All Stories

  1. Fueling exploitative and exploratory innovation with paternalistic leadership – do intrinsic motivation and environmental dynamism moderate the relationship?
  2. Building BPM Talent in Emerging Markets: A 10-Year Curriculum Development Journey
  3. Service Process Improvement Through VSM of Lean Six Sigma: A Case Study
  4. Organizational culture as an explanation for job search effort across small, medium, and large firms
  5. Transforming Employee Performance Through Business Process Management: A Real-World Teaching Case
  6. Working on projects-career satisfaction of employees stationed on-site at clients’ facilities for project delivery
  7. Employability skills of maintenance technicians in container ports: Implications for maritime technical and vocational education and training
  8. Understanding the Adoption of Web Development Frameworks – The Determinants of Continuance Intention
  9. Technology transfer success: An investigation of contributory factors
  10. Effect of entrepreneurial leadership on exploratory innovation – the role of intrinsic motivation and environment dynamism as moderators in the it sector of Sri Lanka
  11. Teaching and working from home: gender differentials in the impact of covid-19 on university academics in Sri Lanka
  12. Determinants and outcomes of job engagement in the post-pandemic in Sri Lanka
  13. Relationships between Leadership Styles and Prosocial Motivation Depend on Cultural Values: A Case Study in Sri Lanka
  14. Hope during the COVID-19 lockdown – the role of organization interventions
  15. Effect of Emotional Intelligence and Strategic Management of Technology on Organizational Performance
  16. Uncovering relationships between Miles and Snow strategic orientations, organisational and individual values, and creative performance
  17. Uncovering relationships between Miles and Snow strategic orientations, organisational and individual values, and creative performance
  18. Determinants of Employee Resilience: Effects of Organization-Initiated Support Interventions
  19. The relationship between formalization of HRM function and HRM intensity in SMEs: An empirical investigation in Sri Lanka
  20. COVID-19 and Working from Home: Determinants and Consequences of Work-Family and Family-Work Conflicts
  21. TEAM MEMBER VOLUNTARY TURNOVER, INTRODUCTION OF NEW MEMBERS AND PROJECT PERFORMANCE
  22. Information Literacy of First-Year Undergraduates Across Disciplines - Engineering, Architecture, and Information Technology
  23. A Study of Couples' Behaviour during the State Regulated COVID-19 Lockdown in a South Asian Country
  24. Emotional intelligence as a stimulator of technology strategy for business success
  25. Organization support as an antecedent of self-efficacy during the COVID-19 lockdown in Sri Lanka
  26. First-Generation Highly Skilled Migrants from a South-Asian Country
  27. Understanding pay satisfaction in public sector: evidence from Sri Lanka
  28. STEM vs non-STEM differences in university teaching and research during the COVID-19 pandemic: the case of Sri Lanka
  29. Financial effect on the adjustment of spouses during COVID 19 lockdown
  30. Customer service performance in bridging the gap between strategic management of technology and financial performance: evidence from the banking industry of Sri Lanka
  31. Human resource information systems of medium-sized firms
  32. Mergers and acquisitions and employees' level of anxiety: the role of HRM practices
  33. Workplace learning experienced by employees in information technology-enabled work environments – a developing country experiences
  34. Investigated employees' careers in SMEs (medium-sized enterprises).
  35. employees acceptance of enterprise systems in the public sector
  36. Continuous improvement initiatives influence HRM practices
  37. Impact of Emotional Intelligence on Strategic Management of Technology and Organizational Performance in the Banking Sector in Sri Lanka
  38. Practice of Workforce Flexibility-Internal, External, Numerical and Functional Flexibility
  39. Values congruence, organization-based self-esteem, and employee responses: Evidence from Sri Lanka
  40. University–Industry Collaboration in Sri Lanka — A Developing Country Perspective
  41. Role of Strategic Emotional Intelligence on Technological Capability, Technological Knowledge Management and Organisational Learning & Growth
  42. Higher education in state universities in Sri Lanka
  43. Autonomy support, need fulfilment and job performance in lean implemented textile and apparel firms
  44. HRM practices, lean production and firm performance
  45. Human Resource Management in Bangladesh and Sri Lanka
  46. Use of microcredit for household income and consumption smoothing by low income communities
  47. Emotional intelligence, technology strategy and firm's non-financial performance
  48. Implementation of lean production practices and manufacturing performance: the role of lean duration
  49. HRM Practices on Teamwork and Career Growth
  50. Effects of continuous improvement on shop-floor employees’ job performance in Lean production
  51. Performance Management in Medium-Sized Enterprises
  52. HRM practices and post-promotion managerial performance
  53. The mediating effect of job stress in the relationship between work-related dimensions and career commitment
  54. Variable pay and job performance of shop-floor workers in lean production
  55. role of organization structure on team work
  56. Initiating university-industry collaborations in developing countries
  57. HRD and service quality
  58. Provision of after-sales services
  59. Diversity in team composition, relationship conflict and team leader support on globally distributed virtual software development team performance
  60. Impact of knowledge sharing on firm innovativeness
  61. Technology Strategy for Driving Learning and Growth: Results of a Pilot Study
  62. People management in projects
  63. Social networking and job perfromance
  64. Job expectations, experience, and met expectations at work
  65. Innovation through technology transfer
  66. Managing people during recession
  67. Human factors on Quality
  68. ERP and end-users
  69. Total quality management and human resource management
  70. Measuring and reporting human resource information
  71. Impact of ERP systems on employees
  72. Knowledge sharing in project teams
  73. Supervisor support to reduce job stress
  74. Human factors in lean production
  75. Effects of financial incentives on job performance
  76. Effects of shift-work schedules for employees
  77. Benefits of social capital
  78. Career management strategies
  79. HRM in quality context
  80. Comparison of work outcomes of permanat and casual workers
  81. Competencies of managers that enhance organisational capabilities
  82. Effects of organizational factors on lean production
  83. Factors affecting credit card use
  84. human resource aspects in lean production
  85. Work‐related dimensions and job stress: the moderating effect of coping strategies
  86. Impact of time demands of work on job satisfaction and turnover intention
  87. Impact of career plateau and supervisory support on career satisfaction
  88. Effects of human-related factors on ERP success
  89. Employee perceptions towards web-based human resource management systems
  90. Critical elements that discriminate between successful and unsuccessful ERP implementations in Sri Lanka
  91. Influence of human resource aspects on international technology transfers
  92. Graduate employability skills
  93. Employee attitudes towards business process outsourcing work
  94. Competencies for managers
  95. Credit card usage practices
  96. Predictors of job satisfaction
  97. A comparison of competencies required by BPO and KPO
  98. Competency requirements of managers across functional specialization
  99. People management in mergers and acquisitions
  100. Gender, age and marital status as predictors of competencies
  101. A study on flexible work hours
  102. An Integrated Approach to Management Development: A Framework for Practice and Research
  103. Employee resourcing practices
  104. The role of the human resource function: a comparison of multinationals and local firms
  105. Developing individuals in managerial job positions
  106. Training objectives, transfer, validation and evaluation
  107. Development needs of managers
  108. Relevance of Systematic Approach for Management Development