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PurposeBased on social exchange, equity, and other orientation theories this study examines the effect of organizational justice on two dimensions of employees' citizenship behavior in the Asian context. Moreover, the purpose of this paper is to investigate whether Islamic work ethic (IWE) can moderate the relationships between organizational justice and two dimensions of citizenship behavior.Design/methodology/approachData were collected using self-administered questionnaire. In total, 337 employees from Islamic financial institutions in Malaysia participated in the survey. Structural equation modeling specifically partial least square was used to analysis the hypothetical model developed in this study.FindingsThe finding of this study revealed that justice has direct effect on citizenship behavior directed toward individual and organization alike. These relationships found to be more effective for employees who are high in IWE and weak for employees who are low in IWE. Moreover, the findings of this study provide insight about the validity and reliability of the existing scales pertaining to the study constructs in Asian culture.Practical implicationsThe current study enhance researchers understanding about the crucial role of dispositional variables as moderator in relation to justice and citizenship behavior, confirmed the predictive role of organizational justice in Asian context, and stresses the importance of justice at workplace which can encourage employees to go the extra mile and show good behavior toward their co-workers and/or organization.Originality/valueThis is a pioneer study that empirically investigates the moderating role of IWE between organizational justice and citizenship behavior, and emphasized the validity and reliability of the used scales in eastern context.

PurposeThis paper aims to examine the relationships among supplier management practices, organizational context and supplier performance. The contexts selected for supplier management practices are economics transactional practices and high involvement work practices (HIWP); while power asymmetry and competition intensity are considered within the organizational context.Design/methodology/approachA questionnaire survey was conducted on a multinational semiconductor company. A two‐phase statistical analysis, which comprised phase one (reliability and factor analysis), and phase two (hierarchical multiple regression analysis), was used to analyze the data.FindingsThe study provides empirical evidence to support the conceptual and prescriptive statements in the literature regarding the impact of supplier management practices and the dynamics between organizational context and supplier management towards supplier performance. The results show that high involvement work practices (HIWP) mediate the impact of competition intensity on suppliers' quality performance and partially mediate the effect of competition intensity on suppliers' flexibility. The limitation of this study is that it does not use longitudinal data, which would be more useful to examine changes in variables that affect performance; nevertheless, as this study was conducted in‐house, it was able to control the extraneous factors.Originality/valueThe study provides important insights for managers to understand the disposition of the firm to better leverage organizational context by exploiting relationships with suppliers. The paper has extended organizational theory and marketing theory into a supply chain context. Moreover, it is among the first empirical work that specifically investigates the relationship between organizational context and supplier management practices; thus the paper fills an important gap in the supply chain literature.

This paper examines job searching among employed job seekers through the social networking sites. One hundred ninety survey questionnaires were distributed to employed job seekers who have used online social networking sites via the snowball sampling approach. The collected data were analysed using Structural Equation Modeling (SEM) technique via the Analysis of Moment Structure (AMOS 16) computer program. The results showed that perceived usefulness and perceived enjoyment are positively and significantly related to the behavioural intention to use online social networking sites as a job search tool, whereas perceived ease of use is not positively and significantly related. The study implies that the developers of online social networking sites must provide additional useful functionalities or tools to help users with their job searches. These sites must also assure that they do not disclose individuals' private and confidential information without the consent. The paper provides insight for employed jobseekers by using online social networking sites as a job search tool.

PurposeThis study aims to evaluate the usage of partial least squares structural equation modeling (PLS-SEM) in journals related to logistics and supply chain management (LSCM).Design/methodology/approachBased on a structured literature review approach, the authors reviewed 401 articles in the field of LSCM applying PLS-SEM published in 15 major journals between 2014 and 2022. The analysis focused on reasons for using PLS-SEM, measurement model and structural model evaluation criteria, advanced analysis techniques and reporting practices.FindingsLSCM researchers sometimes did not clarify the reasons for using PLS-SEM, such as sample size, complex models and non-normal distributions. Additionally, most articles exhibit limited use of measurement models and structural model evaluation techniques, leading to inappropriate use of assessment criteria. Furthermore, progress in the practical implementation of advanced analysis techniques is slow, and there is a need for improved transparency in reporting analysis algorithms.Originality/valueThis study contributes to the field of LSCM by providing clear criteria and steps for using PLS-SEM, enriching the understanding and advancement of research methodologies in this field.

PurposeFirms' knowledge-processing capabilities have a central role in achieving innovation performance and competitive advantage. Absorptive capacity capabilities and innovation are viewed as essential for enterprise success. Absorptive capacity is deemed as a highly important organizational capability to recognize value and assimilate both external and internal knowledge in order to enhance firm innovation. The aim of this study is to determine if innovation performance can be improved through absorptive capacity (knowledge acquisition, dissemination and utilization), when it is supported by internal (firm experience) and external knowledge sources (R&D cooperation and contracted R&D).Design/methodology/approachA quantitative methodology based on employing a structured questionnaire was used for data collection. The proposed research model and its associated hypotheses are tested by using Partial Least Squares (PLS) structural equation modelling (SEM) on a data set of 248 manufacturing companies located in the Northern Region of Malaysia.FindingsResults showed that firms' experience is significantly related to absorptive capacity, while for R&D cooperation and contracted R&D findings were mixed. In addition, absorptive capacity was found as a strong predictor of innovation performance.Originality/valueOne of the defining features of competition in many industries has been the extremely rapid pace of technological change, marked by a continuous stream of innovations. Manufacturing firms, therefore, face the challenge of nurturing existing knowledge and developing novel knowledge in order to create new business opportunities. This study makes valuable contributions with regard to understanding the behavioural of manufacturing firms towards process and product innovation.

AbstractThe study examines the relationships among six types of HRM strategies with three categories of outsourcing HR activities to reduce HR labour costs. The data were gathered from a survey questionnaire of 232 manufacturing organizations of which 113 organizations engaged with HR outsourcing. We found that no organization outsourced transformational HR functions and that organizations that espouse cost efficiency, commitment, and conventional HRM strategies tend to outsource traditional HR functions, whereas quality conscious and commitment HRM strategies tend to outsource transactional HR functions. Transactional and traditional HR functions show a significant relationship with a reduction in HR labour costs. Copyright © 2016 ASAC. Published by John Wiley & Sons, Ltd.