship between total quality management and employee performance in public universities in Kenya: A case study of Kirinyaga University College. Strategic Journal of Business & Change Management, 3(2), 455–483. https://doi.org/10.61426/sjbcm.v3i2.250 Paais, M., & Pattiruhu, J. R. (2020). Effect of motivation, leadership, and organizational culture on satisfaction and employee performance. The Journal of Asian Finance, Economics and Business, 7(8), 577–588. https://doi.org/10.13106/jafeb.2020.vol7.no8.577 Pasha, M. A., Ramzan, M., & Asif, M. (2019). Impact of Economic Value Added Dynamics on Stock Prices Fact or Fallacy: New Evidence from Nested Panel Analysis. Global Social Sciences Review, 4(3), 135-147. http://dx.doi.org/10.31703/gssr.2019(IV-III).13 Rehman, U., & Iqbal, A. (2020). Nexus of knowledge-oriented leadership, knowledge management, innovation and organizational performance in higher education. Business Process Management Journal, 26(6), 1765–1790. https://doi.org/10.1108/BPMJ-03-2020-0097 Sarwar, U., Zamir, S., Fazal, K., Hong, Y., & Yong, Q. Z. (2022). Impact of leadership styles on innovative performance of female leaders in Pakistani universities. PLoS ONE, 17(5), Article e0266956. https://doi.org/10.1371/journal.pone.0266956 Shah, A. N., Saif, N., Khan, M. T., & Khan, I. U. (2022). Demographics impact on management capabilities through the lens of transactional and transformational leadership. International Journal of Services and Operations Management, 43(3), 338–358. https://doi.org/10.1504/IJSOM.2022.125709 Tanveer, M. (2020). Leadership in Pakistani universities and management: Exploring the opportunities of betterment. Leadership & Organization Development Journal, 41(8), 1171–1185. https://doi.org/10.1108/LODJ-04-2020-0132 Zada, M., Zada, S., Ali, M., Jun, Z. Y., Contreras-Barraza, N., & Castillo, D. (2022a). How classy servant leader at workplace? Linking servant leadership and task performance during the COVID-19 crisis: A moderation and mediation approach. Frontiers in Psychology, 13, Article 810227. https://doi.org/10.3389/fpsyg.2022.810227 Zada, M., Zada, S., Khan, J., Saeed, I., Zhang, Y.

Akbar Hassanpoor, Hassan Rangriz, Yousef Vakili et al.

The Ambidexterity of human resource management refers to the ability of human resource management to discover and exploit talented employees. The purpose of this study is to identify the antecedents and components of ambidextrous human resource management and prioritize them. The research is applied in terms of purpose, which has been done with a qualitative method based on content analysis and using interview tools. The statistical population of the study includes human resource management experts and managers of the Central Bank of the Islamic Republic of Iran who have at least a masterchr('39')s degree in human resources management and organizational behavior and have at least 5 years of experience in this organization. To select the sample, the method of judgmental sampling and snowball was used, which was interviewed with 19 people. After analyzing the data obtained from the interview, organizational, personal, managerial and environmental factors were identified as preconditions for dual-power human resource management. The components of human resource management were identified. Fuzzy AHP and ARAS techniques are used to prioritize the antecedents and components of human resource management.The results of the calculations showed that the factors of support and support of management, commitment of managers and management styles were ranked first to third, respectively, the most important factors affecting the duality of human resource management. Adaptive education, encouragement of self-study and sharing of learnings from the sub-components of education and development of the two powers were the highest.Introduction In dynamic environments, Organizations must take advantage of processes that produce both efficiency and creativity (and therefore innovation) (ambidextrous capabilities). Therefore, companies must simultaneously learn different methods and create balance and integration between heterogeneous learning streams. Ambidexterity refers to the ability to perform two activities simultaneously: exploration and exploitation, efficiency and flexibility, and alignment and compatibility. Ambidexterity deals with organizations simultaneously pursuing conflicting goals such as exploration and exploitation, efficiency and flexibility, or service and sales. Human resource management systems significantly help to meet these heterogeneous demands and effectively apply the human resource system that balances efficiency and innovation. Lack of human resource management ambidexterity may lead to problems in development initiatives. Past research shows the necessity of ambidextrous human resource management to manage innovation initiatives and ongoing manufacturing processes successfully. The Ambidexterity of human resource management refers to human resource management's ability to explore and exploit talented employees. An ambidextrous human resource management connects innovative and traditional HRM practices and principles, and it is critical to ensure the sustainable coexistence of exploration and exploitation and is necessary to cross crisis boundaries and resolve tensions between the two.Materials and MethodsThe research uses a qualitative method based on thematic analysis and using interview tools. In addition, in terms of the research design, it is of mixed exploratory type. The qualitative approach is based on thematic analysis using interview tools. The study population includes human resource management experts and managers of the Central Bank of the Islamic Republic of Iran who have at least a Master's degree in human resources management and organizational behavior and have at least five years of experience in this organization—the method of judgmental sampling and snowball used to select the sample. After collecting the data, the researchers coded the notes and produced classes or concepts in three stages to understand the antecedents and components of ambidextrous human resource management. Key concepts are classified into three formats: basic themes, organizing themes, and global themes. In the following, to prioritize the factors affecting the ambidextrous human resources management and the ambidextrous human resources management components identified in the previous stage, fuzzy AHP and fuzzy ARAS techniques were used.Discussion and ResultsAfter analyzing the data obtained from the interview with the thematic analysis method, the antecedents and components of ambidextrous human resources management are placed in four categories. The analysis results of the precursors of ambidextrous human resources management were 21 Basic themes, five organizing themes, and one global theme, and the components of ambidextrous human resources management included 28 basic themes, four organizing themes, and one global theme. Organizational, managerial, individual, and environmental factors are the organizing themes of ambidextrous human resources management antecedents. In addition, the organizing themes of ambidextrous human resources management’s components include ambidextrous hiring and Recruitment, ambidextrous Training and development, ambidextrous performance evaluation, and ambidextrous Compensation.ConclusionsThe results of pairwise comparison among the main factors of ambidextrous human resources management’s antecedents showed that managerial aspects have the most weight in the ambidexterity of human resources management and organizational, environmental, and individual elements are in the following ranks in terms of the importance of impact on the human resources management ambidexterity. Among the sub-criteria of factors affecting the ambidexterity of human resources management, the most critical factors include management support, the commitment of managers, and management styles.The results showed that among the main components of ambidextrous human resource management, the training and development of human resources has the most weight and is the most crucial component in human resource management ambidexterity. Among the sub-criteria of ambidextrous human resource management components, Adaptive training, encouraging self-study, and sharing knowledge and flexibility of the compensation system received the highest ranks, respectively.

Labrini Zarpala

This paper examines how risk and budget limits on investment mandates affect the bidding strategy in a uniform-price auction for issuing corporate bonds. I prove the existence of symmetric Bayesian Nash equilibrium and explore how the risk limits imposed on the mandate may mitigate severe underpricing, as the symmetric equilibrium's yield positively relates to the risk limit. Investment mandates with low-risk acceptance inversely affect the equilibrium bid. The equilibrium bid provides insights into the optimal mechanism for pricing corporate bonds conveying information about the bond's valuation, market power, and the number of bidders. These findings contribute to auction theory and have implications for empirical research in the corporate bond market.