Organizational cynicism has been a topic of discussion and debate among employees and top management. The purpose of this study is to find out the relationship between organizational cynicism and organizational pride. Precisely, the objectives are to identify and measure organizational cynicism among employees in industrial organizations; to determine and measure the degree of organizational pride among employees in industrial organizations and to study the effect of organizational cynicism on the organizational pride of employees in industrial organizations. In this empirical research, the study population was employees of industrial organizations of Oman. Using a purposive sampling technique, nine industrial organizations from Oman were picked. With the help of structured questionnaire, data from 350 respondents was obtained. Structural equation modeling was used through Amos version 25.0 for data analysis. The results reveal that the two dimensions of organizational cynicism (affective cynicism and behavioral cynicism) have a significant and negative impact on emotional pride, while cognitive cynicism does not significantly effect emotional pride. The study results indicate that the one dimension of organizational cynicism (affective cynicism) has a significant impact on attitudinal pride, while the rest of the other dimensions (cognitive cynicism, behavioral cynicism) do not have a significant effect on attitudinal pride. The limitations and implications of the research are also discussed.

PurposeThis empirical study aims to explore the impact of two facets of organizational pride (namely, emotional and attitudinal) on employee creativity in petrochemical companies in the Sultanate of Oman.Design/methodology/approachUsing a simple random sample technique, data were collected using a questionnaire from 278 respondents working in five major petrochemical organizations operating in Oman. Data were examined using structural equation modeling.FindingsThe findings revealed that attitudinal organizational pride is the only dimension of organizational pride that has a direct significant positive effect on creativity, while emotional pride does not affect creativity.Research limitations/implicationsThe current study is considered among the pioneering studies in its contextual field. However, despite its importance, it has several limitations. First, this study is limited to the petrochemical sector. Second, the study is limited to two variables: organizational pride and creativity. Last, this study examined creativity as one variable.Practical implicationsAttitudinal organizational pride directly affects employee creativity. Petrochemical managers should consider and enhance attitudinal organizational pride.Originality/valueThis study contributes to the literature investigating the attitudinal and emotional aspects as facets of organizational pride in relation to employee creativity, and it is the first to do so in the context of the Sultanate of Oman.

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PurposeThis study aims to identify the barriers to building supply chain resilience and assess the contextual relationship between them in the Indian micro, small and medium enterprise (MSME) sector for the post COVID-19 era.Design/methodology/approachBarriers to supply chain resilience were extracted from the extant literature and were evaluated using the grey sets and Decision-Making Trial and Evaluation Laboratory (DEMATEL) approach from strategic, tactical and operational business perspectives. The responses from experts on the identified barriers were collected through a structured questionnaire. The prominence-net effect results obtained after the DEMATEL application helped identify the most prominent barriers, their net cause and effect, and their correlation with each other.FindingsA total of 16 barriers to resilience, identified from the literature, were considered for analysis. The findings of the study revealed that the lack of flexibility is the most critical causal barrier to building a resilient supply chain. Lack of planned resource management was also found to be an influential barrier. The study also identified the supply chain design, need for collaboration and technological capability as important factors for the MSME sector to focus on.Research limitations/implicationsThe study is limited to assessing barriers to the supply chain resilience of MSMEs in India. More extensive research may be needed to reveal the global trend.Practical implicationsThe study is significantly important for the MSMEs looking to establish resilient supply chains. Managers can use the findings to identify the weak links in the supply chain for strategic and tactical planning and can take corrective actions.Originality/valueThe study pinpoints the key linkages between barriers that impede MSMEs to make their supply chains resilient and robust to mitigate the impact of future disruptions and adversities. The work may be used by practitioners to further their attention on the significant challenges.

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