Management accounting systems, top management team’s risk characteristics and their effect on strategic change

Globalization intensifies world competition which leads to continuous market and industry changes that force the majority of organizations to reconsider their strategic position and engage in strategic changes, mostly, through continuous innovation and new product development with smaller life cycles. These strategic actions have developed an environment with increased complexity, uncertainty and risk. On the other hand, organizations differ in their ability to realize strategic changes, depending on many factors that affect their strategic management process. The aim of this paper is to examine the effect of TMTs risk characteristics (risk propensity, risk perception and risk taking), on the extent of strategic change both, directly and indirectly, through the design and use of the management accounting system (MAS). The proposed research model is tested via a survey on 133 top management teams, from large size enterprises with more than 250 employees throughout Greece. Our finding suggest that (a) risk taking characteristic is determined by the other two risk characteristics of risk perception and risk propensity, and (b) there is a direct and a significant indirect relationship between TMTs’ risk taking decisions and their strategic changes, affected by the intervening mediating role of the broad-scope and interactive use of MAS. The results of the study will help organisations to understand the significance of MAS use and the intervening effect on the relationship between TMTs risk characteristics and their strategic decision making process when considering new strategic changes.peer-reviewe

The mediating effect of the knowledge management process to the firm’s performance : a resource-based view

The purpose of this paper is to explore the relationship between the two most important perspectives of the firm, the RBV and the KBV, by examining the relative impact of firmspecific assets and knowledge capabilities on the firm’s competitive advantage. A composite model is proposed which elaborates upon both perspectives causal logic with respect to the conditions relevant for the firm success. Empirical findings suggest that firm-specific assets and knowledge capabilities effects are both important determinants of the firms’ performance. Moreover, the findings suggest that knowledge capabilities behave like dynamic capabilities leading to the continuous improvement-renewal of the firm-specific resources and capabilities which, in turn, affect performance directly or indirectly through their effect on strategy configuration.peer-reviewe

Retention of Generation Y employees through high performance work systems, change management and employee engagement

PURPOSE: The aim of the present paper is to examine high skilled Generation Y employee retention in knowledge-intensive services by focusing on various effects of high-performance work systems (HPWS), change management practices and employee engagement.DESIGN/METHODOLOGY/APPROACH: A research model is proposed which investigates the causal effects between the above factors. Data were collected from 499 employees in six European countries who are between 21 and 40 years old with at least a higher education degree.FINDINGS: Empirical findings revealed that high-performance work systems and change management practices have a direct positive impact on the engagement of highly skilled employees that belong to Generation Y, which in turn influences their intention to stay in the same company. Moreover, the impact of HRM on turnover intention is both direct and indirect (mediated through employee engagement). The negative impact of high-performance work systems on turnover intention was also highlighted by the empirical results. Finally, the significant mediating role of employee engagement is underlined, since it mediates the impact of high-performance work systems and change management practices on turnover intention.PRACTICAL IMPLICATIONS: HR professionals in knowledge-intensive services should take into consideration that they can effectively retain their high skilled ‘Generation Y’ employees by enhancing their abilities, increasing their motivation, and providing them with opportunities to participate in the decision-making process while at the same time support them with managing change.ORIGINALITY/VALUE: A central issue in this line of research refers to the limited empirical examination regarding talented employees in knowledge-intensive services, mainly in European countries.This research is carried out/funded in the context of the project “Talent retention in the era of change and knowledge: enhancing employee engagement” (MIS 5048310) under the call RESEARCH SUPPORT WITH EMPHASIS ON YOUNG RESEARCHERS PHASE B. The project is co-financed by Greece and the European Union (European Social Fund-ESF) by the Operational Programme “Human Resources Development, Education and Lifelong Learning 2014-2020”.peer-reviewe

A Theoretical Framework Contrasting the Resource-Based Perspective and the Knowledge-Based View

The purpose of this paper is to explore the relationship between the two most important perspectives of the firm, the RBV and the KBV, by examining the relative impact of firm-specific assets and knowledge capabilities on the firm’s competitive advantage. A composite model is proposed which elaborates upon both perspectives causal logic with respect to the conditions relevant for the firm success.resource-based view, knowledge-based view, knowledge management

Outcomes of engagement: A systematic literature review and future research directions

This study aims to present a systematic literature review of high-quality contributions in the research area of engagement focusing on studies that examine engagement outcomes. More specifically, a systematic review of the relevant literature on engagement outcomes is conducted providing a broad range of knowledge regarding the overall scope and the extent of each peer-reviewed article. Moreover, the study takes into consideration three types of engagement, i.e., work, employee, and job engagement, categorizing individual-level as well as organization-level outcomes of engagement. Additionally, based on a thorough examination of engagement outcomes, a further purpose of this study is to classify each engagement outcome factor into more general categories in respect of individual- and organizational-level outcomes of engagement. The systematic literature review was conducted drawing on an evidence base of 50 articles published in high-ranking journals during the years 2000–2022. The final results provide quantitative data regarding the scope and the extent of each article and map the individual- and organization-level outcomes of work, employee, and job engagement through an in-depth overview of the literature. Finally, future research directions are identified by providing added value to scholars interested in the engagement field of research