Abstract
The purpose of this paper is to develop and investigate the relationship between intangible resources such as employee relationships and workplace collaboration in building sustainability potential. A research model and hypotheses were constructed on the grounds of Resource-based-view Theory (RBV) and Cooperation theory (CT). The data was obtained from 175 employees’ from the telecommunications sector in Poland. The results were used to carry out a two-step structural equation modelling analysis, including confirmatory analysis and verification of the hypothesized relationship. The findings indicate that there is a linkage between intangible resources such as employee relationships and sustainability potential. Additionally, the results imply that workplace collaboration impacts the development of sustainability potential. Furthermore, collaboration strengthens the explicit knowledge flow within organizations. This research demonstrated the importance of employee relationships as a key component of organizational sustainability. Collaboration is positively related to explicit knowledge transfer. Managers should promote positive employee relationships in order to enhance the organization’s sustainability potential.
Highlights
Sustainability is a key characteristic that helps organizations to gain a competitive advantage in a volatile, uncertain, complex and ambiguous (VUCA) environment
Employee relationships were measured using three statements: “I have a good relationship with my co-workers”; “I have a sense of mutual support in my organization”; “I perceive my organization as a community”
The analysis revealed that there were positive and significant correlations between most variables, which implies that further analysis can be conducted (Brown, Moore 2012)
Summary
Sustainability is a key characteristic that helps organizations to gain a competitive advantage in a volatile, uncertain, complex and ambiguous (VUCA) environment. A potential for sustainability provides an organization with a flexibility and resilience to react and adjust to a changeable economy. The proper identification of the sources facilitating sustainability potential are essential for companies’ successful adaptation to a changeable environment. The RBV highlights the impact the internal organization’s resources have on companies’ output (Chen et al 2017). This paper emphasizes the role of core resources in enhancing the organization’s sustainability potential. RBV theory indicates that there is a linkage between the organization’s internal resources and the development of sustainable competitive advantage (Barney et al 2011). It has been acknowledged that especially intangible resources such as employee relationships (ER) contribute to the organization’s performance (Campbell, Park 2017)
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