All Stories

  1. From Pedagogy to Heutagogy: A Systematic Scoping Review of Digitalization of Pedagogies to Foster Self-Determined Learning (2010–2024)
  2. Fueling exploitative and exploratory innovation with paternalistic leadership – do intrinsic motivation and environmental dynamism moderate the relationship?
  3. Building BPM Talent in Emerging Markets: A 10-Year Curriculum Development Journey
  4. Service Process Improvement Through VSM of Lean Six Sigma: A Case Study
  5. Organizational culture as an explanation for job search effort across small, medium, and large firms
  6. Transforming Employee Performance Through Business Process Management: A Real-World Teaching Case
  7. Working on projects-career satisfaction of employees stationed on-site at clients’ facilities for project delivery
  8. Institutional implementation of Industry 4.0 competencies in TVET programmes in the Indo-Pacific: Critical success factors
  9. Employability skills of maintenance technicians in container ports: Implications for maritime technical and vocational education and training
  10. Understanding the Adoption of Web Development Frameworks – The Determinants of Continuance Intention
  11. Technology transfer success: An investigation of contributory factors
  12. Effect of entrepreneurial leadership on exploratory innovation – the role of intrinsic motivation and environment dynamism as moderators in the it sector of Sri Lanka
  13. Teaching and working from home: gender differentials in the impact of covid-19 on university academics in Sri Lanka
  14. Determinants and outcomes of job engagement in the post-pandemic in Sri Lanka
  15. Relationships between Leadership Styles and Prosocial Motivation Depend on Cultural Values: A Case Study in Sri Lanka
  16. Hope during the COVID-19 lockdown – the role of organization interventions
  17. Effect of Emotional Intelligence and Strategic Management of Technology on Organizational Performance
  18. Uncovering relationships between Miles and Snow strategic orientations, organisational and individual values, and creative performance
  19. Uncovering relationships between Miles and Snow strategic orientations, organisational and individual values, and creative performance
  20. Determinants of Employee Resilience: Effects of Organization-Initiated Support Interventions
  21. The relationship between formalization of HRM function and HRM intensity in SMEs: An empirical investigation in Sri Lanka
  22. COVID-19 and Working from Home: Determinants and Consequences of Work-Family and Family-Work Conflicts
  23. TEAM MEMBER VOLUNTARY TURNOVER, INTRODUCTION OF NEW MEMBERS AND PROJECT PERFORMANCE
  24. Information Literacy of First-Year Undergraduates Across Disciplines - Engineering, Architecture, and Information Technology
  25. A Study of Couples' Behaviour during the State Regulated COVID-19 Lockdown in a South Asian Country
  26. Emotional intelligence as a stimulator of technology strategy for business success
  27. Organization support as an antecedent of self-efficacy during the COVID-19 lockdown in Sri Lanka
  28. First-Generation Highly Skilled Migrants from a South-Asian Country
  29. Understanding pay satisfaction in public sector: evidence from Sri Lanka
  30. STEM vs non-STEM differences in university teaching and research during the COVID-19 pandemic: the case of Sri Lanka
  31. Financial effect on the adjustment of spouses during COVID 19 lockdown
  32. Customer service performance in bridging the gap between strategic management of technology and financial performance: evidence from the banking industry of Sri Lanka
  33. Human resource information systems of medium-sized firms
  34. Mergers and acquisitions and employees' level of anxiety: the role of HRM practices
  35. Workplace learning experienced by employees in information technology-enabled work environments – a developing country experiences
  36. Investigated employees' careers in SMEs (medium-sized enterprises).
  37. employees acceptance of enterprise systems in the public sector
  38. Continuous improvement initiatives influence HRM practices
  39. Impact of Emotional Intelligence on Strategic Management of Technology and Organizational Performance in the Banking Sector in Sri Lanka
  40. Practice of Workforce Flexibility-Internal, External, Numerical and Functional Flexibility
  41. Values congruence, organization-based self-esteem, and employee responses: Evidence from Sri Lanka
  42. University–Industry Collaboration in Sri Lanka — A Developing Country Perspective
  43. Role of Strategic Emotional Intelligence on Technological Capability, Technological Knowledge Management and Organisational Learning & Growth
  44. Higher education in state universities in Sri Lanka
  45. Autonomy support, need fulfilment and job performance in lean implemented textile and apparel firms
  46. HRM practices, lean production and firm performance
  47. Human Resource Management in Bangladesh and Sri Lanka
  48. Use of microcredit for household income and consumption smoothing by low income communities
  49. Emotional intelligence, technology strategy and firm's non-financial performance
  50. Implementation of lean production practices and manufacturing performance: the role of lean duration
  51. HRM Practices on Teamwork and Career Growth
  52. Effects of continuous improvement on shop-floor employees’ job performance in Lean production
  53. Performance Management in Medium-Sized Enterprises
  54. HRM practices and post-promotion managerial performance
  55. The mediating effect of job stress in the relationship between work-related dimensions and career commitment
  56. Variable pay and job performance of shop-floor workers in lean production
  57. role of organization structure on team work
  58. Initiating university-industry collaborations in developing countries
  59. HRD and service quality
  60. Provision of after-sales services
  61. Diversity in team composition, relationship conflict and team leader support on globally distributed virtual software development team performance
  62. Impact of knowledge sharing on firm innovativeness
  63. Technology Strategy for Driving Learning and Growth: Results of a Pilot Study
  64. People management in projects
  65. Social networking and job perfromance
  66. Job expectations, experience, and met expectations at work
  67. Innovation through technology transfer
  68. Managing people during recession
  69. Human factors on Quality
  70. ERP and end-users
  71. Total quality management and human resource management
  72. Measuring and reporting human resource information
  73. Impact of ERP systems on employees
  74. Knowledge sharing in project teams
  75. Supervisor support to reduce job stress
  76. Human factors in lean production
  77. Effects of financial incentives on job performance
  78. Effects of shift-work schedules for employees
  79. Benefits of social capital
  80. Career management strategies
  81. HRM in quality context
  82. Comparison of work outcomes of permanat and casual workers
  83. Competencies of managers that enhance organisational capabilities
  84. Effects of organizational factors on lean production
  85. Factors affecting credit card use
  86. human resource aspects in lean production
  87. Work‐related dimensions and job stress: the moderating effect of coping strategies
  88. Impact of time demands of work on job satisfaction and turnover intention
  89. Impact of career plateau and supervisory support on career satisfaction
  90. Effects of human-related factors on ERP success
  91. Employee perceptions towards web-based human resource management systems
  92. Critical elements that discriminate between successful and unsuccessful ERP implementations in Sri Lanka
  93. Influence of human resource aspects on international technology transfers
  94. Graduate employability skills
  95. Employee attitudes towards business process outsourcing work
  96. Competencies for managers
  97. Credit card usage practices
  98. Predictors of job satisfaction
  99. A comparison of competencies required by BPO and KPO
  100. Competency requirements of managers across functional specialization
  101. People management in mergers and acquisitions
  102. Gender, age and marital status as predictors of competencies
  103. A study on flexible work hours
  104. An Integrated Approach to Management Development: A Framework for Practice and Research
  105. Employee resourcing practices
  106. The role of the human resource function: a comparison of multinationals and local firms
  107. Developing individuals in managerial job positions
  108. Training objectives, transfer, validation and evaluation
  109. Development needs of managers
  110. Relevance of Systematic Approach for Management Development