Social Capital and Transformational Leadership in Building the Resilience of Local Governance Networks

Sienkiewicz-Małyjurek, Katarzyna

doi:10.3390/su14084720

Cited by 6 publications

(4 citation statements)

References 81 publications

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“…Our result of H1 agrees with the results of Pawłowska (2018) ; Chowdhury et al (2019) ; Jia et al (2020) ; Sienkiewicz-Małyjurek (2022) who found that networks and resources enterprises can access through their RC help them develop organizational resilience. More importantly, as RC appears to be important for survival amidst crisis times, we conducted our study amidst the period of COVID-19 proved the significance of having strong relationships and networks with business partners to support OR.…”

Section: Conclusion and Discussionsupporting

confidence: 90%

“…These ties inherent in RC connect different groups, allowing information flow among them, and generating more opportunities to deal with difficult circumstances. Therefore, in light of our results, we can conclude that RC could enhance the building of OR through utilizing and strengthening existing links, mutual transformation, and the generation of common situational perception ( Sienkiewicz-Małyjurek, 2022 ).…”

Section: Conclusion and Discussionmentioning

confidence: 63%

“…An organization’s flexibility is greatly increased by its capacity to forge strong relationships with various stakeholders, which substantially boosts its resilience to crises ( Walecka, 2021 ). A creative reaction is primarily made possible by structural linkages strengthened by relational capital ( Sienkiewicz-Małyjurek, 2022 ).…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

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Does relational capital matter to food and beverage SMEs’ resilience? The mediating role of environmental scanning

YahiaMarzouk

Jin

2022

Front. Psychol.

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The COVID-19 pandemic’s characteristics, including how quickly it spread, and the emergence of new virus variations, raise serious questions about the pandemic’s potential repercussions and complications in the food and beverage industry, among other industries. The global COVID-19 pandemic highlights the pressing need to reconsider how we manufacture and market food and beverage goods. During the epidemic, SMEs must build organizational resilience (OR) in order to recover economically, socially, and communally. Relational capital (RC) is a crucial factor that can be deployed by SMEs to acquire the resources existing in the external networks to adapt to disturbances; however, the impact of RC on the resilience of Egyptian food and beverage SMEs is under-examined. Additionally, it is unclear how RC promotes organizational resilience. In this regard, we argue that social interactions and regular communication can let an SME and its business partners exchange information and best practices, thereby enabling it to immediately establish backup plans to deal with the disruption. In order to achieve our aim, we investigated how relational capital affected organizational resilience both directly and indirectly through environmental scanning, utilizing partial least squares structural equation modeling (PLS–SEM).The results from 217 Egyptian food and beverage SMEs demonstrate that relational capital directly and positively affected organizational resilience. Besides, the RC–OR relationship is partially mediated by environmental scanning. Our current study, therefore, adds to the extant literature through being one of the few studies to address the topics of relational capital and resilience altogether during crisis times within a developing country, an issue that has not been sufficiently investigated in exiting literature. Moreover, our current study is the first one to empirically investigate the role of relational capital in facilitating environmental scanning activities of SMEs to ultimately foster their resilience. Our results, thus, prove that a large amount of information relevant for recovery are inherent within an SME’s external relations network. We provide implications for theory and practice.

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Section: Conclusion and Discussionsupporting

confidence: 90%

Section: Conclusion and Discussionmentioning

confidence: 63%

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

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Does relational capital matter to food and beverage SMEs’ resilience? The mediating role of environmental scanning

YahiaMarzouk

Jin

2022

Front. Psychol.

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“…The discourse on decentralised climate governance in the Global South in general and Africa in particular has gained momentum over the past few decades. As part of its first climate strategy, the African Union encouraged member states to decentralise climate governance to local governments (Muesiri & Ojong, 2018;Sidik, 2022;Sakapaji, 2021;Sienkiewicz-Małyjurek, 2022). However, like many regions in the Global South, the need to decentralise climate governance in Africa is likely to be affected by several factors.…”

Section: Introductionmentioning

confidence: 99%

Decentralising Climate Governance in the Global South: Lessons from Itezhi-Tezhi and the Kafue Wetlands, Zambia

Ndambwa,

Moonga

2024

jcgpp

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This article discusses the challenges of decentralising climate governance in the Global South in the context of intensifying climate change. Using qualitative methods of data collection and analysis, we interviewed a total of 112 participants who participated in the study, including traditional leaders, ward councillors, subject-matter experts, government officials and members of the public who took part in focus group discussions. Our results show that devolution, delegation, deconcentration and privatisation have been used as strategies for decentralising climate action in the Itezhi-Tezhi District. However, these methods of decentralisation are affected by several factors, including unclear rules for elected and appointed leaders, which influence the devolution of decision-making responsibilities at the local government level. Regarding delegation, decentralising climate governance is affected by inadequate public participation, particularly in the design and execution of climate initiatives in the Kafue wetlands. Furthermore, this article shows that deconcentration is likely to affect climate governance because the national government has not deconcentrated the units for climate governance from the line ministry to the local authority. Privatisation, which has been an effective way of decentralising climate governance in the Kafue wetlands, has also been problematic due to inadequate community participation. These challenges and opportunities serve as lessons for building resilience in effective decentralised climate governance in the Kafue wetlands. This article adds to the ongoing discourse on the efficacy of decentralising climate governance in the Global South and offers valuable insights for future research in this genre of academic inquiry in Sub-Saharan Africa.

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Building a framework for a resilience-based public private partnership

Ghanem,

Ghaley

2024

Journal of Destination Marketing & Management

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Social Capital and Transformational Leadership in Building the Resilience of Local Governance Networks

Cited by 6 publications

References 81 publications

Does relational capital matter to food and beverage SMEs’ resilience? The mediating role of environmental scanning

Does relational capital matter to food and beverage SMEs’ resilience? The mediating role of environmental scanning

Decentralising Climate Governance in the Global South: Lessons from Itezhi-Tezhi and the Kafue Wetlands, Zambia

Building a framework for a resilience-based public private partnership

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