Top Management Leadership Research Articles

Institutional Pressures, Top Management Leadership and Sustainable Supply Chain Management Practices of Manufacturing Firms: Evidence from a Developing Economy

Institutional Pressures, Top Management Leadership and Sustainable Supply Chain Management Practices of Manufacturing Firms: Evidence from a Developing Economy

Quality management in public administration. Legal and administrative regulations and effective process management

A quality-based public organisation creates its own quality culture, which determines the value-giving activities and processes and the behaviour and attitudes of their participants. This culture is created by the commitment of top management through its contribution to promoting a quality approach. An organisation that adheres to the principles of quality management standards is committed to identifying the processes within the quality management system, together with their sequence and interdependencies (process approach). By locating the necessary resources in the processes, it is possible to manage them in such a way as to deliver value and achieve results for the relevant stakeholders (customer orientation, relationship management). At the same time, the systems approach provides an opportunity for top management (leadership) to optimise them in the short and long term as a consequence of decisions taken. The aim is to continuously implement the measures necessary to achieve the set results and continuous improvement (enhancement). The quality management system provides the opportunity to apply the organisation's natural approach to effective and efficient management by defining monitoring methods and ways of evaluating them (fact-based decision-making). Also, in order to manage effectively and efficiently, it is non-negligible to involve employees at all levels. As participants in the processes defined in the sys-tem, they contribute directly to the results achieved (people involvement).

Top Management Leadership in Combating Information Security Threats through Organizational Information Security Practices

Top Management Leadership in Combating Information Security Threats through Organizational Information Security Practices

Ethics of Care and Employees: The Impact of Female Board Representation and Top Management Leadership on Human Capital Development Policies

Ethics of Care and Employees: The Impact of Female Board Representation and Top Management Leadership on Human Capital Development Policies

Soft TQM Elements for Digital Transformation in the Public Sector

The digital transformation of the public sector requires not only advanced modern technology but also good strategy and effective use of human factors. Additionally, quality management plays a crucial role in improving the performance and service quality of government organisations. This raises the question of how quality management could benefit digitalisation efforts and help the government to adapt in the era of digital technologies. However, the extant literature mostly focuses on the practice of quality management and the antecedents of digital transformation from the context of a private organisation, and only rarely from a public sector perspective. Therefore, this research seeks to understand and identify the soft TQM elements that can be applied in a public organisation to propel its digital transformation. The analysis was conducted based on a review of relevant papers published in this field. Deductive thematic analysis was employed to identify appropriate themes for this study. The findings identify five soft TQM elements: top management commitment and leadership, training and education, employee involvement, citizen focus and continuous improvement, all of which could positively impact a public organisation’s digitalisation initiatives. The study aims to provide novel and relevant insights to assist government organisations in planning and carrying out digital transformations.

Integrated lean-green practices and supply chain sustainability framework

Integration of lean-green practices has benefited companies in many ways, particularly the large ones. Small and Medium Enterprises (SMEs), as key players within supply chains, should also be encouraged to apply the lean and green practices to support the large enterprises in the supply chain. However, it remains all time challenging for SMEs that operate with limited resources, and often emphasize on short-term goals with rapid turnaround. The impact of green-lean practices on sustainability performance has been investigated earlier, however further study is needed to understand the phenomena in context of SME supply chain. This study examined the moderating effects of top management commitment and leadership (TMCL) and organizational culture transformation (OCTr) on the relationship between Lean Practice (LP) and Green Practice (GP). Further, it investigated the moderating effect of both policy initiative (PI) and collaborative synergy (CS) on the relationship between GP and sustainability performance. The survey-based study analyzed the data from 345 Indonesian manufacturing SMEs using structural equation modeling (SEM) with Smart-PLS. The findings suggest that GP mediates LP to improve sustainability performance of SMEs. TMCL facilitates significantly the adoption of integrated lean and green practices. Meanwhile, OCTr, PI, and CS did not have a significant moderating effect. It means that OCTr does not significantly moderate lean practices for the adoption of green practice. Similarly, results demonstrate that neither PI nor CS moderate the correlation between green practice and sustainability performance of supply chain in manufacturing SMEs. The findings help SME owners or managers to build a comprehensive model of a lean-green system to direct SMEs to achieve sustainable development.

INFORMATION TECHNOLOGY CAPABILITIES AND ENTERPRISE RESILIENCE OF STATE-OWNED ENTERPRISES FOR SUSTAINABLE COMPETITIVENESS: THE MEDIATING ROLE OF LEADERSHIP CAPABILITIES

Background and Purpose: In today's unpredictable, uncertain, complex, ambiguous, and interconnected environment, businesses face various challenges and uncertainties that are anticipated will intensify and become more frequent in the future. In this harsh environment, maintaining sustainable competitiveness is difficult. Information Technology Capabilities (ITCs) are an important element that determines a company's success or failure as well as its Resilience (ER). Given the complexity and uncertainty of today's business world, businesses with good information collection, analysis, and use can anticipate changes and decrease delays. Enterprises should collect high-quality information to meet modern business settings. Business resilience depends on the ability to gather and process resources to handle environmental uncertainty. Enterprises should use information, knowledge, experiences, and other resources to build resilience. The leadership of top management is essential for ensuring the organisation's sustainability and attaining its objectives. This study applies the concept of dynamic capability to assess the impact of ITCs on Indonesian SOEs and their subsidiaries. Additionally, this study investigates leadership capabilities (LCs) as a mediator between ITCs and ER. Due to their vital role in the Indonesian economy and the paucity of research on State-Owned Enterprises (SOEs) resilience and dynamic capabilities, particularly in the emerging market, this research focuses on Indonesian SOEs and their subsidiaries.
 
 Methodology: The study examined 322 valid data from online surveys using questionnaires to Indonesia SOEs and their subsidiaries’ board of directors and senior management. The data is analysed using SmartPLS 3.
 
 Findings: The research demonstrates that ITCs enhance ER. LCs improved the enterprise's resiliency. The relationship between ITCs and ER is mediated through LCs. 
 
 Contributions: The findings may expand the scope of dynamic capability theory to include resilience. The findings extend the methodology by adopting a quantitative and online survey of SOEs in emerging countries and demonstrate to SOE management and regulators that ER can be fostered by strengthening dynamic capabilities and risk management practices. The findings recommend that policymakers develop a road map, scenario, and strategies to ensure the long-term viability of SOEs.
 
 Keywords: Dynamic capabilities, enterprise resilience, Indonesia, information technology capabilities, leadership capabilities, state-owned enterprises.
 
 Cite as: Lisdiono, P., Said, J., Yusoff, H., Hermawan, A. A., & Abdul Manan, D. I. (2023). Information technology capabilities and enterprise resilience of state-owned enterprises for sustainable competitiveness: The mediating role of leadership capabilities. Journal of Nusantara Studies, 8(TI), 382-407. http://dx.doi.org/10.24200/jonus.vol8issTIpp382-407

Organisational performance in the post-COVID era led by top leadership: Focus on the mediating effects of value co-creation mindset

In the midst of the transformations brought about by COVID-19 in contemporary society, new approaches and leadership styles are essential to ensure organizational success and sustainability. This paper aims to explore the significance of a mindset focused on co-creating value as a support for post-COVID-19 organizational performance and quantitatively validate its impact. Under the influence of COVID-19, it has become evident that conventional approaches alone are insufficient to guarantee the quality of organizational management. In a context where traditional management models no longer suffice, organizations must possess the capacity for adaptation and transformation. To achieve this, the fostering of a shared value co-creation mindset within the organization is crucial. The paper investigates the mediating effect of a value co-creation mindset on the relationship between top leadership and business performance within the framework of total quality management (TQM). By employing quantitative methods and analyzing 300 datasets collected from an online survey, this study examines the direct and indirect effects of top management leadership on performance, highlighting the mediating role played by the value co-creation mindset. The findings reveal a noteworthy insight into the dynamics of leadership and organizational culture in the post-COVID-19 era. While the direct impact of top management leadership on performance appears to be insignificant, the indirect influence mediated by the adoption of a value co-creation mindset is highly relevant. This suggests that the significance of top management leadership lies in its ability to foster an internal culture that facilitates trust-building between top management and employees and encourages value co-creation. In the context of the co-existence with COVID-19 in the foreseeable future, the implications of these findings are profound. It is evident that organizational sustainability and success hinge not solely on leadership with a clear message but also on the cultivation of shared values as an integral part of the organizational culture. As organizations navigate the challenges and opportunities presented by the post-COVID-19 landscape, the role of leadership and the cultivation of a value co-creation mindset emerge as pivotal factors in charting a course towards enduring success and resilience.

How to Develop Organizational Forms for a Successful Digital Transformation? Findings from Two Case Studies

AbstractPrevious research has increased our understanding of individual digital transformation (DT) activities, roles, responsibilities, and related dilemmas, yet a comprehensive insight is missing with respect to the organizational forms that are most appropriate for developing the capabilities needed for successful DT. The purpose of this paper is to identify the main organizational characteristics and organizational forms for a successful DT and to identify influential factors that impact decisions about suitable organizational forms. Drawing on two case studies, we look at how companies can develop digital capabilities through different configurations of organizational forms. Findings show that decisions on organizational forms have to be influenced by digital culture, IT department’s role, and the goals of DT. Moreover, top management leadership is more important than a formal digital strategy, and DT projects must be executed by coordinated interdisciplinary teams. The presented research offers a comprehensive insight on how companies can develop digital capabilities that enable a successful DT by developing their organizational forms, i.e., by combining the different DT actions, actors, their roles and responsibilities, their interplay, implementing DT strategies, and combining the design of digital software solutions with the design of organizational routines and practices.

안전문화가 안전참여 행동에 미치는 영향

An increase in elderly workers and foreign workers is likely to lead to an increase in safety accidents, but it is not easy to exclude them unconditionally as the inflow of new domestic workers is very low. Accordingly, interest in the safety of elderly workers and foreign workers has recently increased, and it can be confirmed that efforts to reduce safety accidents customized for elderly workers and foreign workers are needed. Therefore, in this study, in order to derive safety culture factors that have a positive effect on improving the safety participation movement of elderly workers and foreign workers, the ratio of elderly workers and foreign workers to the relationship between safety culture and safety participation actions was analyzed through an adjustment regression analysis. By verifying the moderating effect, the difference in the influence of safety culture factors on safety participation action according to the ratio of elderly workers and foreign workers was investigated. To verify the research model, a moderated regression analysis was conducted to verify the moderating effect of the duty ratio of elderly workers and foreign workers on the relationship between safety culture and safety participation action using the IBM SPSS Statistics 28 statistical analysis package. The main results of this study are summarized as follows. 1) As a result of verifying the influence relationship between safety culture and safety participation action, it was found that it was statistically significant and safety culture explained about 72% of safety participation action. All of the sub-factors (leadership of top management, Leadership of Lead Framer, Education and System, Work Environment, Communication) that constitute safety culture were found to have significant effects. 2) As a result of verifying the moderating effect of the working ratio of elderly workers and foreign workers, it was found that the working ratio of elderly workers had no effect of moderating the relationship between safety culture factors and safety participation action. On the other hand, it was found that the foreign worker duty ratio had a direct effect on safety participation action as well as a moderating effect. In particular, ‘Leadership of Lead Framer’ and ‘Work Environment’ were meaningful. As for 'Leadership of Lead Framer', the higher the ratio of foreign workers, the higher the positive effect on the safety participation movement. In ‘Work Environment’, the higher the ratio of foreign workers, the lower the degree to which the positive effect on safety participation action increased. Through this study, it is expected to understand the specific impact of safety culture on the safety participation action of elderly workers and foreign workers, and to propose a new approach to safety accident prevention and safety management at construction sites.

Corporate News Disclosure and Competitive Advantage: What Factors Influence on S&P 500 Companies’ Competitive Advantage During 2022 Economic Crisis?

This paper aims to explore corporate news related to the topic of the competitive advantage of S&P 500 companies in the period of the economic crisis in 2022. The observed companies are the biggest US companies listed on the New York Stock Exchange (NYSE). The computerized qualitative analyses were done on 200 corporate news from January 2022 until November 2022, with 13,361 pages and 5,294,836 words. The research results prove that the US biggest companies disclosure intensively in public about their competitive advantage with 90.29% including text samples from initial corpus text. The companies disclosure about 4 main topics (factors) during this year’s crisis: (1) profitability; (2) financial market performance; (3) products and services; (4) top management leadership. The research article contributes to the current literature on competitive advantage narratives, how the biggest companies tend to achieve competitive advantage during the economic crisis and address messages to their stakeholders. These messages could be of the highest importance mostly because of existing uncertainties and high levels of risks.

The Paradox of Public Service Innovation amid Regional Autonomy in Indonesia

Law No. 23/2014 on the Local Government aims at fostering local governments in the country to nurture a culture of innovation to improve the quality of public services. This research attempts to discover paradoxes in the Surakarta City Government related to regulations governing local governments in Indonesia in developing public service innovation. This study uses a qualitative methodology with descriptive analysis related to the paradoxical evidence of public service innovation capacity in the Surakarta City government. Data were collected through in-depth interviews, observations, and literature studies of reputable journals. Furthermore, interviews were conducted with resource persons, from top management leaders to innovation actors, with a total of ten people. We utilised the analysis framework of Public Sector Innovation Capacity Management by Kim and Lee to analyse the results. We used SWOT analysis to devise a public service innovation capacity management strategy in Surakarta City. The results prove that the Surakarta City government has different characteristics in developing public service innovation. However, there is a paradox, which is a contradiction in the course of the local government in general. This paradox is evident in two main phenomena. First, there were no particular government regulations. Second, regional apparatus organisations (OPD) practice less collaborative mechanisms. By contrast, we found that entrenched innovation DNA and an external driver of innovation support the creation of public service innovations in the Surakarta City Government.

Assessing Lean 4.0 for Industry 4.0 Readiness Using PLS-SEM towards Sustainable Manufacturing Supply Chain

Lean 4.0 (L4.0) plays a significant role in reducing waste and enhancing productivity for a sustainable manufacturing supply chain in Industry 4.0 (I4.0). L4.0, with its soft and hard practices, may be well integrated into I4.0 to enhance its readiness. Small and medium enterprises (SMEs) are attempting to prepare themselves for I4.0 readiness. Hence, the present research explores L4.0 in terms of its soft and hard practices to understand its holistic relationship with I4.0’s readiness for delivering a sustainable manufacturing supply chain. To reap the maximum benefits, several traditional lean thinking practices and lean management principles should be combined with internet-enabled I4.0 technologies. The result of the present empirical analysis revealed that the soft L4.0 practices of top management leadership (TML), customer focus (CF), and employee training and learning (ETL) influence the hard L4.0 practices of total productive maintenance (TPM), statistical process control (SPC), and advanced manufacturing technologies (AMT) to have a positive significant influence on operational readiness (OR) and technological readiness (TR).

An Exploratory Study to Understand Nonprofit Organizations’ Crisis Leadership Competencies: A Portuguese Analysis on COVID-19

AbstractThe purpose of this study is to investigate the factors that affect the Nonprofit Organization’s (NPO) competencies and leadership in a crisis situation, specifically in the Portuguese NPOs during COVID-19. Adopting an interdisciplinary perspective, this article integrates crisis management literature with leadership literature. Highlighting the leadership perspective of both intermediate employees (technical director) and top management (executive director), this research aims to advance knowledge on the main organizational leadership competencies that NPOs need to have to better cope with crises. One hundred and seventy-four (174) NPOs representatives voluntarily participated in the study which involved a survey questionnaire based on a five-point Likert scale for 23 items included in the questionnaire. Principal component analysis using varimax rotation was applied to reduce the number of variables. Reliability tests were performed to assess the items included in the questionnaire. Tests included test-retest reliability, Cronbach alpha, and split-half reliability coefficients. Results show that the most important factors that improve the capability of a NPO to cope with a crisis are: respond to all stakeholders through accountability, plan based on identification of vulnerabilities, and build a foundation of trust through communication. Additionally, it is possible to suggest that staff and top management perceive crisis and leadership competencies differently. It is possible to conclude, that these factors can be used as important lines of action to structure the sustainable development and planning of NPOs’ strategies of other similar crisis to come in the future. Findings, the implications of this work, and avenues for future NPOs crisis management and leadership research are addressed.

The Emergence of Innovation Capability During Firms’ Early Stage: Cases from Indonesian Creative Social Enterprise

The article is based on a literature review and empirical analysis of three creative social enterprises that have managed to build their innovation capability and have received numerous international awards for their sustainable impacts. The purpose of this article is to investigate how the "innovation capability perspective" of strategic management theory can be combined with "social innovation theory." By combining both perspectives, we propose a new way to understand and explain the emergence of innovation capability during the early stages of creative social enterprises, which neither "innovation capability" nor "social innovation perspective" can do on their own. The research used a qualitative exploratory study design with multiple case studies. In-depth interviews and literature studies were the data collection methods used in the study. Based on the reccurance patterns in the literature review, we propose creativity, leadership, strategy, knowledge management, and collaboration as determinant factors of innovation capability that are deeply needed for CSEs in their early stage. Through the results of in-depth interviews with 6 top management leaders in the creative social enterprises, it was possible to gain more descriptions that enriched the five determinant factors. We conclude that CSEs' innovation capability can emerge during the early stage if they have the motivation to be creative despite resources limitation, the presence of facilitating leaders supported by local champions, the alignment of business, technology, and social innovation strategy, the use of locality as a strategic asset in knowledge management, and the alignment of goals and expectations for fruitful collaboration. The study contributes to a better understanding of how innovation capability emerges during the early stages of creative social enterprises by combining both strategic management and social innovation theory.

Critical Factors for Women’s Representation in Top Management Leadership Positions in Local Government

This study explores the critical factors behind women’s representation in upper-echelon II managerial positions in local government organizations in Indonesia, which contemporary studies rarely studied. This research interviewed 12 informants at the East Nusa Tenggara (ENT) Provincial Government in Indonesia using a qualitative approach and purposive sampling techniques. This article found eight factors that are critical in influencing women's representation in echelon II positions in local government organizations from three primary dimensions. First, a network of political proxies and representation of ethnicity and electoral areas are factors from the socio-political dimension. Second, the three factors related to the intra-organizational dimension are patriarchal culture, gender stereotypes, and masculine leadership. Lastly, academic respect, self-confidence, and domestic responsibility are three factors from the individual dimension. The practical implication of this study is that for women to be elected to echelon II positions, they need to expand their network or political connections with political party leaders affiliated with elected political officials or the family actors of elected political officials. Additionally, women must adopt masculine leadership models to be accepted by their male colleagues and adapt to a patriarchal organizational environment. Finally, women need to increase their confidence in a leadership capacity.

Experiences of using clinical pathways in hospitals: Perspectives of quality improvement personnel.

This study aimed to explore the experiences of quality improvement personnel in implementing clinical pathways (CPs) in Korean hospitals. A qualitative study using focus-group interviews was conducted with healthcare professionals in charge of CP development and management in hospitals. Sixteen quality improvement personnel from eight tertiary and seven general hospitals were recruited using purposive sampling. The verbatim transcribed data were analysed using qualitative content analysis. Three key themes emerged: (1) the primary focus of CP development on surgeries through concerted efforts between management and frontline healthcare professionals; (2) CP fidelity management using indicators and feedback to relevant staff or departments; and (3) positive outcomes, despite concerns about system safety. The factors affecting CP use included availability of clinical evidence, flexibility of CPs, top management and clinical leadership, physicians' perceptions of CPs, computerized support systems, and external policies and regulations.

Determination Of Knowledge Management In Malaysian Public Universities

Knowledge management is the functions involved in the management of data, information, and knowledge in the form of expertise and experience gained from information created, transferred, or stored in the heads of individuals or documented in written form in organisational standards, procedures, or systems. Knowledge management is a difficult but vital job for educational institutions. In contrast, thorough research in public universities is severely circumscribed. This study evaluated the essence of knowledge management through the lenses of leadership, organisational culture, and information management. This article will analyse how top administrators at Malaysian public institutions manage knowledge and identify the regulatory framework for knowledge management at Malaysia's public universities. In addition, the future of senior administrators in Malaysian public institutions is contingent upon leadership, culture, and technology to control knowledge management. Face-to-face interviews with top management leaders and university senate members from around Malaysia were used to collect qualitative data, which was then analyzed using ATLAS.Ti. Leadership, organizational culture, and information technology were found to play a key role in knowledge management. Thus, the finding underscored the significance of knowledge management for improved quality and efficiency in university practise

Total quality management in Peruvian goods companies during the COVID-19 pandemic

PurposeThe aim of this research is to empirically assess the nine dimensions of the Total Quality Management (TQM) model, which have been categorized into four blocks: the top management block, the supplier block, the process management block and the customer block. The nine dimensions represent key strategic activities of company performance. A comparative analysis of companies with ISO 9001 certification and those without certification in a developing country during the COVID-19 pandemic is carried out.Design/methodology/approachA survey was administered to the management of 259 Peruvian goods companies (in the mining, repair and manufacturing sectors) during the COVID-19 pandemic. The survey consisted of 35 Likert-scale items, which were grouped into the following nine TQM dimensions: Top management (leadership), quality planning, quality audit and assessment, product design, suppliers' quality management, process control and improvement, education and training, quality circles and focus on customer satisfaction. Then, Cronbach's alpha, the Kolmogorov–Smirnov test, the Mann–Whitney U test and means were computed for each of the dimensions. This analysis made it possible to estimate significant differences between ISO 9001 certified and non-certified goods companies in terms of the dimensions.FindingsThe results showed that, for ISO 9001 certified companies, the averages for all of the dimensions were significantly different from those of non-certified companies, except for the education and training dimension. ISO 9001 certified companies scored higher than non-certified companies in the TQM dimensions. For both certified and non-certified companies, the leadership dimension had the highest average and the quality circles dimension had the lowest average.Originality/valueThis study addresses two main gaps highlighted in the research on quality management: the application of Quality Management Systems (QMS) in developing countries like Peru, and the impact of ISO 9001 on the performance of goods companies during the COVID-19 pandemic.

Enablers of workforce agility, firm performance, and corporate reputation

This study investigates whether workforce agility via financial and non-financial performance influences corporate reputation and whether transformational leadership of top management and talent management via workforce agility impact financial and non-financial performance of IT firms. Data were collected from 225 IT firms and a middle-level executive from each firm responded to the questionnaire. Standard inventories were used to measure the constructs and only an inventory was developed to assess talent management. Data on financial performance, stock-listing status, firm size, and location of the firm were taken from secondary sources. When the effect of stock-listing status was controlled, firm performance improved corporate reputation. High (low) workforce agility via increased (decreased) firm performance was associated with high (low) corporate reputation. Furthermore, transformational leadership of top management and talent management via workforce agility were positively related to firm performance. The indirect effects suggested full mediation except the impact of workforce agility via financial performance on corporate reputation. Conclusively, transformational leadership of the top management and talent management of the firm develop the workforce agility, and the workforce agility furthers the firm performance that begets corporate reputation.