Panagiotis Polychroniou

A fuzzy multicriteria decision‐making methodology for selection of human resources in a Greek private bank

Purpose – The purpose of this paper is to present a fuzzy multicriteria decision‐making (MCDM) methodology for selecting employees.Design/methodology/approach – The methodology is based on the technique for order preference by similarity to ideal solution (TOPSIS) multicriteria decision tool and the algorithm presented by Karsak. Assuming that n are candidates each of whom is evaluated in j criteria, the methodology starts by defining the ideal and the anti‐ideal candidate.Findings – The applicability of the methodology is discussed using real data from a major Greek bank. As a result, it is necessary to consider criteria, criteria weights, and the distances from both the ideal and the anti‐ideal solution in order to select the more appropriate candidate.Research limitations/implications – Modern approaches recognize that selection of human resources is a complex process that involves a significant amount of vagueness and subjectivity, and serious consideration for candidates uncertainties of career life...

The mediating role of quality on the relationship between cultural ambidexterity and innovation performance

Firms’ competencies and competitive advantages erode and are required to continually update and change through learning. Organisational learning is a prerequisite for the creation and acquisition of knowledge, both catalysts for innovation. There are two processes of learning, exploitation (incremental) and exploration (discontinuous). Organisational excellence can in part be achieved by ambidexterity, that is, by the balanced pursuit of both incremental and discontinuous change by organisations. An ambidextrous organisational culture can be an important factor for a firm’s innovation capability. Thus, factors affecting organisational culture towards learning may advance innovative capability. Quality also plays an important role to knowledge creation and innovation behaviour. Indeed, knowledge management can improve innovation performance via total quality management practices. Quality, then, may serve as a mediator between organisational learning culture and innovation outcomes. Using the Organizations for Economic Cooperation and Development and European Union established criteria for technological intensity, as well as knowledge – intensity criteria, 480 Greek mid-to-high technology and Small and Medium Enterprises (SMEs) were contacted with 54 eventually participating. Statistical analysis (partial least squares-structural equation modeling) confirms the mediating role of the quality competitive capability on the association between exploitation and exploration-oriented organisational cultures and innovation performance. The study is cross-sectional, thus causality of the relationships under investigation cannot be justified. The cultural context should also be considered, since field research was conducted in Greece suffering from deep financial recession. The importance of quality competitive capability, in order to interpret organisational ambidexterity into innovative action in mid-to-high technology Greek SMEs during the financial crisis, guides managerial implications.

The impact of strong and balanced organizational cultures on firm performance: Assessing moderated effects

This study aims to investigate the relationship between organizational culture and performance. It concerns the aspects of culture related to culture strength and unbalance and its impact on introvert and extrovert firm performance, controlling for business environment and size.,Based on the competing values model (CVM), culture strength is measured as the intensity of the culture values driving the company. The cultural unbalance is measured by the sum of absolute deviations of organizational members’ culture perceptions across the four archetypes (adhocracy, clan, hierarchy and market) imposed by CVM from the individual “average” shared cultural value. Evidence is drawn upon a sample of 1,305 employees of 114 Greek firms.,The findings indicate a strong positive relationship between culture strength and internal performance (innovation competence and human relations) as well as firm outcomes (profitability, growth and reputational assets). On the contrary, culture unbalance exerts a negative influence to market position, growth and innovation competence.,Understanding the nature of the association between culture strength, unbalance and firm performance would enable academics and practitioners to reflect critically on the core culture values which shape employee involvement and formulate leaders’ quality improvement decisions and actions, so as to achieve sustainable competitive advantage at the organizational level.,This research provides supporting empirical evidence for the culture–performance link by identifying the principle culture value characteristics (strength and unbalance), which exert both direct and interaction effects on the introvert and extrovert aspects of firm performance.

Relationship Between Supervisor’s Emotional Intelligence and Transformational Leadership in Hotel Organizations

The primary objective of this research is to investigate the relationships between hotel managers’ emotional intelligence competences and transformational leadership giving emphasis on supervisor–subordinate interaction. Hotel managers that comprehend the importance of emotional intelligence are in a position to identify the needs and the feelings of their subordinates, to actually express their interest and work collectively. Participants were 149 employees representing 117 Greek and Cypriot hotel organizations. Findings indicate positive associations between supervisor’s intrapersonal and interpersonal emotional intelligence competencies and her/his transformational leadership in hotel organizations. Implications for management include that supervisors in modern hotel organizations should further develop emotional intelligence competencies and enhance their transformational leadership with focus on human resources development.