Purpose – We aimed to determine how remote management support (MS) practices and staff diversity influenced employee performance (EP) within the digital workplace (DW) during the COVID-19 pandemic. The article highlights the challenges managers face in achieving EP in the DW compared to traditional work environments.
Design/methodology/approach – We developed a theoretical model (MS→DW→EP) and tested it based on the computer-assisted web interview (CAWI) conducted in mid-2022. Factors of primary, secondary and organizational diversity moderated the relationship between the variables. We purposely selected a sample of 1,000 respondents with remote working experience.
Findings – The results show that the DW partially mediates the relationship between MS and EP. The greater the uncertainty in managing people, the more flexibility, trust and job satisfaction required in the DW to achieve EP. Organizational diversity influenced the model more (i.e. teamwork vs individual work) than the primary and secondary diversity (i.e. gender and education).
Research limitations/implications – Although the sample size was large, we cannot consider it
statistically representative.
Practical implications – Zoomers and Millennials reflect full mediation in the model that supports EP. Social implications – Broader work autonomy, smaller organizations and teams as well as hybrid work arrangements, reduce the necessity for in-person meetings with superiors.
Originality/value – Supervisors had to reduce control over the DW while expanding organizational citizenship behavior (OCB) to enhance job satisfaction and thus ensure the expected EP during the pandemic. We may consider allowing an employee to postpone work as a new managerial activity within MS.

Purpose – The authors analyzed the relationship between learning orientation (LO) and performance in micro, small and medium-sized enterprises (MSMEs) by investigating the moderating role of environmental dynamism to answer the need for systematic research of models between LO and firm performance (FP). Design/methodology/approach – The authors investigated the (in)direct relationship between LO and FP. The authors collected data from 182 MSMEs operating in technology parks (TPs) in Poland. The authors used two methods in the quantitative empirical research. The authors used linear regression models to test the hypotheses, which allowed for a global assessment of relationships among all analyzed variables. Dynamic capabilities (DCs) framework guided the study.
Findings – The study results show that FP benefits from LO-related behaviors. LO is an important stimulant of FP. Meanwhile, the authors did not classify market dynamism (MD) as a moderator of the LO-FP relationship.
Research limitations/implications – By design, the authors surveyed only MSMEs open to participate in the survey, which potentially limits generalizability. Furthermore, future researchers may consider other types of strategic orientations (SOs) to further explain the impact of multiple SOs on FP in specific industries. Originality/value – This article presents arguments that allow for recognizing LO as a strategic organizational factor shaping FP.

Purpose: The construction industry in Pakistan faces a turbulent environment and multiple challenges to achieve its targets. In such situations, the interest in innovation grows, especially in management innovation, and the conviction about its significant role in boosting organizational performance gains researchers’ interest. Accordingly, this article examines the mediating role of performance management in the relationship between management innovation and organizational performance.

Design/methodology/approach: Data were collected through a survey based method from 281 managerial rank employees working in the construction industry of Pakistan. The data were analyzed using PROCESS macro.

Findings: The results reveal that management innovation and performance management directly influence organizational performance, while we also confirmed the mediating role of performance management.

Implication: The association between management innovation and performance may seem palpable, but the recent literature asks for a reinvestigation. In tough competition and uncertain market situations, management innovation fosters knowledge creation and helps organizations adapt and drive them to higher performance.

Originality/value: The study results enrich the scholarship about the role of management innovation in stimulating organizational performance and performance management.

Purpose: The article analyzes the consequences of transformation in governance structures of stock exchanges on their CSR initiatives, in particular relations between their organizational forms and the number and nature of CSR initiatives as well as their influence on stock exchanges’ performance.

Methodology: In our study covering 40 European stock exchanges, we identified 527 sustainability practices implemented between 1992 and 2019. We divided these practices into two categories: internal, applying to the stock exchange itself, and external, targeted at listed companies. Moreover, we proposed a synthetic indicator of stock exchange development to measure its economic performance.

Findings: We found that publicly traded stock exchanges undertake a greater number of CSR initiatives and have a higher proportion of internal practices, than stock exchanges organized as non-public entities. Our study also indicates that a large number of implemented CSR practices positively affects the economic performance of stock exchanges, and furthermore, that internal practices have a greater impact than external ones.

Research limitations: The surveyed European stock exchanges may differ from stock exchanges in other regions regarding their CSR policies.

Originality: Our study proved that the corporatization of stock exchanges affect their CSR practices. It also showed that some types of sustainability activities affect performance in a more significant way than others.

Purpose: Managers of healthcare organizations must be much more dynamic and agile to survive in a competitive environment. Administrators, managers, and leaders in healthcare organizations must meet both patients’ and staff’s needs, expectations, and requests at the maximum level in order to create organizational agility. What counts among these responsibilities is the use of operational competitive capabilities at the highest level and being organizationally agile? In this context, this study determines the relationship between the operational competitive capabilities of healthcare organizations and organizational agility and examines the mediating role of organizational agility between operational competitive capabilities and organizational performance in healthcare organizations in Turkey.

Methodology: The data was collected from the 220 managers of health organizations in Turkey through questionnaires, which were analyzed with the SPSS 26 and AMOS 26 programs.

Results: The findings revealed a positive relationship between operational competitive capabilities of managers and between organizational agility and organizational agility, which have a full mediating role between operational competitive capabilities and organizational performance in healthcare organizations
.
Conclusion: Today’s healthcare organizations’ managers face such important problems and unexpected developments as adapting to a rapidly changing environment and struggles to avoid uncertainty. Therefore, the managers must use their operational competitive capabilities at the highest level and be organizationally agile to maximize their organizations’ performance and survive in this highly competitive environment.

Purpose: The present study investigates the survival and success of new organizations in the light of complex network theory.

Methodology: The empirical data was collected using the survey method from the technology park companies are analyzed with social network analysis. Two main methods were used in this study: descriptive statistics and social network analysis.

Findings: The findings indicate that new nodes appearing because of splitting up of bigger nodes from present or other related networks have a higher degree of centrality. In practice, this means that companies founded by former members of large-scale companies from these networks are more successful due to the ease in providing the flow of resources and information through previous links. This suggests that the imprint effect can be observed in the appearance, lifecycle, and performance of new nodes in complex networks.

Originality: The literature lacks studies on new organizations’ lifecycle in complex networks despite the existence of studies about new organizations in organizational networks. This study examines the appearance, success, and survival of new organizations in networks by complex network approaches such as dynamism, dissipative structures, and uncertainties.

Purpose: The aim of this study is to review the effects of psychological capital on employees’ burn out in the work environment. This research is paired with Self-Efficacy Theory, which emphasizes that the results of efforts and performances are the most significant sources of self-efficacy.

Methodology: Data collected from 416 Turkish workers employed at public institutions in Turkey were included in the analyses to identify the effects of psychological capital on burnout by using two different types of scales (burnout and psychological capital scales) into a single questionnaire form with Likert-type response scale. Beside the Reliability Analysis, different statistical valuation methods –such as regression and correlation analyses– have also been used.

Findings: The results of analyses conducted on the sample of 416 Turkish workers reveal that statis tically significant relationships appear between self-efficacy and depersonalization, hope and low personal accomplishment, optimism and emotional exhaustion, optimism and depersonalization. Optimism is negatively related to emotional exhaustion and depersonalization while positively and insignificantly related to low personal accomplishment. Both self-efficacy and optimism are signifi cantly effective in explaining depersonalization. Hope positively and significantly contributes to explain the low personal accomplishment level of employees. On the other hand, optimism negatively and significantly contributes to emotional exhaustion.

Implications: As found in the results of this research, optimism will decrease emotional exhaustion. Resilient people can more easily adapt to changes in life. Organizations may focus not only on improv ing organizational structure but also foregrounding workers’ positive personality traits and healthy psychological capital systems.

Value: This research which emphasizes the effects of psychological capital on burnout levels of em- ployees is as valuable as others in relevant literature with different research results which are more valuable than the other.

Purpose: Despite the importance of innovation, the full innovation potential of companies operating in the industrial sector of Central and Eastern Europe (CEE) seems not to have been unlocked yet. Thus, the primary purpose of the study was to explore the key elements of company innovation policies applied on the way to successful innovation.

Methodology: The article presents results of an empirical quantitative analysis. The data has been collected through an anonymous online and postal survey. The analysis focuses on 345 companies active on foreign markets and involves a Mann-Whitney U test and a regression analysis.

Findings: The conducted analysis points to the importance of the degree of interorganizational network embeddedness for the performance of companies active on foreign markets. It shows that the higher the degree of the overall network embeddedness (measured with adaptations, trust and mutuality), the higher the company’s perceived performance relative to its competitors.

Research limitations: The research was burdened with such limitations as respondents experiencing time pressure and the use of only one source of information (the interviewees).

Originality: Despite much general evidence, the study attempts to complement the rare qualitative studies on innovation in CEE. It was carried out as a response to the lack of an in-depth study covering such recurrent challenges in the feld of company innovation policies as disruption, portfolio balancing, integration, intangibilities’ management, and play.

Purpose: The goal of this paper is to develop a framework describing the mechanisms which explain how and when CSR engagement affects company’s bottom line, based on a review of the business case for CSR literature.

Approach: This article is conceptual and based on literature review. By using a CSR stage development model, behavioral and stakeholder perspectives, it offers a descriptive multi­dimensional integrative framework of the business case for CSR.

Findings: The fndings show that the relationship between engagement in CSR activities and corporate performance (CP) depends on a CSR development stage, managerial interpretation of CSR issues, stakeholder management model and moderating factors.

Originality: This article integrates disconnected models and conceptualizations in the subject literature and contributes to the theoretical discussion by arguing that type and scale of benefts from CSR activity progress along the stages of organizational CSR development. Moreover, it also shows that the CSR­CP relationship depends on internal and external factors (mediators and moderators). It therefore supports the contingency argument.

Purpose: Miles and Snow’s conception of strategic types is the most popular and extensively studied typology of strategic choices. Consequently, in recent years it has been related to organizational performance measures. Despite numerous studies conducted in different environmental and organizational settings, the research results of relationships between strategic types and organizational performance are ambiguous. In this paper, we seek to advance the knowledge regarding how a chosen strategic type affects organizational performance measures in the transition economy of Poland.

Methodology: Using quantitative research results, on the basis of data from 96 organizations we statistically test four research hypotheses.

Findings: Research results reveal the existence of “clear” strategic types in majority of companies but highlight moderately strong relationships between declared strategic type and organizational performance. In turn, they suggest that Prospector and analyzer strategic types promise slightly higher performance than Reactor and Defender types.

Originality: This research project on strategic types in SMEs in a transition economy is one of few dealing with this topic that have been conducted in Eastern European countries to date.

Purpose: The purpose of the study was a critical analysis of the concept of positive psychological
capital (PsyCap) and an indication of its applicability in organizations that implemented participatory
management.

Methodology: The study was based on the review and comparative analysis of literature. The
theoretical foundations of the concept and its practical translation into organization reality, as well
as the results of a meta-analysis of the impact of PsyCap on employee attitudes, behavior and performance,
was presented. The limitations of this concept in the context of participatory management
were also indicated.

Findings: Conducted debate supported the conclusion that the development of employee self-efficacy,
hope, optimism and resilience can contribute to strengthening participatory attitudes among workers,
and thus enhancing the efficiency of the entire organization. However under several conditions,
employee positive psychological states were treated not as organizational resources but as an integral
part of themselves. Employees felt responsible for their personal development and development
of their own PsyCap was optional.

Originality: The study dealt with the relatively new issue of a psychological capital management
in organizations that could provide an alternative to the classical human capital management. Its
implementation in organizations with participatory management has not yet been discussed in the
management literature.

Purpose: The purpose of the study was to answer the question: “What are the most common factors
influencing effectiveness of internal communications faced by Polish organizations?” This article
discusses the role of internal communications practices leading to enhancement of organizational
performance. In particular, it concentrates on factors impeding the flow of information inside the
organization. Later on, the article presents empirical findings.

Methodology: Contemporary public relations, internal communications and employee communications
texts have been reviewed to identify how internal communications is defined in literature
and how it influences organization success. Relevant existing research was reviewed and primary
research was conducted. The latter consisted of 29 in-depth interviews with employees from various
Polish organizations.

Results/findings: The article presents interesting results that can be especially useful for internal
communications specialists and managers. It is recommended that to gain a fuller picture of the
issues underlying the findings, quantitative research with relevant employees should be undertaken.

Purpose: The article is devoted to critical refl ection on the commonly used value chain model taking the perspective of contemporary role of client and technological advancement in multifaceted organizational development and management. It attempts to outline and thoroughly describe the new perspective of value creation and value management taking into account digital technologies and social media platforms.

Methodology: Deductive approach have been implemented, secondary data and sources have been used. Finally, the model of Value chain 2.0 was presented, conceptualized and described from both theoretical and practical sides.

Design: The fi rst part of the article is focused on the explanation of present potential of client for any enterprise. The second part attempts to explain the role of virtualization processes, exemplifi ed by social media, semantic web approach or virtual organization in the shift of value creation. Finally, the concept of value chain 2.0 is proposed and discussed.

Findings: There is a rapid transformation of value creation where linearity, control and inter organizational resources are gradually being replaced by network value creation where clients’ activities play pivotal role in organization performance and where value is defi ned in much broader way.

Practical implications: The conclusions have profound meaning for companies and organizations striving for engagement of clients, partners and employees in value creation processes. The paper presents both theoretical foundations along with practical implications for value co-creation.

Originality: The thorough and detailed analysis and interpretation of multifaceted shift and transformation of value creation and value management is presented. The article describes the ways the social media, digital technologies and contemporary marketing influence the way organization.

Purpose: The aim of this paper is to make the reader acquainted with the linguistic identity of modern companies, taking into account its complexity and the multiplicity of factors creating its character. The author presents the theoretical aspects associated with linguistic heteroglossia in companies of the 21st century as well as the practical possibilities of using organizational multilingualism, showing the opportunities and challenges associated
with the dialogism of organizations.

Methodology: The issue of heteroglossia in the business environment is discussed to show the various aspects determining the linguistic dimension of organizational identity, paying special attention to corporate polyphony at the individual and group level as well as its implications for creating the linguistic performance of modern companies. In terms of the theoretical dimension of this paper, based on the postmodern and systemic traditions
in management, it presents the relation “language-individual-organization”. The practical part of the paper presents the challenges associated with managing a heteroglossic organization.

Findings: The conducted discussion on the issue of heteroglossia characterizing linguistic identity allows to show the various aspects and factors of the investigated phenomenon, which are present on both the individual and social level. The described issues associated with organizational multilingualism point to effective ways of managing linguistically diversifi ed organizations.

Practical implications: The investigated topic can be interesting not only for those involved scientifically in management, linguistics and widely-understood social sciences, but also for practitioners working in companies with a complex cultural and linguistic structure. The described theory followed by the discussion help understand how heteroglossia may infl uence the development of organizations as well as its potential and how to avoid mistakes in managing organizations with a multidimensional linguistic capital.

Originality: Taking into account the already-conducted investigations on corporate linguistic identity, the paper offers an approach that has not yet been investigated.