The study examines the impact of Socially Responsible Leadership on Employee Leave Intention in IT companies in Egypt. The sample consists of 208 employees in Egyptian IT companies. The study used the updated version of the Socially Responsible Leadership Scale (SRLS-R2) as the tool of investigation. The methodology used included the Pearson coefficient, the Cronbach Alpha coefficient, simple liner regressions and ANOVA tests. The study concluded that Socially Responsible Leadership and its eight dimensions (Congruence, Commitment, Common Purpose, Collaboration, Controversy with Civility, Citizenship, Change for the Common Good and Consciousness of Self) have a significant negative impact on the Employee Leave Intention.Keywords: socially responsible leadership, employee leave intention, IT sector, Egypt IntroductionEmployee turnover is a major challenge for today's organizations. Most organizations will experience turnover in some capacity. In fact, O'Connell and Mei-Chuan (2007) reported the average cost of employee turnover to be $13,996 per employee. Hom and Griffeth (1995) concede that since employees are considered to be an essential organizational resource, the costs associated with their turnover, the resultant hiring of replacement employees, loss of productivity, time to acclimate to the organizational culture, the onboarding process for the new personnel and overall administration costs can be taxing on the organization. Long and Thean (2011) indicate that since employees work interdependently in organizations, the turnover of some employees will affect the overall efficiency of the remaining employees. It is important to understand the causes of voluntary turnovers and what can be done in order to reduce them. Therefore, turnover of employees poses a significant threat to organizations, which necessitates a deeper look at its causes and effects. Dawley et al. (2010) found that organizational leaders/supervisors who manage to create and implement processes aimed at employee retention which reduce voluntary turnover will have an advantage over those leaders who do not. Maertz et al. (2007) found that the leader/supervisor and organizational perceived support is an indicator and predictor of employee turnover intention. Allen et al., (2003) and Rhoades and Eiseberger (2002) find that leader and organizational support can lead to a reduction in employee turnover.Previous research focused on examining and describing turnover predictors, such as job satisfaction and organizational commitment, which are linked to turnover behavior and turnover intention (Griffeth et al., 2000). However, it is important to point out that turnovers could have positive effects on an organization. It is healthy for the organization to fire the employees who are unproductive and replace them with the productive employees who will increase the human capital and introduce innovative ideas and solutions. Hughes et al. (2010) find that minor turnover is healthy for the organization in order to help reduce conflicts and bri...

Purpose: this paper aims to investigate the impact of Knowledge Management Processes and Strategic Human Resources Management on creating Competitive Advantage. The research investigated the direct impact of Knowledge Management Processes and Strategic Human Resources Management. In addition to exploring the impact by using the moderating role of Employee Innovation Behavior. Research design, data, and methodology: the paper used quantitative approach to collect the data; 400 questionnaires were distributed at three telecommunication companies in Egypt “Vodafone, Etisalat, and Orange. The data collected from the questionnaires were statistically analyzed using SPSS and AMOS 22 programs to conduct a Structured Equation Model, Confirmatory Factor Analysis, and a Path Analysis. Results: The results showed that there is a direct positive effect of knowledge management processes on competitive advantage. However, there is a direct positive effect of Strategic human resources management on organization competitive advantage. Furthermore, there is a direct positive effect of knowledge management processes on organization competitive advantage when employee innovation behavior. Besides, there is a direct positive effect of strategic human resources management on organization competitive advantage when employee innovation behavior is a moderator variable. Conclusion: It can be concluded that to enhance the organizational innovation capability if the HR practices are prompted by the HR managers effectively. Through HR practices the knowledge can be administrated and shared effectively that will aid in attaining organizational innovation, as well as competitive advantages.

The paper examines whether the Leader-member exchange (LMX) theory has an effect on the employee turnover intent in the presence of intercultural competence. Our sample consists of 319 employees working in the telecommunications sector in Egypt. The dependent variable is employee turnover and the independent variable is LMX, where LMX as a variable is measured by four components: affect, loyalty, contribution and professional respect. We used intercultural competence as the moderating variable. Intercultural competence is measured by nine components: cross cultural empathy, self-efficacy, willingness to engage, cross cultural openness, emotional self-regulation, self-monitoring, tolerance for ambiguity, low need for cognitive and cognitive flexibility. We used Cronbach’s alpha, path analysis and path regressions in our statistical analysis. Our results showed a significant positive relationship between LMX and employee turnover intent and an indirect relationship between LMX and employee turnover intent in the presence of intercultural competence.