Gamification in hospitality: Enhancing workplace thriving and employee well-being

This study examines the effect of gamification on workplace thriving and employee well-being in the hospitality and tourism organizations, investigating the mediating effects of conflict resolution and working relationships while assessing the moderating influence of top management support. We conducted a time-lagged study with 451 employees from various hospitality and tourism organizations. Our research aimed to understand how gamification affects workplace thriving and employee well-being, with a focus on the mediating roles of conflict resolution and working relationships. We also examined the moderating effect of top management support. Our results demonstrate a positive link between gamification and workplace thriving, as well as a connection between gamification and employee well-being. Conflict resolution was found to mediate the relationship between gamification and workplace thriving, while working relationships mediated the connection between gamification and employee well-being. Additionally, top management support significantly moderated the relationships between gamification, conflict resolution, and workplace thriving.

Environmental MCS package and green intellectual capital influence environmental performance: a mediated-moderated perspective

Nowadays, business is not only a financial entity. The environmental impact of rapid business growth necessitates solutions. This study considers natural resource orchestration theory (ROT) to study the impact of the environment management control system (MCS) package and green intellectual capital (IC) on environmental performance through the mediating role of top management support (TMS) and the interaction role of green business strategies. This study employed partial least squares structural equation modeling to analyze 358 questionnaires. Simple sampling was used to collect data from Pakistan manufacturing firms. The results revealed that the environmental MCS package significantly influences environmental performance directly and through TMS mediation. Still, the green IC does not influence environmental performance directly or through mediation in selected industries of Pakistan. Furthermore, the interaction of TMS and green business strategies significantly determines environmental performance. This study suggests managers use the environmental MCS package, green IC, top management support, and green business strategies in decision-making to determine environmental performance of manufacturing firms in Pakistan even though green IC has no influence on environmental performance. This study used natural ROT to impart the managerial role along with bundling firms' resources and strategies (i.e., environmental MCS package, green IC, top management support, and green business strategies) which is ignored in the resource-based view.

Impact of digital communications on project efficiency through ease of use and top management support

The pandemic has made the world witness an overnight transition from traditional to digital space owning to a lockdown, affecting everyday life. During the lockdown, the business community and people switched to online communication tools for survival. The behaviour towards adopting online communication tools during the pandemic has opened a new direction for researchers to study. This study aims to understand how during the covid-19 lockdown, digital communication tools affect project efficiency. It also explored to what extent project performance (PP) has been affected by digital communication during the lockdown. The study has used a cross-sectional quantitative-based approach. Moreover, a convenience sampling technique was adopted to collect. The target respondents are the project staff and employees of humanitarian organisations comprising international non-profit organisations (INGOs), UN agencies, and local non-profit organisations (NGOs) based in Pakistan. The survey was shared with 400 employees, and only 302 respondents responded. The results show that the user behaviour towards adopting digital communication tools is high; digital communication tools have an impact on project performance, while ease of use significantly moderates the relationship between digital communications tools and project performance compared to top management support. The research helps study employees' struggles in adopting change and advising organisations to devise practical digital communication strategies and business continuity plans to cope with crises.

Linking public leadership with project management effectiveness: Mediating role of goal clarity and moderating role of top management support

Objective

Grounding on social learning theory (SLT), this study examines the effect of public leadership on project management effectiveness (PME). Further, this study examines the mediating role of goal clarity and moderating role of top management support.

Methodology

Hierarchical linear regressions were used to investigate the relationships. PROCESS Hayes (2003) Model 7 was used for the moderation and mediation analysis. The data was collected from 322 Pakistani public sector developmental project employees.

Findings

The results show that public leadership positively affects goal clarity (β = 0.049, p < 0.001) and project management effectiveness (0.032, p < 0.001). In addition, goal clarity mediates the association between public leadership and project management effectiveness (0.36, p < 0.001). Furthermore, the strength of the mediated relationship between public leadership and project management effectiveness (via goal clarity) depends on top management support. The indirect effect of public leadership on project management effectiveness is high when top management support is high (compared to low).

Conclusion

The role of public leadership contributes significantly to the project's success. The project leader recognises, enlists, and promotes the organisation's core competencies, identifies, corrects, and controls key rigidities, places a high value on goal clarity, and continually lines up procedures with the project's overarching goals.

Implications

Public leadership is crucial in project management effectiveness, especially in the public sector, where projects often involve multiple stakeholders, limited resources, and complex regulatory requirements. Effective public leadership ensures that projects are aligned with the organization's mission and goals and carried out efficiently, on time, and within budget.

Unleashing the role of top management and government support in green supply chain management and sustainable development goals

Achievement of Sustainable Development Goals (SDGs) has become one of the most important goals across the globe due to their significant role in the economic prosperity and human well-being. Recently, the business industry has become a dominant concentration for SDGs. However, the importance of small- and medium-sized industries has been rarely debated in this perspective. In particular, no attempt has yet been made to estimate the commitment of small and medium Enterprises (SMEs) towards SDGs in the emerging market in Pakistan. This study fills the gap by examining the influence of top management support on SDGs (e.g., environment and community practices) with a mediating role of green supply chain management and government support as a moderator. The model of this study is tested through structural equation modeling on the cross-sectional data collected through a structured questionnaire from 313 Pakistani SMEs. The results show that top management support significantly influences green supply chain management, environment, and community-based SDGs. Green supply chain management plays a partial mediating role between top management support and environment practices as well as between top management support and community practices. Government support significantly strengthens the relationship between top management support and green supply chain management. This research recommends SMEs to encourage participation in green supply chain practices and SDGs. Additionally, this research strongly suggests the government to facilitate SMEs in the adoption of green practices that can resultantly contribute to SDGs. Further implications have stated.

The relationship between organisational factors and the effectiveness of environmental management

This paper examines the relationship between specific organisational factors (top management support, training, employee participation, teamwork and the link of performance to rewards) with the effectiveness of environmental management. The effectiveness of environmental management is measured in respect of the effectiveness of environmental management processes and environmental performance. Data were collected by mail survey questionnaire from a random sample of 899 senior financial officers in Australian manufacturing organisations. The findings highlight the significance of the effectiveness of environmental management processes as an antecedent of environmental performance and a mediator of the relationship between organisational factors and environmental performance. The findings provide managers with an insight into the specific organisational factors that they need to focus on to enhance the effectiveness of environmental management.