Programa del congreso

La felicidad en el lugar de trabajo es un concepto complejo y múltiple visto como un comportamiento organizacional positivo. En este estudio adoptamos un enfoque cultural tecno-social para la felicidad en el lugar de trabajo (WPH) en los hospitales. Utilizamos una muestra de hospitales públicos y privados españoles. Seguimos un diseño de investigación de dos métodos mixtos; en primer lugar, probamos la influencia cuantitativa lineal de las variables de los sistemas de gestión del conocimiento, el apoyo social y el liderazgo ético en la WPH de los profesionales de la salud y, en segundo lugar, descubrimos las recetas cualitativas de dichas variables que conducen a la WPH (y su ausencia). Nuestros resultados muestran que los factores contextuales abordados influyen en la WPH de diferentes maneras, dependiendo de la naturaleza pública o privada de los hospitales. Los hallazgos cuantitativos y cualitativos nos confirman la naturaleza distinta de la WPH en los dos entornos. Nuestros hallazgos sugieren que los hospitales públicos siguen recetas de WPH con apoyo social, mientras que los hospitales privados siguen recetas de WPH con apoyo tecno-social.

While prior literature on corporate governance and firm innovation recommends director equity ownership as one of the internal control mechanisms to prevent potential opportunistic behaviour, it does not delve into the nuances that may arise from the interactions of board equity ownership with other board characteristics such as directors’ social capital. With this in mind, the purpose of this research is to study the join effect of board equity ownership and board social capital in order to better understand the challenges that directors confront when faced with firm innovation decisions. Our hypotheses are supported by evidence from a panel data analysis for a sample of 124 Spanish firms during 2009-2019. Results show that board social capital positively moderates the positive effect of board equity ownership on firm innovation. This reinforces the idea that directors’ social capital can help minimise agency problems and strengthen the effect of director’s equity towards firm’s growth through strategies such as innovation.

The objective of this paper is to analyze the effects of three different components of intellectual capital (IC) on the relationship between risk-taking entrepreneurial capability (RT) and the degree of novelty of new products (NP). From the Dynamic Capabilities approach, which identifies two levels of capabilities (ordinary and dynamic), this article studies one of the most recognized dimensions of entrepreneurial orientation within a complex competitive environment. This way, understanding RT as dynamic capability, IC is added in the research model as moderating variable to examine the achievement of a higher novelty in developing new products from firms’ entrepreneurial orientation. The empirical study was carried out on a sample of 155 Spanish knowledge-intensive firms and based on survey data gathered from two different respondents. Hierarchical regression analysis was used. Findings reveal heterogeneous effects of the three components of IC on the relationship between RT and NP. While innovative culture (organizational capital) has a positive interaction with RT in the influence on the degree of novelty of new products, relationships with customers (social capital) have a negative one. And CEO industry experience (human capital) doesn’t have any moderating effect. This work provides different guidelines for managers depending on their firms’ IC endowment.

Objectives

In today's society, marked by rapid evolution and constant change, the search for well-being and efficiency in the work environment is a fundamental priority. This study aims to investigate whether the self-managed team management approach positively influences workplace well-being.

Theoretical framework

The management of self-managed teams is presented as an alternative model that promotes autonomy and collaborative decision-making, which could have a significant impact on employee well-being and reducing workplace burnout.

Methodology

A multilevel analysis is proposed that addresses two fundamental dimensions. Firstly, it investigates how a work environment based on self-managed teams contributes to employees' peace of mind. Secondly, it explores how this same environment can decrease levels of burnout. To validate this model, a multilevel analysis was conducted on a sample of 480 cases collected from 120 companies in various industries.

Results/implications

The findings reveal a research model that advances the understanding of creating self-managed teams and highlights the positive moderating role of team learning capacity in the relationship between self-managed teams and workplace well-being. These results offer a more comprehensive perspective on the effects of self-management in the work environment and its implications for human resource management and team design today.