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Open research questions in Organizational and Employee Performance

47 unresolved questions extracted from the limitations and future-work sections of 489 Organizational and Employee Performance papers in our library. Each links back to the study that raised it.

What the literature leaves open

  • This duality supports the idea that awareness alone is insufficient; while perceptions shape positive attitudes toward IFRS, they also heighten sensitiv- ity to complexities in implementation. Firm size (SoF) and access to accounting and audit- ing services (AAS) show weaker direct impacts, aligning with past findings that the availability of advisory services or larger size alone is insufficient, unless accompanied by sector-specific expertise and incentives (Perera & Chand, 2015; Bakr & Napier, 2022).

    The effect of IFRS implementation on the reporting quality of SMEs in Saudi Arabia · 2026 · DOI

  • This would imply that possessing digital competencies alone is insufficient to guarantee improved recruitment outcomes when the supporting technological infrastructure and recruitment systems are ineffective Based on these findings, the study recommends that the management of federal universities should establish technical support and mentoring systems to ensure staff continuously improve their digital capabilities and adapt to evolving technologies.

    Moderating Role of Digital Literacy on the Nexus between Electronic Human Resource Management Practices and Performance of Federal Universities in North-Western Nigeria · 2026 · DOI

  • Another limitation of this study is that the model was estimated using pooled data from Malaysia and Saudi Arabia without conduct- ing multi-group analysis (MGA). These moderators should be examined in future studies to identify new relation- ships and improve the model.

    The role of AI capabilities and entrepreneurial competency in SME performance: the mediating role of strategic intelligence · 2026 · DOI

  • The outcomes of this study necessitate deliberate and systematic responses, moving from academic insight to tangible improvement within the Nigerian public sector. Given the significant effect of diverse representation on competitive drive, it is imperative to move beyond passive non- discrimination policies toward active strategies that build a truly reflective workforce. This involves institutionalising merit-based, transparent recruitment through blind techniques, diverse selection panels, and clear competency frameworks, while also implementing targeted talent sourcing via partnerships with varied educational institutions and structured internship programmes for underrepresented groups. The proven link between participatory decision-making and effective external collaboration necessitates the creation of formal and informal mechanisms for inclusive engagement. Internally, organisations should mandate cross-functional project teams, institute digital suggestion systems, and delegate meaningful authority to middle managers. Externally, they must formalise structures for co- creation by establishing permanent stakeholder advisory boards, piloting design thinking workshops with citizens, and leveraging digital collaboration platforms for ongoing dialogue and real-time feedback on service delivery. The critical role of leadership development in fostering innovation calls for strategic, long-term investment in building a cadre of change-oriented public sector leaders. A competency-based framework should focus on innovation-specific skills such as strategic foresight, risk management, and emotional intelligence, delivered through blended experiential learning methods. Furthermore, creating an institutional environment that rewards innovation requires establishing dedicated innovation funds and regulatory sandboxes for safe experimentation, publicly celebrating successes, and formally reframing well-intentioned failures as valuable learning opportunities rather than grounds for sanction. To ensure these targeted recommendations are effective, they must be supported by synergistic, organisation-wide initiatives. Inclusive leadership should be integrated into performance metrics for 138 VOLUME 9, ISSUE 2 - 2026 https://doi.org/10.xxxxxxx all managers, while top-level political commitment from the Head of Service and Commissioners must provide resources and consistent messaging signalling a permanent strategic shift. With these recommendations implemented, the Lagos State public sector can systematically build capacity for innovation from within, transforming government agencies from slow-moving bureaucracies into agile, collaborative institutions capable of delivering exceptional public value and regaining citizen trust.

    INCLUSIVE LEADERSHIP AND INNOVATION MANAGEMENT IN SELECTED GOVERNMENT AGENCIES IN LAGOS STATE · 2026 · DOI

  • Four directions for future research are recommended, specifically (1) testing the mediation pathway X2-Y1-Y2, (2) modeling Y1 and Y2 as a combined organizational performance construct given their high HTMT (0.

    The Influence of Digital Transformation Dimensions on Operational Efficiency and Logistics Service Performance at KCU Padang PT Pos Indonesia · 2026 · DOI

  • The concept of the Fourth Industrial Revolution was introduced in 2011 and later in 2013 it was complemented by the implementation of the strategic initiative "Industry 4.0". The essence of I4.0 is the implementation of cyber-physical in a manufacturing environment (Liu & Xu, 2017; Lu, 2017; Peruzzini et al., 2017) against the background of smart grid systems (Culot et al., 2020). It is shaped in information particular by digitalization and technology (Klingenberg et al., 2022; Zhong et al., 2017; Müller et al., 2018; Peruzzini et al., 2017), but changes are happening at the physical, digital and biological levels as a result (Liao, 2017). our show While many studies examine these factors separately, that findings transformational, digital, and agile leadership styles foster a culture of openness and innovation, while flexible organizational design enables practical implementation. Thus, the contribution of our study lies in offering an integrated perspective and practical recommendations for managers aiming to achieve successful digital transformation through SHR4.0. In line with our intention, the paper investigates the following research questions: At the enterprise level, the adoption of I4.0 is associated with the expectation of higher productivity and flexibility (Culot et al., 2020), efficiency (Castelo-Branco et al., 2022; James et al., 2022), sustainability (Bai et al., 2020), more individualized products with short time to market and higher quality (Zhong et al., 2017). 2. Smart Human Resources 4.0 Smart Human Resources 4.0 (SHR 4.0) represents a new concept that is evolving during the fourth industrial revolution and is characterized by the transformation of approaches to the effective management of the next generation of workers as a result of innovations in digital technologies (Gouda & Tiwari, 2024; Alam & Dhamija, 2022; Hecklau STRATEGIC MANAGEMENT, Vol. xx (20xx), No. xx, pp. 0xx-0xx 6 Jankelová et al. How to support the implementation of Smart Human Resources 4.0 at the enterprise level - the role of leadership and organizational structure et al., 2016). Human resource management is not immune to the impact of Industry 4.0, quite the contrary. The implementation of I4.0 principles requires businesses to pay increasing attention to human resources, as these are becoming critical factors in operational systems (Neumann et al., 2021). Employers need to adopt a more humancentered approach, perceiving the value of their employees, to effectively manage the transition to the new Industry 4.0 paradigm (Ietto et al., 2024). According to Gu et al. (2021), human resources and innovative technologies are complementary factors, therefore, developing new skills for employees and managers seems to be crucial for the successful I4.0 paradigm. In doing so, competencies include not only computer literacy but also readiness for collaboration, quick problem and understanding of social relationships in a digital context (Nešić Tomašević, 2023). Table 1 captures the essential SHR4.0 challenges underlying this latent variable in our research. implementation of solving Table 1 Challenges of Smart Human Resources 4.0 to Several researches confirm that SHRM 4.0 contributes performance organizational (Apascaritei & Elvira, 2022; Pillai & Srivastava, 2024). Through the development of dynamic human resource capabilities, their performance increases (Tambe et al., 2019; Verma et al., 2020), which has a direct increasing productivity, reducing costs and maintaining competitive advantage (Verma et al., 2020).

    How to support the implementation of Smart Human Resources 4.0 at the enterprise level: The role of leadership and organizational structure · 2026 · DOI

  • Future research should explore the longitudinal effects of AI sentiment tracking on leadership development outcomes and employee retention, and integrate multimodal data (voice, facial cues) for more holistic emotional analysis. such as retention, Future research should explore the integration of multimodal sentiment analysis, combining text, voice, and facial expressions- to enhance emotional accuracy in AI-driven systems.

    Sentiment AI in Leadership Feedback Systems: Real-Time Emotion Analysis and Leadership Adaptation in Jeddah, Saudi Arabia · 2026 · DOI

  • 6.1. Conclusion This study successfully demonstrated the pivotal role of strategic management in enhancing the effectiveness of the strategic decision-making process within Jordanian commercial banks. The research confirmed a statistically significant positive impact of strategic management, particularly through its dimensions of flexibility, speed, and organizational capabilities, on decisionmaking effectiveness, which encompasses problem identification, situation evaluation, and alternative development. While all three dimensions of strategic management significantly influenced problem identification and evaluation, organizational capabilities emerged as the primary driver for developing alternatives. This highlights that a bank’s inherent structural and systemic strengths are crucial for generating innovative solutions, even more so than mere flexibility or speed in this specific aspect. The findings underscore those Jordanian commercial banks generally exhibit high levels of strategic management and decision-making effectiveness, yet areas for targeted improvement, particularly in optimizing “speed” and leveraging “organizational capabilities” for creative alternative generation, remain. 6.2. Recommendations Based on the study’s findings, the following recommendations are proposed for Jordanian commercial banks to further enhance 356 their strategic management practices and decision-making effectiveness: 1. Strategic resource reallocation for adaptability: Management should continuously review and strategically reallocate resources to proactively adapt to emerging changes and unforeseen circumstances in the market. This involves building dynamic resource pools that can be quickly deployed. 2. Prioritize inter-departmental coordination: Foster stronger and more effective coordination mechanisms between different departments and branches. This will improve information flow, streamline decision-making processes, and enhance collective responsiveness. 3. Optimize speed in operations and responsiveness: While banks show awareness of speed, there is room for improvement. Implement measures to enhance the swiftness of organizational operations and market responsiveness, ensuring quicker adjustments to meet current requirements and capitalize on fleeting opportunities. 4. Establish efficient time management systems: Develop and integrate robust time management systems across all levels to boost operational efficiency and support faster decision cycles. 5. Standardized evaluation of proposed alternatives: Implement clear, established standards and criteria for evaluating proposed alternatives. This ensures objectivity, reduces bias, and leads to more robust decision outcomes, especially given the significant role of organizational capabilities in alternative development. 6.

    The Impact of Strategic Management on the Effectiveness of the Strategic Decision-Making Process in Jordanian Commercial Banks · 2026 · DOI

  • It is recommended that the Ministry of Higher Education prioritize the enhancement of innovation management by placing strong emphasis on the recruitment and development of high-quality staff. Efforts should focus on efficient capacity-building processes and the establishment of a strong higher education identity. Additionally, promoting employee performance, loyalty, and competence through targeted support systems and transparent communication channels can significantly contribute to employee growth. Ultimately, these actions are expected to improve both the overall performance and creativity of the Ministry of Higher Education. REFERENCES C. A. O'Reilly, and M. L. Tushman, “Organizational ambidexterity: Past, present, and future,” Academy of Management Perspectives, Vol. 7, No.4, pp.324–338, 2013. https://doi.org/10.5465/amp.2013.0025 S. H. Al-Chawishli, S. M. Mahdi, A. F. Ahmad, R. A.

    Innovation Management and Development: An analysis of Defined Quality employee’s performance in Ministry of Higher Education · 2026 · DOI

  • This study illuminates the complicated relationship between digital competency, organizational innovation support, entrepreneurial mentality, and AI on Saudi university staff creativity and productivity. The results show that employee creativity is the intellectual and behavioral conduit via which technological and organizational inputs produce performance outputs. This is done by moderated-mediation analysis and structural equation modeling. Leadership that enhances these linkages may turn innovation into excellent institutional performance. Human potential and innovation are described as a dynamic ecosystem with leadership and creativity. The study shows that digital intelligence, leadership vision, and creativity are needed to succeed. This trio is essential 206 for Saudi Vision 2030 and institutional change, not only technology acquisition. The following findings inform the study’s policy recommendations. Higher education policymakers must first create new governance frameworks to promote HRD innovation and digital transformation. Replace university administrative models with adaptive learning organizations that encourage autonomy, innovation, and calculated risk-taking. To attain this aim, the National Education Authorities, including the Ministry of Education, should mandate university evaluation systems to use innovation-driven performance indicators. Digital innovation and academic creative centers may help administrative and academic projects, including digital collaboration, AI, and entrepreneurship. Policymakers can turn colleges into thriving entrepreneurial ecosystems capable of global rejuvenation and competitiveness by integrating innovation incentives in promotion and reward systems. Leadership development should be a significant priority in higher education policy frameworks for national strategic considerations. Transformational leadership, both ideological and administrative, boosts performance via innovation. Lawmakers should create national leadership schools to train technical and emotional leaders. These institutions should provide multidisciplinary courses in organizational psychology, digital ethics, and strategic foresight to prepare future leaders for the ethical problems of artificial intelligence and automation. Mentorship chains, in which experienced transformational leaders teach future teachers and administrators, should be required at all institutions to ensure visionary leadership. Finally, national digital competence and AI integration initiatives should include equitable access and ethical leadership. Digital technology and AI boost efficiency, but arbitrary regulations may worsen it. Governments should fund digital literacy training, internet infrastructure, and ethical AI awareness.

    Driving University Performance in the Artificial Intelligence Era: Digital Skills, Creative Leadership, and Innovation under Vision 2030 · 2026 · DOI

  • 7 Future research agenda Future research should explore how collaboration evolves as digi- tal technologies mature across energy organisations. Finally, future research could investigate how procurement strategies, vendor partnerships and digital infrastructure investment decisions shape the success of large-scale digital transformation initiatives.

    Innovative technologies and workplace collaborations in the energy sector based in the United Arab Emirates · 2026 · DOI

  • Comparative studies in domains of various media sectors or states, especially within the Arab zone, would increase the external reliability of the findings and offer useful understandings into organisational and cultural variations in AI application.

    Towards the integration of artificial intelligence in Jordanian journalism practices from the UTAUT model perspective · 2026 · DOI

  • Future research could integrate real technology utilization as an outcome variable in order to offer a more wide-ranging evaluation of AI adoption dynamics in the newsrooms.

    Towards the integration of artificial intelligence in Jordanian journalism practices from the UTAUT model perspective · 2026 · DOI

  • The present study investigated merely the background of behavioural purpose of adaptation of AI technologies, whereas behavioural intention functions as a sturdy predictor, and the actual usage of AI tools was not evaluated.

    Towards the integration of artificial intelligence in Jordanian journalism practices from the UTAUT model perspective · 2026 · DOI

  • Education, outcomes. 13(1), Heilmann, P. (2007). High level competence: a tool for coping with organizational change. Journal of european ındustrial training, 31(9), 727-741. https://doi.org/10.1108/03090590710846684 Hornstein, H. A. (2015). The integration of project management and organizational change management is now a necessity. International Journal of Project Management, 33(2), 291–298. https://doi.org/10.1016/j.ijproman.2014.08.005 İşler, B., Kaya, Ş. M., & Kılıç, F. R. (2025). Fog-Enabled Machine Learning Approaches for IoT Systems: A Case Study. Sensors, 25(13), 4070.

    The Mediating Role of IoT Awareness and Artificial Intelligence Anxiety on Resistance to Organizational Change · 2026 · DOI

  • This research seeks to address the gap in the literature by examining the relationships between CSR, innovation, human resource practices, and competitive advantage, and investigating how these elements interact to help organizations gain a competitive edge in a rapidly evolving market environment.

    Relationship of CSR, innovation, human resource practices, and competitive advantage: a test of two mediation models · 2025 · DOI

  • While CSR is often viewed as a tool for enhancing corporate reputation and addressing societal concerns, its potential to drive innovation and contribute to a sustainable competitive advantage remains underexplored.

    Relationship of CSR, innovation, human resource practices, and competitive advantage: a test of two mediation models · 2025 · DOI

  • However, most studies have focused on large organizations or the public sector, leaving a significant gap in understanding the role of informal networks within small and medium-sized enterprises (SMEs), particularly within the specific institutional contexts of the broader Middle East and North Africa (MENA) region and, more specifically, in Tunisia.

    Decoding informal networks in small and medium-sized enterprises: the dynamics of wasta · 2025 · DOI

  • Despite the acknowledged importance of perceived organizational support (POS), organizational trust (OT), and affective commitment (AC) for favorable organizational outcomes, relatively little is known about the processes that underlie these various associations, especially in Islamic, Arabian Middle Eastern contexts.

    Exploring the relationship between perceived organizational support and affective commitment among Saudi employees: the mediating effect of organizational trust · 2024 · DOI

  • Considerable research has been conducted to analyze the effects of elements such as information technology, efficiency, and innovation on the performance of a company However, company success is dependent on effective communication particularly in a multicultural and competitive global environment yet the types of effective communication that impact competitiveness have not been well explored.

    Achieving competitive advantage through effective communication in a global environment · 2018 · DOI

  • The third limitation of the present study is its cross-sectional design. As such, the results may not be representative of other cultural, regulatory or institutional settings.

    Exploring Organisational Drivers and Innovation Attributes of Artificial Intelligence Adoption in Higher Education · 2026 · DOI

  • Employees recognise the value of digital-smart tracking—especially for fraud prevention and quality assurance—yet adoption is slowed by gaps in knowledge, concerns about workload and doubts about security.

    People-centred digital traceability in PGI value chains: employee perceptions, adoption barriers and managerial levers in the Turkish dairy sector · 2026 · DOI

  • Contextual and demographic aspects like gender manifestation, age phenomenon, profession-based skill, and media platforms type were not assessed as arbitrators or controlled variables.

    Towards the integration of artificial intelligence in Jordanian journalism practices from the UTAUT model perspective · 2026 · DOI

  • Therefore, future studies might consider enlarging the sample size across diverse industrial quantitative measurement for research variables through content analysis of company reports or employing methods such as case studies, observation, and personal interviews.

    The impact of organizational structure on the quality of management accounting information: An exploratory study in Iraq · 2024 · DOI

  • The results obtained here also suggest the relevance of organization structure and structure-technology relationships not investigated in the analysis.

    The role of technology in models of organizational effectiveness · 1974 · DOI

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47 open questions have been extracted from the limitations and future-work passages of 489 Organizational and Employee Performance papers in our library. Each one below links back to the study that raised it, so you can read the original claim in context.

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