The mediating role of organisational learning capability in the relationship between green intellectual capital and business sustainability / Yusmazida Mohd Yusoff

Over the last decade, a number of scholars have paid considerable attention to sustainability issues. As a result, various “green” strategies have been developed. However, very limited studies focused on green intellectual capital that provide organisations with a competitive advantage, minimise environmental impact and comply with strict international environmental regulations. In addition, competition on the twenty-first-century market requires organisations to continuously change, learn how to sustain and grow. The organisation requires a management mechanism to support the creation of organisational knowledge. In this regards, organisational learning capability acts as a set of management practices that facilitate the learning process within organisations with a view to increasing organisational performance. It is essential to examine how green intellectual capital affects the business sustainability. The aim of this study is therefore to examine the relationship between green intellectual capital dimensions (green human capital, green structural capital, and green relational capital) and business sustainability through the use of organisational learning capability as a mediator. A quantitative survey technique is used to collect data from the manufacturing SMEs in Malaysia. 168 usable responses were received and further analysed using appropriate statistical methods. The research model was then tested using a partial least square (PLS) technique. Smart PLS 3.2.7 has been used to validate the research model and to test the proposed research hypotheses. The results of this study led to a number of significant findings. This study confirms that green structural capital and green relational capital have a positive relationship to business sustainability, while green human capital does not. The results also show that organisational learning capability play a mediating role in the relationship between green relational capital and business sustainability. Overall, the research model explains a significant amount of variance (70.7 percent) in business sustainability. In view of the substantial explanatory power of the model findings, this study has made significant theoretical and practical contributions. This study also provides theoretical inputs on the natural resource-based view, intellectual capital-based view, and dynamic capability view theory. There are currently very few scholars who link these theories together. In addition, this study also provides practical suggestions on how green intellectual capital, organisational learning capability, can influence business sustainability

Achieving Work-Life Balance: A Tan Sri Syed Zainal Experience

One Saturday morning in 2005, Syed Zainal sat at his desk contemplating the career decision he would have to make over the weekend. At 38, Syed Zainal was Chief Executive Officer (CEO) at HICOM Holdings Berhad, a Malaysian automotive manufacturing company, for ten years. Perodua just offered Syed Zainal a promotion to CEO, a position that would make him responsible for the entire division. Normally, Syed Zainal would have been blissful by such an opportunity, but he worried about its impact on his already fatigued personal life. Since his last promotion, he has struggled to balance an increasingly demanding workload with his responsibilities at home. Syed Zainal explained: “I have worked my whole career, and until now, I have never had any issues balancing work and home. However, things started spinning a bit out of control after my last promotion. At first, I thought I could handle the longer hours and more frequent travel, but it became a real drag on the family after a while. Then, two kids need my attention. That is when I realized it was time to change the situation. Syed Zainal has mixed feelings about accepting the promotion.” Over the past several years, Syed Zainal has taken steps to get his schedule under control. He and his wife Jan agreed that things were better. Nevertheless, another promotion would invert their lives all over again. As CEO, he could expect to be busier than before. It actually worried him. Syed Zainal found it hard to decide about accepting the promotion. He knew that the CEO of Perodua expected him to accept; in fact, he had emphasized that he had no second choice

Going With Mother's Wish: A Decision To Become An Entrepreneur In Kelantan

The rain is pouring down from the sky as the monsoon season starts in the Malaysian Peninsular area. Sun is already down, and Nusratina Binti Shaari (Ms Tina) is sitting alone in her room, thinking about her next move to take her business to the next stage. Ms Tina reflected, "Things never be easy for middle- or lower-income group people in middle-income group country; education enables us to get a job or earn a living, but life circumstances led us to fight and look for our destiny.” Ms. Tina has to get serious about her Kuih Karas business. She has already left her job in Kuala Lumpur, and with COVID-19, the opportunity to get another is impossible. Ms Tina thinks she has a business option and needs to keep her head cool and fully enter into the business. However, Ms Tina must be vigilant and consider the prospective marketing channels and connecting to the prospective customers for her business. Ms. Tina exclaimed, "Thinking about starting a business is easy, but it takes demanding determination to develop and sustain a small business.

Taking A Job Offer From A Competitor: A Career Move In Paradox

It was a bit hot day in December 2005; Syed Zainal was driving his car back to his home in Kuala Lumpur. It is already afternoon, and the sun is slowly setting down while he is driving his car on the congested roads of Kuala Lumpur. ‘I am a corporate guy looking for career opportunities, and I learn about making the best out of any given opportunity,’ Syed Zainal narrated his career progression mindset. Syed Zainal went for a job interview at the Proton head office in Kuala Lumpur. He met with the board of directors at the Proton head office. The board offered Syed Zainal the opportunity to join the Proton group and lead the production operation at the group level. Syed Zainal finished his interview for the position of managing director of Proton Group (The largest Malaysian car production group) and slowly driving back toward his home and thinking about the offer, the competition Syed Zainal gave to the Proton Group, and the lifetime opportunity coming in the shape of the current job offer. Syed Zainal has to decide and provide the answer next week. Syed Zainal was building steady capacities at the Perodua car manufacturing (A competitor of the Proton group); Syed Zainal spent a good ten years at Perodua company and became deputy managing director in the same year. A good job offer is at hand, and Syed Zainal needs to make a critical decision of his life to accept the new job offer to start a career at Proton Group (the biggest car production group in the country) or keep working with the Perodua (the second large production group in the country. Proton Borad wants the answer from Syed Zainal by next week

Comparison of the business sustainability perception of Malaysian manufacturing SMEs / Yusmazida Mohd Yusoff... [et al.]

The objective of this study is to determine the comparison of business sustainability practices according to demographic profile of manufacturing SMEs. The model of the survey is a descriptive survey model. There are 22 items on business sustainability that formed a part of a questionnaire using a five-point interval scale. Data were gathered from 168 respondents who were chosen by purposive sampling. A survey form was used as the data-gathering tool in the study. The data analysis in the study was conducted by using SPSS 23 package software. In the data analysis, descriptive statistics, Mann-Whitney U and Kruskal Wallis H Tests were used. It was discovered that economic sustainability practices have statistical differences between gender and industry. In regards to social and environmental sustainability, there were no statistical differences according to demographic profile, except for age group and industry. This study helps to increase understanding of manufacturing SMEs about business sustainability

Transforming Local Delicacies: Retort Technology as a Catalyst for Seeni Food & Beverages Sdn Bhd’s Global Reach

One evening in April 2024, Hafiz and his father, Mr. Seeni, were seated at the Richiamor Cafe, enjoying their lattes and hot chocolates while contemplating their next move."Father," Hafiz said excitedly, "As you know, we've established a strong presence in the local market since we transitioned our street food business to instant food using retort technology. Our sales have surged to RM100,000 within just a year of implementing this technology, highlighting our potential for entering the international market." Mr. Seeni expressed his agreement with the excellent idea, noting that his research indicates a rising interest in Asian cuisine within the global market, particularly among younger consumers who are becoming more open to specific dishes such as mee sotong. Nevertheless, he emphasized the necessity for developing strategies that effectively tackle the distinct challenges and opportunities associated with each segment of the international market. Hafiz added, “At present, there are no products like ours available on the international market. We must take advantage of these opportunities. His father nodded in agreement. “I believe in you, my son. To succeed, you need the strength of character to pursue your ambitions and dreams. Don’t be afraid; just proceed with careful planning for the sake of our family business, which has been around since 1977.

Takoyaki Express: Looking to Take the Next Step

It is a quiet evening in the Jeli (a town in Kelantan); Shukri and his wife enter the Little White Café and order their milkshakes to enjoy the evening together. While Shukri and Aliah (Shukri's wife) find a nice place to sit and look into each other eyes. "Aliah," Shukri exclaimed, his voice filled with frustration, "As you know, our annual sales revenue has been declining and reached about RM 500,000 again. Aliah looked at her husband's face and reflected, “That is really sad, but you may remember that the revenue of our business has steeped from RM 500,000 in 2019 and reached about RM 1.5 million by the end of 2020”. Aliah continues, “Because of COVID-19, our sales were coming from an online store, and we were able to attract a good customer base from online sales”. Shukri uttered, “Our sales are dropping, and I am worried about the decline in sales. I have been trying to analyze and understand the decline of sales.” Aliah pointed out the things as “it could be the changing preferences of consumers, market change, or maybe the pricing that we need to look into. However, keep in mind that would be another challenge that can lead us to another opportunity.

Nexus between Green Intellectual Capital and Organizational Learning Capability. Evidence from Malaysian Manufacturing Sector

Abstract The environmental degradation have been concerned by many previous scholars claimed that the high demand for sustainable practices particularly in manufacturing sector due to the large amount and wide distribution of energy consumption. It is an urgent task for organizations to implement the innovation to cope with this issue. Apart from that, most scholars have suggested various possible solutions. Regrettably, very few studies have examined the importance of intellectual capital related to green protection known as green intellectual capital to achieve better performance. Furthermore, as the manufacturing is the main sector that focus on the transformation of low-carbon economy required organizations to keep themselves learned and updated about their business challenges. In spite of that, the role of management that facilitate learning to each member which under the concept of organizational learning capability is very important to obtain superior performance. Data were gathered from 168 manufacturing SMEs in Malaysia, and analysed using Partial Least Square approach. Results show that green relational capital has positive relationship with organizational learning capability while green human capital and green structural did not. Finally, the implications, limitations and future studies are discussed.</jats:p