Professor Yuli Suseno

Drawing on social exchange theory and social identity theory, we examined a sequential mediation process linking green human resource management practices and employees' voluntary pro-environmental behavior. We also considered the aspects of green psychological climate and organizational pride in the relationship between green human resource management practices and voluntary pro-environmental behavior. Through the analysis of data from 459 employees and their 109 respective managers working in Pakistan's textile industry, we found that a green psychological climate mediates the relationship between green human resource management practices and organizational pride. We also found that green psychological climate and organizational pride sequentially mediate the relationship between green human resource management practices and employees' voluntary pro-environmental behavior. The findings of the study provide important implications for theory and practice, as they offer insights into how organizations can effectively implement green human resource management practices and encourage their employees to engage in voluntary pro-environmental behavior.

Purpose: This research studies the development of the evolving dynamic system model and explores the important elements or factors and what detailed attributes are the main influences model in achieving the success of a business, industry and management. It also identifies the real and major differences between static and dynamic business management models and the detailed factors that influence them. Later, this¿research investigates the benefits/advantages and limitations/disadvantages of some research studies.¿The studies conducted in this research put more emphasis on the capabilities of system dynamics¿(SD) in modeling and the ability to measure, analyse and capture problems in business, industry, manufacturing etc. Design/methodology/approach: The research presented in this work is a qualitative research based on a literature review. Publicly available research publications and reports have been used to create a research foundation, identify the research gaps and develop new analyses from the comparative studies. As the literature review progressed, the scope of the literature search was further narrowed down to the development of SD models. Often, references to certain selected literature have been examined to find other relevant literature. To do so, a supporting tool (that connects related articles) provided by Google Scholar, Scopus, and particular journals has been used. Findings: The dynamic business and management model is very different from the static business model in complexity, formality, flexibility, capturing, relationships, advantages, innovation model, new goals, updated information, perspective and problem-solving abilities. The initial approach of a static system was applied in the canvas business model, but further developments can be continued with a dynamic system approach. Research limitations/implications: Based on this study, which shows that businesses are developing more towards digitalisation, wanting the ability to keep up with the era that is moving so fast and the desire to increase profits, an instrument is needed that can help describe the difficulties of the needs and developments of the future world. This instrument, or tool of SD, is also expected to assist in drawing future models and in building a business with complex variables that can be predicted from the beginning. Practical implications: This study will contribute to the SD study for many business incubator research studies. Many practical in business incubator management to have a benefit how to achieve the business performance management (BPM) in SD review. Originality/value: The significant differences between static and dynamics to be used for business research and strategic performance management. This comparative study analyses some SD models from many authors worldwide. Their goals behind their strategic business models and encounter for their respective progress.

There is almost universal agreement within extant studies that digital technologies such as social media and digital platforms have accelerated and expanded social networks on an unprecedented scale, generating a transformative impact entrepreneurial processes and outcomes. However, there have been limited studies conducted to investigate this significant phenomenon. We aim to address this gap by providing a framework to extend research knowledge in this area. We specifically focus on the online and offline social contexts that are impacting on digital entrepreneurship (DE) development. We investigate the role of these often blended network relations in DE, placing human relations and social interaction at the centre of the study, and shifting away from previous purely technological approaches. While many existing studies in related fields focus on either social networks or social capital, we study the association between them, in the context of DE. As a contribution to extending existing theory, we propose a new research framework to underpin future study, based on established concepts within the literature and our own research evidence. This framework provides a model of the relational linkages between types of social networks and social capital to enable researchers to explore how they impact on the actions and outcomes of DE. Our purpose is to encourage, inform and guide future empirical research, to focus on and develop an understanding of the crucial role of social network interaction in DE development.

This study builds on the emergence of new gifting practices using e-hongbaos which are monetary gifts transferred between individuals made possible by digital communication platforms. This is an exploratory study on the impact of these innovations on intra-organizational relationships. Three types of intra-organizational relationships are considered: the employee's relationship with the organization, with the team, and with the manager. The findings of the study indicate positive impacts of e-hongbao at all organizational levels. The authors also identify the varying effects of e-hongbao on intra-organizational relationship outcomes depending on the occasion of gifting, as well as the mode, direction, and measure. Specifically, 'group' e-hongbao, a gamified group-gift enabled by the digitalization of gifting, has the strongest influence on intra-organizational relationships. The authors discuss the implications of these findings for theory and practice in the workplace and also offer future research directions.

Purpose: Drawing on social network and social capital literature, this study aims to explore how digital entrepreneurs utilize social networks to build their entrepreneurial capability, creating and developing business ventures in a digitally networked society. Design/methodology/approach: The study takes a qualitative approach, interviewing 35 digital entrepreneurs with businesses operating across multiple industry sectors in Western Australia. Findings: The findings suggest that structural social capital provides a key resource with groups of relational contacts who facilitate in building entrepreneur capability, the venture and customer markets. Relational social capital provides a foundation of trust between entrepreneurs and social network members that is strategically important for digital entrepreneurship (DE). Cognitive social capital provides mechanisms to form relationships based on shared values across social networks. Research limitations/implications: The study produces early evidence that in a multiplexed networking world, social capital accrual and use online is different from that of off-line. More empirical studies are needed to understand the complexity of the changing nature of online and off-line social networks, the consequential social capital and their interdependence in DE. Practical implications: This is an exploratory qualitative study using a limited sample of 35 Australian digital entrepreneurs to explore the impact of social network interaction on digital entrepreneurs and their ventures, with the purpose of stimulating a social network approach when studying DE. This study confirms the critical importance of entrepreneurial social networks in the digital age and provides empirical evidence that online networks foster business development, while off-line networks feed self-development. Originality/value: The study contributes to current research on DE as a dedicated new research stream of entrepreneurship. Specifically, the study contributes to a greater understanding of how digital entrepreneurs leverage social networks in today's digitally connected society.

Despite the relevance of human capital and social capital as antecedents of innovation, quantitative evidence at the national level is scarce. This study aims to examine the influence of human capital and social capital on national innovation performance, using secondary data of the OECD countries. Our findings indicate that both human capital and social capital have a significant effect on national innovation performance. We also found significant differences between clusters of countries in terms of human capital, social capital, and national innovation performance. The implications of the study contribute to research and practice particularly in policy decision making for business and society.

This study examines the roles of task characteristics, organisational social support, and individual proactivity on innovative work behaviour (IWB) in the public sector. Analysing empirical data from 154 employees from a government agency in Australia, we found that task characteristics, organisational social support, and proactive personality have a positive impact on IWB. Proactive personality is also found to be a moderator in the relationship between task characteristics and IWB. The findings suggest the need to design human resource practices that better identify proactive and innovative job applicants in the recruitment and selection process. Further, we highlight the requirement to organise and design work that recognises the need to develop social support to improve IWB. The implications of the study for further research on IWB are discussed.

This conceptual paper offers a new perspective on developing an athlete's global brand image. In addition to human capital, the framework considers the theoretical lenses of psychological capital, social capital and leadership capital. Human capital is based on the dimensions of an athlete's physical attributes, performance and marketable lifestyle. Psychological capital is illustrated as an athlete's self-efficacy, hope, optimism and resilience. Athletes also need to utilise their social capital, exploiting the brokerage opportunities in linking the networks of sponsors and fans and developing trust in their networks. Leadership capital is illustrated through the provision of opportunities and resources arising from the relationship between athletes and sports leaders. The proposed framework extends studies on brand management of sports celebrities by holistically considering the various forms of capital in building an athlete's global brand image. The implications for the theory and practice of sports marketing and branding are discussed.

Purpose - The aim of this paper is to understand the competitive and collaborative relations existing between people practising in the same professional occupation, but working within different organisation contexts of employment. Design/methodology/approach - An interview study of 42 in-house and external lawyers is reported and set within contexts of the knowledge management and internationalisation of legal services. The data are analysed from an appropriation-learning perspective and then discussed for the extent that these two groups make similar claims to property in work. Findings - The in-house lawyers give highest priority to the protection of resources and knowledge and aim to achieve it through trust in work relationships and by sharing, diffusing and controlling knowledge. By contrast, issues concerning individual reward and empowerment were seen as lower priority. External lawyers attach similar importance to knowledge sharing, its diffusion and control, but have slightly less concern for protecting knowledge and resources. They place less emphasis on trust and seem to value empowerment through legal innovation more so than do the in-house lawyers. Research limitations/implications - Future research should be conducted on occupational and sub-groups of knowledge workers to understand more systematically the dynamics of knowledge management, and the opportunities and constraints it creates for employees' property in work. Originality/value - The research contributes to the literature on employees' property claims in work. It reflects on the extent that individuals' work identities must systematically adapt to different organisation contexts and approaches to knowledge management. © Emerald Group Publishing Limited.

Purpose - The purpose of this paper is to elucidate information on what creates the different types of knowledge. Design/methodology/approach - In the conceptual model it is argued that the concept of social capital provides an interesting view on the creation of market-specific and firm-specific knowledge. Findings - The major finding from the paper is that knowledge is an important by-product of an alliance forming process, a process commonly termed as alliance learning. Research limitations/implications - Both market-specific and firm-specific knowledge have implications on two main types of alliance learning, that of mutual and non-mutual learning. Practical implications - Alliance managers need to be aware that knowledge is a key driver as well as a beneficial outcome in the formation of alliances. Originality/value - This paper examines how the different types of knowledge evolve and how these different types of knowledge impact upon alliance learning. © Emerald Group Publishing Limited.

This paper examines the role of social capital in professional-client relationships. We consider exploring the effects of social capital on the creation of human capital, a subject which is worthwhile investigating within all professions. In this paper, we concentrate on what are known as the structural and attributive dimensions of social capital and aim to understand their effects on the knowledge acquisition of professional practitioners. We analyse the association between social capital and human capital (i.e., knowledge acquisition) in the context of the lawyer-client relationship. Through the application of social capital theory, this paper seeks to advance our knowledge of the relations between professionals and clients. More importantly, the study contributes to improving our understanding of the role of social capital in influencing a lawyer's ability to retain and win new clients. © 2006 Taylor & Francis.

This study investigates the direct and indirect effects of financial participation (FP) and participation in decision-making (PDM) on employee job attitudes. The central premise is that both financial participation and participation in decision-making have effects on job attitudes, such as integration, involvement and commitment, perceived pay equity, performance-reward contingencies, satisfaction and motivation. After reviewing the theoretical and empirical literature and testing two theoretical frameworks, developed by Long (1978a) and Florkowski (1989), a new model was constructed to consider a combined effects, of both FP and PDM, herein referred to as employee participation (EP). The underpinning of the model is based on the assumption that both (a) the combination of financial participation and participation in decision-making ('employee participation'), and (b) participation in decision-making produce favourable effects on employee job attitudes. The test of the new model showed that employee participation does not produce more favourable effects on employee job attitudes, than does participation in decision-making on its own. The data were gathered from a questionnaire study administered in a large British retail organization that operates two types of ownership schemes - profit-sharing and SAYE schemes. © 2004 Taylor and Francis Ltd.