Campbell Soup Co. plans to reorganize its businesses into three divisions, each headed by a president. In addition, Irene Chang Britt, president–Pepperidge Farm and senior vice president–Global Baking and Snacking, will leave the company.

Event Begins: Thursday, November 14, 2024 5:30pm
Location: Central Campus Classroom Building
Organized By: Organizational Studies Program (OS)

OS is an interdisciplinary major based in the social sciences where students customize their own education. Enjoy a small community of dedicated and ambitious students with access to top-notch faculty and an engaged alumni network.

At Info Night, you'll hear from the Program Director, Major Advisor, Current OS students, and OS alumni. Topics covered include curriculum, admissions, and career/graduate study options.

Register now: https://myumi.ch/M65gx

VIENNA, 20 July 2016 – Possible roles for the OSCE in the context of the migration and refugee flows across the OSCE area were discussed today at a special meeting of the Permanent Council in Vienna.

The meeting was a milestone in the process launched in March 2016 by Germany’s 2016 OSCE Chairmanship. In a series of seven meetings and following an inclusive approach, an Informal Working Group took stock of the migration-related activities of the OSCE and developed proposals for future engagement. The Working Groups was chaired by Swiss Ambassador to the OSCE Claude Wild and open to all participating States, Partners for-Cooperation and OSCE executive structures as well as a number of international organizations and NGOs.

Presenting results of this ambitious preparatory process Wild said in today’s Permanent Council: “While the current situation is generally referred to as ‘the refugee and migration crisis’, it is in fact a crisis of international migration governance. Comprehensive governance is needed to deal responsibly with the phenomenon of migration and refugee flows. This includes addressing issues of protection, combating crime, border management, successful integration as well as solidarity and partnerships.”

Wild highlighted that the OSCE is uniquely positioned and equipped to use its political convening power and technical expertise to create formal and informal networks. “In such networks national experts and decision makers can exchange best practices in all specific issues that have to be addressed to design and implement responsible national policies on migration and refugee flows,” he said.

Chairperson of the Permanent Council and German Ambassador to the OSCE, Eberhard Pohl, thanked the Swiss OSCE Ambassador and his team for their committed work. “There was a clear common understanding among all OSCE States today that migration and refugee flows figure high on the OSCE agenda in line with its comprehensive approach to security,” Pohl said.

“Given the scale and transnational character of this issue, it is clear that no single country can cope with the challenge of current migration and refugee flows alone. It has to be addressed in a co-operative manner, in a spirit of shared responsibility. We will continue to support OSCE activities in this field and work to further develop the contribution of the OSCE.”

The OSCE Permanent Council is one of the main regular decision-making bodies of the Organization bringing together representatives of all 57 OSCE participating States and the 11 Partners for Co-operation.

VIENNA, 20 July 2016 – Possible roles for the OSCE in the context of the migration and refugee flows across the OSCE area were discussed today at a special meeting of the Permanent Council in Vienna.

The meeting was a milestone in the process launched in March 2016 by Germany’s 2016 OSCE Chairmanship. In a series of seven meetings and following an inclusive approach, an Informal Working Group took stock of the migration-related activities of the OSCE and developed proposals for future engagement. The Working Groups was chaired by Swiss Ambassador to the OSCE Claude Wild and open to all participating States, Partners for-Cooperation and OSCE executive structures as well as a number of international organizations and NGOs.

Presenting results of this ambitious preparatory process Wild said in today’s Permanent Council: “While the current situation is generally referred to as ‘the refugee and migration crisis’, it is in fact a crisis of international migration governance. Comprehensive governance is needed to deal responsibly with the phenomenon of migration and refugee flows. This includes addressing issues of protection, combating crime, border management, successful integration as well as solidarity and partnerships.”

Wild highlighted that the OSCE is uniquely positioned and equipped to use its political convening power and technical expertise to create formal and informal networks. “In such networks national experts and decision makers can exchange best practices in all specific issues that have to be addressed to design and implement responsible national policies on migration and refugee flows,” he said.

Chairperson of the Permanent Council and German Ambassador to the OSCE, Eberhard Pohl, thanked the Swiss OSCE Ambassador and his team for their committed work. “There was a clear common understanding among all OSCE States today that migration and refugee flows figure high on the OSCE agenda in line with its comprehensive approach to security,” Pohl said.

“Given the scale and transnational character of this issue, it is clear that no single country can cope with the challenge of current migration and refugee flows alone. It has to be addressed in a co-operative manner, in a spirit of shared responsibility. We will continue to support OSCE activities in this field and work to further develop the contribution of the OSCE.”

The OSCE Permanent Council is one of the main regular decision-making bodies of the Organization bringing together representatives of all 57 OSCE participating States and the 11 Partners for Co-operation.

Related Stories

• Azerbaijan’s Deputy Foreign Minister addresses OSCE, calls for work toward peaceful settlement of Nagorno-Karabakh conflict to be advanced
• OSCE Chairperson-in-Office Steinmeier stresses importance of ODIHR’s work during visit to headquarters in Warsaw
• Holocaust remembrance reminds us of the need to work for tolerance and non-discrimination in our societies, say keynote speakers at OSCE Permanent Council

Fifty-two representatives of Local Crime Prevention Centres (LCPCs) in Kyrgyztsan, including members of the courts of Aksakals (local elders), women and youth councils completed a two-day workshop supported by the OSCE Centre in Bishkek  on 7July 2016 in Osh, with the aim of enhancing interactions between the police, civil organizations and the public.

Participants improved their practical skills on analyzing security situations and applying problem-solving methods, and in strengthening effective communication with the police and other stakeholders. LCPC members learned about the development and implementation of crime prevention projects and programmes. Participants also revised the normative-legal documents that regulate LCPCs and crime prevention activities.

“Preserving public order and preventing crime is the shared responsibility of the police, local self-government bodies, and local communities,” said Pavel Khalashnyuk, acting Head of Police Affairs at the OSCE Centre. “This training course seeks to strengthen this collective, consultative approach and the LCPCs’ capacity to foster community engagement in crime prevention and to strengthen the effectiveness of the partnership with police in addressing community security concerns.”

The workshop was conducted at the Community Policing Training Centre by a local expert and trainers from the Main Directorate for Public Safety of the Ministry of Internal Affairs and of the Ministry’s Academy.

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• OSCE Centre in Bishkek supports newly established working group on police reform
• OSCE Centre in Bishkek supports summer school on topical issues of police reform
• OSCE Centre in Bishkek enhances police investigators’ skills in crime investigation techniques

VIENNA, 20 July 2016 – Possible roles for the OSCE in the context of the migration and refugee flows across the OSCE area were discussed today at a special meeting of the Permanent Council in Vienna.

The meeting was a milestone in the process launched in March 2016 by Germany’s 2016 OSCE Chairmanship. In a series of seven meetings and following an inclusive approach, an Informal Working Group took stock of the migration-related activities of the OSCE and developed proposals for future engagement. The Working Groups was chaired by Swiss Ambassador to the OSCE Claude Wild and open to all participating States, Partners for-Cooperation and OSCE executive structures as well as a number of international organizations and NGOs.

Presenting results of this ambitious preparatory process Wild said in today’s Permanent Council: “While the current situation is generally referred to as ‘the refugee and migration crisis’, it is in fact a crisis of international migration governance. Comprehensive governance is needed to deal responsibly with the phenomenon of migration and refugee flows. This includes addressing issues of protection, combating crime, border management, successful integration as well as solidarity and partnerships.”

Wild highlighted that the OSCE is uniquely positioned and equipped to use its political convening power and technical expertise to create formal and informal networks. “In such networks national experts and decision makers can exchange best practices in all specific issues that have to be addressed to design and implement responsible national policies on migration and refugee flows,” he said.

Chairperson of the Permanent Council and German Ambassador to the OSCE, Eberhard Pohl, thanked the Swiss OSCE Ambassador and his team for their committed work. “There was a clear common understanding among all OSCE States today that migration and refugee flows figure high on the OSCE agenda in line with its comprehensive approach to security,” Pohl said.

“Given the scale and transnational character of this issue, it is clear that no single country can cope with the challenge of current migration and refugee flows alone. It has to be addressed in a co-operative manner, in a spirit of shared responsibility. We will continue to support OSCE activities in this field and work to further develop the contribution of the OSCE.”

The OSCE Permanent Council is one of the main regular decision-making bodies of the Organization bringing together representatives of all 57 OSCE participating States and the 11 Partners for Co-operation.

Related Stories

• Azerbaijan’s Deputy Foreign Minister addresses OSCE, calls for work toward peaceful settlement of Nagorno-Karabakh conflict to be advanced
• OSCE Chairperson-in-Office Steinmeier stresses importance of ODIHR’s work during visit to headquarters in Warsaw
• Holocaust remembrance reminds us of the need to work for tolerance and non-discrimination in our societies, say keynote speakers at OSCE Permanent Council

As organizations increasingly adopt AI, ensuring that data quality is optimized is paramount for success. Good data is not just an asset; it serves as the foundation for effective AI models. High-quality data influences cost-efficiency, reliable decision-making and scalability. In this article, we will explore six data strategies that can prepare your organization for AI adoption. 1. Detect anomalies in your data Anomaly detection refers to identifying data points that deviate from expected patterns.…

In today's market name badges are available in varying types from which the organizations can choose the one that perfectly meets their requirement. Generally these badges are made using three basic...

Epsilon, the global leader in creating connections between people and brands, today announced that it was named a Leader in the January 2016 report �The Forrester Wave�: Customer Loyalty Solutions For Large Organizations.

Fluence Technologies, the only pure-play provider of financial close and consolidation software purpose-built for mid-sized companies, and Revelwood, experts in the Office of Finance, have formed a strategic partnership to bring Fluence's SaaS financial consolidation solution to mid-size organizations throughout North America.

Net Alpha Financial Systems, LLC, the technology company developing solutions that are transforming the way manufacturers, producers, distributors, and brokers transact in raw materials, today announced materialx® Decision Support, a new cloud-based subscription service that enables supply chain management organizations to make better raw material purchase decisions.

It is not a one-time undertaking but an ongoing process that must be revisited throughout the life of any business. In fact, nearly half of all CEOs launch a company reorganization during their first two years on the job.

complete article

The Internal Revenue Service today announced that approximately 275,000 organizations under the law have automatically lost their tax-exempt status because they did not file legally required annual reports for three consecutive years. IRS Identifies Organizations that Have Lost Tax-Exempt Status

Customised Podcasting is an excellent information tool for businesses and organizations. Cerado.com started a Customised Podcast Service as a companion to their existing (Competitive Intelligence) briefing documents. More here.

FeedForAll helps Religious Organizations communicate with the general public about services. Churches can podcast sermons to reach a further audience, by spreading the word over the Internet.

RSS Feeds for Religious Organizations

We're adding support for return policies at the organization level, which means you'll be able to specify a general return policy for your business instead of having to define one for each individual product you sell.

The European Union Rights Management Directive 2014/26/EU, provides regulatory oversight of European Union (EU) Collective Management Organizations (CMOs). However, the Directive has no provision indicating how members of EU CMOs may conduct non-financial audits of their CMO income and reporting. This paper addresses the problem of a lack of an audit method through a case study of the five writer members of the music group Duran Duran, who have been members of the UK's CMO for performing rights - the Performing Rights Society (PRS) for over 35 years. The paper argues a new audit CMO member method that can address the lacunae regarding the absence of CMO member right to audit a CMO and an applicable CMO audit method.

This paper reports on the educational aspects of an information systems work-integrated learning (WIL) capstone project for an organization which operates to alleviate homelessness in the Australian non-profit sector. The methodology adopted for the study is Action Design Research (ADR) which draws on action research and design research as a means for framing a project's progress. Reflective insights by the project stakeholders, namely, students, academics, and the non-profit client, reveal a curriculum at work through internal features of the organization; personal features of the participants and features of the external environment. Preliminary findings suggest that students in a WIL project for a non-profit are highly engaged, especially when they become aware of the project’s social value. As well, the improvement of professional skills and emotional intelligence by students is more likely in real-life practice settings than in other less authentic WIL activities, equipping graduates for the workforce with both strong disciplinary and generic skills. Win-win-win synergies through project collaboration represent worthwhile outcomes to education, industry and research.

Aim/Purpose: Governments, private business, and academia have become increasingly aware of the importance of collaboration in multi-stakeholder, multicultural environments. This is due to the globalization and (developing) mutual relationships with other global partners, due to the often varying visions and goals between the respective organizations in managing projects that span those environments. Background: This research conducts a survey of literature pertaining to organizational collaboration in multi-stakeholder, multicultural environments in government, private business, and academic sectors, conducting an analysis to identify the gaps in the basic questions thus far explored in the literature. The gap analysis will expose the opportunities for greater collaboration in these environments. Methodology: The author conducted a literature review to identify existing research gaps to focus interviews that will develop multiple case studies in future research. Contribution/Findings: This literature review has determined gaps in understanding how contributing factors to cultural communication impact collaboration in multi-cultural, multi-stakeholder organizations, encouraging additional research in this area. Recommendations for Practitioners: Practitioners have the opportunity to develop their use of cultural communication contributing factors, potentially increasing their collaboration efficiency. Recommendation for Researchers: Researchers have opportunity to gather empirical evidence that factors of cultural communication may influence collaboration in the multi-cultural, multi-stakeholder environment. Impact on Society Improved understanding of how cultural communication factors influence collaboration in multi-cultural, multi-stakeholder organizations can improve organizational efficiency. Future Research: Gather empirical evidence that factors of cultural communication may influence collaboration in the multi-cultural, multi-stakeholder environment.

Aim/Purpose: Bring your own device (BYOD) provides opportunities for both the organization and employees, but the adoption of BYOD also introduces risks. This case study of an organization’s BYOD program identifies key positive and negative influences on the adoption decision. Background: The consumerization of IT introduced the BYOD phenomenon into the enterprise environment. As mobile and Internet technologies improve employees are opting to use their personal devices to access organizational systems to perform their work tasks. Such devices include smartphones, tablets and laptop computers. Methodology: This research uses a case study approach to investigate how business priorities drive the adoption of BYOD and how resulting benefits and risks are realized and managed by the organization. Primary empirical data was collected using semi-structured interviews with 15 senior employees from a large South African financial services organization. Policy documents from the organization were analyzed as secondary data. Contribution: Thematic analysis of the data revealed six major themes: improving employee mobility; improving client service and experience; creating a competitive industry advantage; improving business processes; information security risks; and management best practices. Findings: The themes were analyzed using the Technology-Organization-Environment (TOE) framework, showing the key positive and negative influences on the adoption decision. Recommendations for Practitioners: Organizations need to clearly understand the reasons they want to introduce BYOD in their organizations. The conceptual framework can be applied by practitioners in their organizations to achieve their BYOD business objectives. Recommendations for Researchers: BYOD remains an important innovation for organizations with several aspects worthy of further study. The TOE framework presents a suitable lens for analysis, but other models should also be considered. Impact on Society: The findings show that organizations can use BYOD to improve client service, gain competitive advantage, and improve their processes using their digital devices and backend systems. The BYOD trend is thus not likely to go away anytime soon. Future Research: The applicability of findings should be validated across additional contexts. Additional models should also be used.

Aim/Purpose: Little is known of the cultural competence or leadership styles of a minority owned newspaper. This autoethnography serves to benchmark one early 1990s example. Background: I focused on a series of flashbacks to observe an African American weekly newspaper editor-in-chief for whom I reported to 25 years ago. In my reflections I sought to answer these questions: How do minorities in entrepreneurial organizations view their own identity, their cultural competence? What degree of this perception is conveyed fairly and equitably in the community they serve? Methodology: Autoethnography using both flashbacks and article artifacts applied to the leadership of an early 1990s African American weekly newspaper. Contribution: Since a literature gap of minority newspaper cultural competence examples is apparent, this observation can serve as a benchmark to springboard off older studies like that of Barbarin (1978) and that by examining the leadership styles and editorial authenticity as noted by The Chicago School of Media Theory (2018), these results can be used for comparison to other such minority owned publications. Findings: By bringing people together, mixing them up, and conducting business any other way than routine helped the Afro-American Gazette, Grand Rapids, proudly display a confidence sense of cultural competence. The result was a potentiating leadership style, and this style positively changed the perception of culture, a social theory change example. Recommendations for Practitioners: For the minority leaders of such publications, this example demonstrates effective use of potentiating leadership to positively change the perception of the quality of such minority owned newspapers. Recommendations for Researchers: Such an autoethnography could be used by others to help document other examples of cultural competence in other minority owned newspapers. Impact on Society: The overall impact shows that leadership at such minority owned publications can influence the community into a positive social change example. Future Research: Research in the areas of culture competence, leadership, within minority owned newspapers as well as other minority alternative publications and websites can be observed with a focus on what works right as well as examples that might show little social change model influence. The suggestion is to conduct the research while employed if possible, instead of relying on flashbacks.

This study aims to examine the impact of organizational environment (top management support, company-wide support, business process reengineering, effective project management, and organizational culture) and enterprise resource planning (ERP) vendor environment (ERP vendor support) on ERP perceived benefits. In order to achieve the study’s aim, a questionnaire was developed based on the extant literature to collect relevant data from the research informants. The population for this research consisted of all users of Microsoft Dynamics Great Plains (a typical type of enterprise system), which is frequently used in Jordanian companies in Amman City. A random sample of 30% of the research population was selected. The results revealed that business process reengineering, effective project management, company-wide support, and organizational culture have a positive correlation with ERP perceived benefits, whereas top management support does not. In addition, there is a significant positive correlation between vendor support and ERP perceived benefits. Academic and practical recommendations are provided.

It can be argued that public organizations, in order to provide the public with sufficient services in the current, highly competitive and continuously evolving environment, require changes. The changes that become necessary are often related to the implementation of information systems (IS). Moreover, when organizations are faced with changes, a change management (CM) process needs to be put in place. CM theories that are currently available to practitioners and academics are often contradictory; they mostly lack empirical evidence and are supported by unchallenged hypotheses concerning the nature of the contemporary CM. The aim of this paper is, therefore, to identify critical success factors (CFSs) for CM in IS projects. In order to reach this aim an explanation of changes in public organizations and the nature of CM are presented. Following this, a framework of CFSs for CM in IS projects are identified based on the literature review. The paper also examines two IS projects and uses them to demonstrate CFSs influencing CM in IS projects in Polish pubic organizations. A discussion of the research findings is provided and the paper concludes with a presentation of the study’s contributions and limitations as well as the stream of future work.

This paper reports on research with a broad objective to examine the relationship between two organizational entities, the formally structured organization and informal organizational structures, in a changing operational environment, more specifically during military deployments. The paper draws on organizational and complexity paradigms; based on empirical evidence obtained through qualitative techniques, it describes mechanisms that enable a symbiotic relationship between these two organizational structures in a complex operational landscape. Substantive findings provide insights into the dynamics of the interactions between these structures and illuminate the relationship between three enabling factors – accountability, responsible autonomy, and command and control arrangements – that need to be considered to fully exploit the strengths inherent in both formal and informal structures. Based on these findings, a model for enhancement of organizational agility in response to changes in a complex operational environment is described. The model is predicated on feedback and mutual adjustment of the organization, institution and individual through sensemaking; it illustrates the dynamic nature of interactions that are required for such a response.

Aim/Purpose: The objective of this study was to assess the interrelationships among knowledge management infrastructure, knowledge management process, intellectual capital, and organization performance. Background: Although knowledge management capability is extensively used by organizations, reaching their maximum financial and non-financial performances has not been fully researched. Therefore, organizations need to optimize their performance by exploiting knowledge management capability through the accumulation of intellectual capital, where the new competitiveness is shifting from tangible to intangible resources. Methodology: This study adopted a positivist philosophy and deductive approach to accomplish the main goal of this research. Moreover, this research employed a quantitative approach since this study is concerned with causal relationship between variables. A questionnaire-based survey was designed to evaluate the research model using a convenience sample of 134 employees from the food industry sector in Jordan. Surveyed data was examined following the structural equation modeling procedures. Contribution: This study highlighted the potential benefits of applying the knowledge management capabilities, intellectual capital, and organizational performance to the food industrial sector in Jordan. Future research suggestions are also provided. Findings: Results indicated that knowledge management infrastructure had a positive effect on knowledge management process. In addition, knowledge management process impacted positively intellectual capital and organization performance and mediated the relationship between knowledge management infrastructure and intellectual capital. However, knowledge management infrastructure did not positively associate to organization performance. Recommendations for Practitioners: The current model is designed to help managers and decision makers to improve their management capabilities as well as their organization financial and non-financial performance through exploiting the organizational knowledge management infrastructure and intellectual capital approaches. Recommendation for Researchers: Our findings can be used as a base of knowledge to conduct further studies about knowledge management capabilities, intellectual capital, and organization performance following different criteria and research procedures. Impact on Society: The designed model highlights a significant organizational performance approach that can influence Jordanian food industrial sector positively. Future Research: The current designed research model can be applied and assessed further in other sectors including banking and industrial sectors across developed and developing countries. Also, we suggest that in addition to focusing on knowledge management process and intellectual capital as mediating variables, future research could test our findings in a longitudinal study and examine how to affect financial and non-financial performance.

Aim/Purpose: The main purpose of this paper is to answer the research question whether the ways in which prosumers share their knowledge with enterprises and public organizations are in line with the ways in which enterprises and public organizations expect them to get engaged in knowledge sharing. Background: Contemporary consumers do not wish to be passive consumers anymore. They want to satisfy their consumption needs by products’ evaluation, co-designing, co-creation and co-reconfiguration. They can do that by sharing their knowledge with enterprises and public organizations. Such consumers are referred as ‘prosumers’. Methodology: The research process consisted of a survey among prosumers and online observations of enterprises and public organizations. A final research sample includes 388 prosumers and 90 organizations. Contribution: This work contributes to existing research on utilizing consumers’ knowledge in business and public organizations by identifying and examining ways of consumers’ knowledge sharing with such organizations. Findings: It was found that there are differences between the ways in which prosumers share knowledge with organizations in comparison with the ways in which enterprises and public organizations expect them to get engaged in knowledge sharing. Prosumers mainly share their knowledge by evaluating products, whereas organizations mainly expect prosumers to get engaged in knowledge sharing by creating and designing products. In addition, it was found that enterprises have bigger expectations as to prosumers’ engagement in knowledge sharing than public organizations. Recommendations for Practitioners: This study provides practitioners with guidelines for prosumers’ knowledge utilization, especially helping them understand which ways prosumers use to share knowledge. Recommendation for Researchers: Researchers may consider the findings of the current study useful to conduct further research on customer knowledge sharing with organizations using our approach and developing own research contexts. Future Research: This study examines Polish prosumers and organizations operating in the Polish market. It is advisable to extend the research to other countries and compare the results.

Aim/Purpose: The purpose of this study is to investigate the relationship between knowledge management (KM) and organizational innovation (OI). It also enriches our understanding of the mediating effect of organizational learning (OL) in this relationship. Background: KM’s relationship with OL and OI has been tackled extensively in developed countries’ literature. Nowadays, the challenges of developing countries lie in the process of knowledge application. This study attempts to develop a new managerial knowledgeable tool and present a theoretical model and empirical analysis of the relationship between KM and innovation in Jordan, a developing country. To the knowledge of the author, no attempt has been taken to investigate this relationship in any Jordanian sector. Methodology: The sample of this study consists of 457 managers representing strategic, tactical, and operational levels randomly selected from 56 manufacturing companies in Jordan. A questionnaire-based survey has been developed based on KM, OL and OI literature to collect data. A structural equation modeling (SEM) approach was applied to investigate the proposed research model. Contribution: This study contributes to the literature in different ways. First, it asserts that OL assists in improving OI in manufacturing organization of developing countries. Second, it highlights the substantial benefits of applying KM, OL and OI in manufacturing companies in Jordan. Furthermore, it enhances the relationship between KM and innovativeness’ literature by providing empirical evidence, suggesting that OL is as important as KM to advance organizational innovation. Most importantly, it identifies the problem of a developing economy which is not promoting OL or taking care of it as much as they attended to KM in their organizational practices. Findings: Study findings indicate that the relationship between KM and OI is significantly positive. Results also reveal that the relationship between KM and organizational learning is significantly positive. Empirical results emerging from this study indicate that there is partial mediation to support the relationship between OL and OI. Recommendations for Practitioners: This study suggests that managers ought to recognize that organizational learning is equally important to KM. This entails that OL should be utilized within organizations to achieve organizational innovation. Moreover, managers ought to comprehend their importance and encourage their employees to adopt knowledge from various sources; which, if implemented correctly, will enhance the OL environment. Recommendation for Researchers: The research model can be used or applied in different manufacturing and service sectors across the globe. The findings of the current study can serve as a foundation to perform different studies to understand KM processes and recognize its antecedence. Impact on Society: This study presents insights on how to apply KM, OL and OI methodologies in Jordanian manufacturing companies to achieve a competitive advantage; hence, positively influencing society. Future Research: Future research may include conducting a similar study in the context of developed countries and developing countries which allows for comparison. Also, future research may examine the impact of KM on organizational performance applying both OL and OI as mediating variables.

Aim/Purpose: Based on the social exchange theory, this study aimed to explore the underlying mechanisms and boundary conditions between organizational socialization and knowledge sharing. Background: With the advent of the era of the knowledge economy, knowledge has been replacing traditional resources such as capital, labor, and land to become the critical resources of enterprises. The competitiveness of an organization depends much on the effectiveness of its knowledge management; the success of its knowledge management largely relies upon employees’ motivation and willingness to engage in knowledge sharing. Methodology: This study is a longitudinal analysis of data collected from 281 newcomers in Chinese enterprises at two-time points with a one-month interval. Structural equation modeling (SEM) was conducted to test hypotheses by calculating standardized path coefficients and their significance levels. Contribution: The study examined models linking organizational socialization and knowledge sharing that included organizational links and sacrifice as mediators and trust as a moderator. Findings: Results show that the influences of organizational socialization on knowledge sharing change regularly over time. In the role management stage, coworker support and prospects for the future impact the practices of knowledge sharing through links and sacrifice. Moreover, the findings show that trust moderates the effect of links and sacrifice on employees’ knowledge sharing. Recommendations for Practitioners: This study can help enterprises develop targeted human resource management strategies, improve the degree of job embeddedness within the organization, and thus encourage more knowledge sharing among employees. Recommendation for Researchers: First, researchers could pay attention to more underlying mechanisms and boundary conditions in the relationship between organizational socialization and knowledge sharing. Second, focusing on specific cultural context and dimension of concepts may provide a new insight for the future study and help add greater theoretical precision to knowledge sharing. Impact on Society: First, this study suggests that coworker support and prospects for the future improve knowledge sharing within the organization. Second, understanding how job embeddedness (organizational links and organizational sacrifice) acts as a mediator enhancing knowledge sharing, managers should consider raising their attachment relationship to organizations from two aspects: links and sacrifice. Third, knowledge sharing takes place in a team-oriented context, where the success of the team requires high-quality relationships among individual team members within the team as a whole. Future Research: Researchers in the future should employ experimental research design or utilize longitudinal data to ensure that the findings reveal causation. In addition, future research can investigate how the initial level and later changes of organizational socialization are associated with knowledge sharing beyond the observational scope of traditional cross-sectional and lagged research designs.

Aim/Purpose: This paper aimed to examine the impact of learning orientation on organizational performance of small and medium enterprises (SMEs) via the mediating role of total quality management (TQM) practices and the moderating role of innovation culture. Background: SMEs’ organizational performance in developing countries, particularly in Kuwait, remains below expectation due to increasing competition and inadequate managerial practices that negatively impact their performance. Although several studies had revealed a significant effect of learning orientation on SMEs’ performance, the direct impact of learning orientation on their performance is still unclear. Thus, the link between learning orientation and organizational performance remains inconclusive and requires further examination. Methodology: This study adopted a quantitative approach based on a cross-sectional survey and descriptive design to gather the data in a specific period. The data were collected by distributing a survey questionnaire to the owners and Chief Executive Officers (CEOs) of Kuwaiti SMEs using online and on-hand instruments with 384 useable data obtained. Furthermore, the partial least square-structural equation modeling (PLS-SEM) analysis was performed to test the hypotheses. Contribution: This study bridged the significant gap in the role of learning orientation on SMEs’ performance in developing countries, specifically Kuwait. In this sense, a conceptual model was introduced, comprising a learning orientation, TQM practices, innovation culture, and organizational performance. In addition, this study confirmed the significant influence of TQM practices and innovation culture as intermediate variables in strengthening the relationship between learning orientation and organizational performance, which has not yet been verified in Kuwait. Findings: The results in this study revealed that learning orientation had a significant impact on organizational performance of SMEs in Kuwait. It could be observed that TQM practices play an important role in mediating the relationship between learning orientation and performance of SMEs, as well as that innovation culture plays an important moderating role in the same relation. Recommendations for Practitioners: This study provided a framework for the decision-makers of SMEs on the significant impact of the antecedents that enhanced the level of organizational performance. Hence, owners/CEOs of SMEs should improve their awareness and knowledge of the importance of learning orientation, TQM practices, and innovation culture since it could significantly influence their performance to achieve success and sustainability when adopted and managed systematically. The CEOs should also consider building an innovation culture in the internal environment, which enables them to transform new knowledge and ideas into innovative methods and practices. Recommendation for Researchers: The results in this study highlighted the mediating effect of TQM practices on the relationship between learning orientation (the independent variable) and organizational performance (the dependent variable) of SMEs and the moderating effect of innovation culture in the same nexus. These relationships were not extensively addressed in SMEs and thus required further validation. Impact on Society: This study also influenced the management strategies and practices adopted by entrepreneurs and policymakers working in SMEs in developing countries, which is reflected in their development and the national economy. Future Research: Future studies should apply the conceptual framework of this study and assess it further in other sectors, including large firms in developing and developed countries, to generalize the results. Additionally, other mechanisms should be introduced as significant antecedents of SMEs’ performance, such as market orientation, technological orientation, and entrepreneurial orientation, which could function with learning orientation to influence organizational performance effectively.

Aim/Purpose: The main goal of this systematic literature review was to look for studies that provide information relevant to business intelligence’s (BI) framework development and implementation in the tourism sector. This paper tries to classify the tourism sectors where BI is implemented, group various BI functionalities, and identify common problems encountered by previous research. Background: There has been an increased need for BI implementation to support decision-making in the tourism sector. Tourism stakeholders such as management of destination, accommodation, transportation, and public administration need a guideline to understand functional requirements before implementation. This paper addresses the problem by comprehensively reviewing the functionalities and issues that need to be considered based on previous business intelligence framework development and implementation in tourism sectors. Methodology: We have conducted a systematic literature review using the Preferred Reporting Items for Systematic Reviews and Guidelines for Meta-Analysis (PRISMA) method. The search is conducted using online academic database platforms, resulting in 543 initial articles published from 2002 to 2022. Contribution: The paper could be of interest to relevant stakeholders in the tourism industry because it provides an overview of the capabilities and limitations of business intelligence for tourism. To our knowledge, this is the first study to identify and classify the BI functionalities needed for tourism sectors and implementation issues related to organizations, people, and technologies that need to be considered. Findings: BI functionalities identified in this study include basic functions such as data analysis, reports, dashboards, data visualization, performance metrics, and key performance indicator, and advanced functions such as predictive analytics, trend indicators, strategic planning tools, profitability analysis, benchmarking, budgeting, and forecasting. When implementing BI, the issues that need to be considered include organizational, people and process, and technological issues. Recommendations for Practitioners: As data is a major issue in BI implementation, tourism stakeholders, especially in developing countries, may need to build a tourism data center or centralized coordination regulated by the government. They can implement basic functions first before implementing more advanced features later. Recommendation for Researchers: We recommend further studying the BI implementation barriers by employing a perspective of an adoption framework such as the technology, organization, and environment (TOE) framework. Impact on Society: This research has a potential impact on improving the tourism industry’s performance by providing insight to stakeholders about what is needed to help them make more accurate decisions using business intelligence. Future Research: Future research may involve collaboration between practitioners and academics in developing various BI architectures specific to each tourism industry, such as destination management, hospitality, or transportation.