Federations are concerned about attracting new sportsmen and sportswomen and increasing the number of members. The purpose of this research was to describe karate federations' strategies for attracting and retaining members through happiness. The analysis was carried out by designing a structural equation modeling (SEM), which allowed to analyze the main variables that influenced the happiness of the karate athlete and consequently to study their effect on people's loyalty to sports federations. In particular, Partial least squares SEM was applied in an overall model when it was possible to understand the happiness role in relation with other traditional relevant variables on loyalty. The data were obtained through primary sources employing a survey sent to the autonomous federations in the discipline of karate, obtaining a sample of 682 federated members in Spain. The results of the model revealed that consumer satisfaction, engagement, and meaningful influence on consumer happiness, but engagement was the most important and relevant variable for affecting this variable. Finally, consumer satisfaction and consumer happiness influence loyalty, and consumer satisfaction was the most important variable, but consumer happiness showed a real alternative for improving loyalty in karate sports federations. Then, one of the implications of this work was that it helped to explain how the federations can be managed to achieve loyal consumers together with a more considerable increase in the number of federated members.
La era de la industria 4.0 se está caracterizando, por un lado, en la existencia de sistemas de gobernanza que gradualmente está erosionando el Estado de Bienestar. Y por otro, en la implementación de modelos de gestión empresariales basados en la precariedad laboral y la reducción masiva de puestos de trabajos derivados de la automatización de los procesos productivos y el uso extensivo de los robots. Todos estos factores influyen negativamente en la felicidad de los seres humanos, especialmente en ecosistemas que viven alejados de los principios rectores del bienestar y la justicia. Ante esta realidad, el objeto de este artículo es poner sobre el tapete académico que el Happiness Management constituye una importante pieza axial en la generación de empresas que cultiven el círculo virtuoso de la felicidad y la creación de una atmósfera positiva en el interior de las organizaciones que estimulen la innovación y la creatividad. De esta forma se puede construir -en plena perturbación tecnológica-, un capitalismo inclusivo que amortigüe las desigualdades sociales a partir de empresas que lleven a cabo modelos de gestión sustentados en el Happiness Management. Teniendo presente que el capital humano del sector industrial no está aprovechando los frutos que originan los robots en su trabajo diario. Esto también precisa efectuar una breve reflexión sobre modelos de sostenibilidad medioambiental y convivencia social que garanticen un futuro generacional estable y feliz.
PurposeThis article explores how internal communication impacts happiness at work and intrapreneurship through the dimensions of communication climate and communication in meetings.Design/methodology/approachLiterature analysis and quantitative empirical data collection are used to achieve this study's purpose. The study employed a non-experimental, cross-sectional, explanatory design. A questionnaire of closed-ended questions was used, adapted from validated scales for measuring constructs, and apply to 156 employees of industrial, service and commercial companies in the Northeast of Mexico. The analysis techniques used included exploratory factor analysis and structural equation modelling.FindingsIn the descriptive analysis of the data, the authors find that 57.7% of the sample is satisfied with the communication climate, 28.85% moderately satisfied, and 13.47% dissatisfied. Regarding the levels of happiness at work, high (71.15%), medium (21.15%) and low (7.7%) levels were found. In intrapreneurship, high (67.31%), medium (26.92%) and low (5.77%) levels were found. The exploratory factorial analysis showed that the instrument was adequate for measuring the variables. Good correlations were also found between the items that make up each variable. Finally, the relationship between internal communication, measured by the dimensions of communicative climate and communication in meetings, and happiness at work was verified using the structural equation technique. The latter has a positive impact on intrapreneurship.Research limitations/implicationsThis article has some theoretical and methodological limitations like any other academic work. They would be interesting to address in future research. In this way, it is possible to empirical examine the variables of intrapreneurship, internal communication and happiness (Ravina-Ripoll et al., 2021c). The first is the study's cross-sectional design and data collection by a non-probabilistic sample, carried out in a single source. Both aspects mean that our study is not free of corresponding biases; this may result in the findings of the present work not being statistically correct. The second derives from the absence in the literature of structural equation modelling studies that analyse the constructs that make up the object of this academic work in a multidimensional way. However, although an influence I show between the variables, it is recommended to take the data with discretion. There is still a need for more empirical evidence to support these relationships before generalised results can be presumed. Despite the remarkable progress made in recent years in the literature on the three dimensions of this article, few scientific studies examine inferentially how internal communication and intra-entrepreneurship influence employees' happiness at work in today's digital society. The authors of this academic work consider it attractive for future research to address the analysis of internal communication strategic management models. It is a robust driver of intra-entrepreneurship and employee happiness in organisations (Galván-Vela et al., 2022a). In conclusion, from this heuristic perspective, companies can improve, on the one hand, their competitive position in the market. Their managers must cultivate an organisational culture that emphasises internal communication as a catalyst for innovation, employee loyalty, and productive efficiency. On the other hand, companies will be able to invigorate their corporate image to face the significant challenges in the globalised economy, thus to become sustainable, humane, ecological intra-entrepreneurial corporations (Galván-Vela et al., 2021a). It may lead to a more social, inclusive, prosperous and egalitarian ecosystem. In this way, it makes the culture of organisations around the pillars of happiness management, social marketing and the Sustainable Development Goals shine (Galván-Coronil et al., 2021).Practical implicationsThis section does not attempt to argue that internal communication and intrapreneurship constitute two intangible resources that improve organisations' productivity and collective happiness (Lee and Kim, 2022). However, it is necessary to clarify that the results achieved in this academic study show two fundamental aspects. The first is to invite managers of companies in the post-Covid-19 era to cultivate a culture based on happiness management. It makes internal communication a fast vehicle that exponentially boosts intrapreneurship, among other things (Castillo-Abdul et al., 2021). To this end, their strategic management models must carry out a diametrical shift in their innovation and internal communication actions. On the one hand, it allows for building loyalty among their creative talent. It does this by creating an organisational climate that encourages interpersonal relationships, the spirit of teamwork, collaborative participation, and disruptive thinking (Thelen and Formanchuk, 2022). On the other hand, promoting an ethical, assertive and empathetic leadership style proactively stimulates the commitment, trust and passion for the work of all members of the company (Men and Yue, 2019). The second is to emphasise implementing a constructive, friendly and positive intra-organisational language. In this way, it is dynamising the collective happiness of its human capital through the figure of the Chief Happiness (Jiménez-Marín et al., 2021b).Originality/valueIntrapreneurship, internal communication and happiness at work are topics of great interest in academic agendas in recent years. It is basically because these three dimensions, individually or jointly, have positive effects on the productivity of organisations. However, no research flow evidences our theoretical model proposed in this article. Therefore, there is a need for future studies that advance the literature in the area of business. In this way, we will have more data on how these constructs affect the life of organisations in the post-Covid 19 eras.
The overarching call to action represented by the sustainable development goals (SDGs) calls for new sustainable production and management models. Likewise, in periods of crisis, such as the current COVID-19 pandemic, companies are forced to develop competitive and sustainable development strategies to increase their brand value and achieve a good market position. Therefore, this work’s main objective is to design a structural equation modelling (SEM) to analyse the main critical dimensions of brand orientation to influence happiness in responsible and sustainable entities. For this purpose, a descriptive cross-sectional study was carried out based on primary data from a survey of a representative sample of 216 managers of small- and medium-sized enterprises in Andalusia (Spain) in the construction, industry and services sectors. The model results reveal significant dimensions of brand orientation and positively direct influence on happiness management. One of the significant managerial implications of this work is that the model allows for more responsible and sustainable management of entities by considering brand orientation about happiness.
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