Frontline employee empowerment: Scale development and validation using Confirmatory Composite Analysis

Self-promotion and online shaming during COVID-19: A toxic combination

A public shaming frenzy has spread through social media (SM) following the instigation of lockdown policies as a way to counter the spread of COVID-19. On SM, individuals shun the idea of self-promotion and shame others who do not follow the COVID-19 guidelines. When it comes to the crime of not taking a pandemic seriously, perhaps the ultimate penalty is online shaming. The study proposes the black swan theory from the human-computer interaction lens and examines the toxic combination of online shaming and self-promotion in SM to discern whether pointing the finger of blame is a productive way of changing rule-breaking behaviour. A quantitative methodology is applied to survey data, acquired from 375 respondents. The findings reveal that the adverse effect of online shaming results in self-destructive behaviour. Change in behaviour of individuals shamed online is higher for females over males and is higher for adults over middle-aged and older-aged.

Analysis of the Mediating Role of Psychological Empowerment between Perceived Leader Trust and Employee Work Performance

High levels of trust between employees and leaders moderate the relationship between organizational management practices. A collaborative environment encourages employees to have more Psychological Empowerment, which in turn leads to better performance. Based on Intrinsic Work Motivation and Self-Evaluation, this paper uses Perceived Leader Trust as an independent variable, Employee Work Performance as a dependent variable, and introduces Psychological Empowerment to explore the internal mechanism of perceived trust. This paper proposes a total of 28 hypotheses, and 25 hypotheses have been verified. The specific research conclusions are as follows: (1) Perceived Leader Trust has a positive impact on Employee Work Performance. (2) Perceived Leader Trust positively affects employees' Psychological Empowerment. Perceived Leader Dependence has a significant impact on all dimensions of Psychological Empowerment, but the relationship between Perceived Information Disclosure and Work Meaning is not significant. (3) Psychological Empowerment is positively correlated with Employee Work Performance, in which the four dimensions of Psychological Empowerment are significantly related to Employee Task Performance, while Work Meaning and Autonomy are not significantly related to Employee Relationship Performance. (4) Psychological Empowerment, as the overall perception of employees, plays a partial mediating role between Perceived Leader Trust and Employee Work Performance. This paper verifies the role of Psychological Empowerment between Perceived Leader Trust and Employee Work Performance, and explores the internal mechanism of Perceived Leader Trust from the perspective of employees' Intrinsic Work Motivation, which promotes the development of organizational management practices.

Agility in humanitarian supply chain: an organizational information processing perspective and relational view

Humanitarian organizations are increasingly facing challenges in terms of improving the efficiency and the effectiveness of their disaster relief efforts. These challenges often arise due to a lack of trust, poor collaboration and an inability to respond to disaster affected areas in a timely manner. Our study attempts to understand how these challenges are overcome by seeking answers to questions related to the topics of swift-trust, collaboration and agility in humanitarian supply chains. For instance, in our study we have attempted to examine how information sharing and supply chain visibility in humanitarian supply chains improve the swift-trust among the humanitarian actors engaged in disaster relief operations. Further, we attempt to understand how-swift trust, commitment and collaboration among the humanitarian actors improve the agility in humanitarian supply chains. In our study we provide both theoretical and data-driven answers to our stated research gaps. Our theoretical model is firmly grounded in organizational information process theory and relational view. We tested our research hypotheses using variance based structural equation modelling with survey data collected using a web based pre-tested instrument from 147 NGOs respondents drawn from the National Disaster Management Authority database. Our results help to advance the theoretical debates surrounding "swift-trust", "collaboration" and "agility" in humanitarian settings. We further provide direction to managers engaged in disaster relief operations. The humanitarian actors engaged in disaster relief often fail to understand how to build swift-trust. Moreover, how swift-trust further affects commitment and collaboration which in turn further affect agility in humanitarian supply chains. Thus humanitarian organizations must understand how information sharing and supply chain visibility is key to swift-trust among humanitarian actors and agility in humanitarian supply chains. Finally, we outline the limitations of our study and offer some future research directions for investigation.

Theorising the Microfoundations of analytics empowerment capability for humanitarian service systems

The world is facing an unprecedented humanitarian crisis due to the COVID-19 pandemic. Humanitarian service systems are being empowered to tackle this crisis through the use of vast amounts of structured and unstructured data to protect vulnerable individuals and communities. Analytics has emerged as a powerful platform to visualise, predict, and prescribe solutions to humanitarian crises, such as disease containment, healthcare capacity, and emergency food supply. However, there is a paucity of research on the microfoundations of the humanitarian analytics empowerment capability. As such, drawing on dynamic capability theory and by means of a systematic literature review and thematic analysis, this study proposes an analytics empowerment capability framework for humanitarian service systems. The findings show that analytics culture, technological sophistication, data-driven insights, decision making autonomy, knowledge and skills, and training and development are crucial components of the analytics empowerment's capability to sense, seize, and remedy crisis situations. The paper discusses both theoretical and practical research implications.

How to empower analytics capability to tackle emergency situations?

Purpose

Analytics thrives in navigating emergency situations. Emergency operations management needs to develop analytics empowerment capability (ANEC) to prepare for uncertainty, support continuity and tackle any disruptions. However, there is limited knowledge on ANEC and its effects on strategic emergency service agility (SESA) and emergency service adaptation (ESAD) in such contexts. Drawing on the dynamic capability (DC) theory, we address this research gap by developing an ANEC model. We also model the effects of ANEC on SESA and ESAD using SESA as a mediator. We also assess the moderating and quadratic effects of ANEC on two higher-order DCs (i.e. SESA and ESAD).

Design/methodology/approach

Drawing on the literature on big data, empowerment and DC, we develop and validate an ANEC model using data from 245 service systems managers in Australia. The study uses the partial least squares-based structural equation modelling (PLS-SEM) to prove the research model. The predictive power of the research model is validated through PLSpredict (k = 10) using a training sample (n = 220) and a holdout sample (n = 25).

Findings

The findings show that analytics climate, technological enablement, information access, knowledge and skills, training and development and decision-making ability are the significant components of ANEC. The findings confirm strategic emergency service agility as a significant partial mediator between ANEC and emergency service adaptation. The findings also discuss the moderating and quadratic effects of ANEC on outcome constructs. We discuss the implications of our findings for emergency situations with limitations and future research directions.

Originality/value

The findings show that building ANEC plays a fundamental role in developing strategic agility and service adaptation in emergency situations to prepare for disruptions, mitigate risks and continue operations.

Digital Sustainability in the Organization: Scale Development and Validation

This study aims to develop a measurement scale for the digital sustainability practices in the organization. Considering that digital sustainability practices vary across industries and context, this study develops a scale of digital sustainability metrics, which is based on a comprehensive literature review. The proposed model was then tested with partial least squares-structural equation modelling (PLS-SEM). Several phases of qualitative and quantitative investigations of employees were conducted to propose and validate the construct of digital sustainability. The scale development process consists of initial item generation, item refinement, validity assessment and model testing. Four dimensions, namely, content, technology, preservation and promotion, were identified. A 16-item scale was proposed and validated. Theoretical and practical implications were discussed. Practitioners should focus on investing behind organisational resources and technologies that enhance the operationalisation of digital sustainability rather than seeking to promote the understanding of the concept and importance of digital sustainability. This study addresses the research gap, combining a focus group interview and literature review, followed by conceptualization and validation of a measurement scale of digital sustainability. Digital sustainability was validated as a manifestation of the availability, preservation, promotion and technological aspect of digital content in corporations.