Employee commitment is one of the most important elements that help organizations to achieve their goals. This study investigates the impact of gender differences on organizational commitment.108 employees of a private small and medium enterprise (SME) company in Iran are randomly selected for this study. The organizational commitment instrument used in this research is adopted from the Allen and Meyer (1990) scale. Based on this scale, three organizational factors (affective commitment, continuance commitment and normative commitment) are evaluated. The findings indicate that men and women have the same level of affective commitment, continuance commitment, and an overall organizational commitment. However results reveal that women have a greater level of normative commitment than men within the SME.

Previous literature indicated that research and development (R&D) activities are influenced, to a large extent, by the culture of the organization. While these studies have identified elements of culture that are conducive to R&D, identifying the existing dimensions of organizational culture in Malaysian R&D organizations has not been empirically explored. The measures for this study were originally developed for the sole purpose of capturing cultural aspects in R&D organizations in the Malaysian context. These measures were developed based on the relevant issues discovered from exploratory case studies and nine categories of cultural values identified from the literature. A sample of employees (n = 198) from 45 R&D organizations took part in this study. Factor analysis was adopted to uncover common underlying dimensions (factors) of the organizational culture construct. The findings suggest that the organizational culture construct in R&D organizations may best be represented through a structure of eight factors. The eight factors are teamwork and knowledge sharing, empowerment and recognition, conformity and impediments to R&D, risk‐taking, customer orientation, autonomy, social networking, and organizational design. Despite some methodological issues that arose from this study, this model has the potential to become a management instrument to measure the underlying culture in R&D organizations. R&D managers can deploy this model to establish the baseline level of research culture in their respective units and thus provide the foundation for management initiatives to drive R&D activities. This model can also be used as benchmarking parameters when an R&D organization intends to evaluate various aspects of their organizational culture in relation to others that are considered to be leaders in the industry.

No abstract

There is a critical need to enhance the quality of R&D workforce in Malaysia. To address this problem, the 10th Malaysia Plan (2011-2015) and the New Economic Model (NEM) both stress the need to enhance human capital development in the country's innovation capacity. Managing R&D is a different experience compared to other industries due to its distinct set of people and culture. Thus, R&D organizations need to implement high performance work practices (HPWP) to increase productivity and effectiveness. Studies have shown that there is a positive link between HPWP and innovation. Nevertheless, there exists a knowledge gap in the area of HPWP in Malaysia. Hence, this paper intends to examine the concept of HPWP within the context of R&D organizations. A review of literature will be used to theorize about how HPWP will influence R&D performance. 

The purpose of this paper is to provide an empirical understanding for the antecedents and consequences of knowledge management system (KMS) usage among decision makers in Jordanian banks. The model of this paper was developed through extending the diffusion of innovation (DOI) along with information system (IS) success model, on which eight hypotheses are developed. In total, 341 usable questionnaires were used for further analysis. Structural equation modeling was used to analyze and test the developed hypotheses. The findings showed that system compatibility and complexity (technological antecedents) and top management support and trust (organizational antecedents) are significantly affecting the KMS usage. As well as, results showed that decision-making effectiveness along with user satisfaction are considered as key consequences for KMS usage. Furthermore, the findings of this study indicated that user satisfaction significantly mediates the relationship between KMS usage and decision-making effectiveness. Practically, this paper offers an empirical paradigm for the significance of KMS and effective usage. This paper provides the essential required guidelines for decision makers who are using the KMS's in order to strengthen their job performance, particularly decision-making context. Theoretically, results of this paper were based on the utilization of two important theoretical models (DOI and IS success) into one integrated model. At the individual level, this study opens the window to the new proposed model to be utilized in the future research of KMS usage.