All Stories

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