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Ethnocentric conduct among employees is observed in multicultural work environments characterised by the presence of individuals from diverse origins. The existence of ethnocentrism inside the workplace has been observed to have repercussions for colleagues. Nevertheless, despite the significance of the aforementioned factors, there hasn't been a considerable pertinent scholarly study on how these aspects affect the localisation of human resources. This research closes the gap in the literature by integrating ethnocentrism and human resource localisation variables. We used Andrew F. Hayes PROCESS V4.0 to assess the hypothesised relationship between employees' ethnocentric behaviour and human resource localisation success. In addition, employee knowledge-sharing tendency works as a mediator, and employee cultural intelligence (CQ) is a moderated mediator. From the analysis of 361 respondents from multinational Company (MNC) workers, we found that ethnocentric behaviour reduces employee knowledge-sharing tendency among workers and, in return, reduces human resource localisation success. However, CQ moderates the mediated relationship between employee knowledge-sharing direction and localisation success. We also found that when employees have high CQ, the negative effect of ethnocentrism on localisation success weakens. Managers of multicultural organisations should reduce ethnocentrism to ensure the success of human resource localisation. MNCs can consider employing culturally intelligent individuals and giving them sensitivity training. Future research can integrate other variables, such as the firm's cultural characteristics, to continue this research domain. Further research can also consider collecting data from nations with high cultural distances; comparative studies between two countries are also encouraged.

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.

Due to increased global environment volatility and uncertainty, organizations are constantly faced with unexpected events such as the COVID-19 pandemic, which has brought large international disruptions for several firms. Organizational resilience is a potential notion for describing how firms might stay alive and thrive in such a volatile environment. Therefore, this study aimed to examine how SMEs can foster their resilience through investigating the roles of environmental scanning and process innovation while testing the moderating role of environmental uncertainty. To achieve this aim, we tested a structural model through an empirical investigation with partial least squares structural equation modelling (PLS-SEM) using a sample of 249 Egyptian SMEs. The results reveal that process innovation is a necessary condition for environmental scanning to affect organizational resilience. Furthermore, the results do not support the moderating role of environmental uncertainty the indirect relationship between environmental scanning and organizational resilience. Our findings contribute to innovation and resilience literature by proving that process innovation is a necessary mechanism to translate environmental scanning information to enhance resilience. This research is the first to highlight the role of process innovation in linking environmental scanning to organizational resilience. Our results provide insights about how Egyptian SMEs could remain resilient amidst the COVID-19 through scanning their environments to improve internal processes. We discuss related theoretical and managerial implications.

Although it is an increasingly popular assumption that green human resource management (GHRM) can improve employee green behaviors, little empirical evidence has studied the link between different types (in-role and extra-role) of green behavior and how GHRM may have an impact beyond its original environmental domain. To bridge the research gap, this study develops and tests two serial mediation models of GHRM based on warm glow theory. Specifically, we propose that GHRM -as an organization management measure-will first increase employee in-role green behavior (IRGB). Then, due to employees’ perception and cognitive appraisal of organization’s GHRM policy and prosocial ‘Halo effect’ of green behavior, employees feel that they are doing the ‘right thing’, thus feel warm glow (WG) psychologically. The positive emotional experience accumulated by warm glow allows employees to obtain intrinsic rewards, resulting in green behaviors that are beyond their core task responsibilities and that can increase employee value and psychological consistency with organization. Drawing upon 301 data collected from Prolific, results support two significant serial mediation models. First, GHRM increased extra-role green behavior (ERGB) through in-role green behavior and warm glow. Second, GHRM increased person-organization fit through in-role green behavior and warm glow. Therefore, warm glow creates a spillover effect at the employee behavioral level and at the personal value level. This study contributes to existing literature by explaining how GHRM affects extra-role green behavior from a new perspective. By establishing a link between GHRM and non-green outcomes, we also expands the scope of GHRM research.

Ethnocentric conduct among employees is observed in multicultural work environments characterised by the presence of individuals from diverse origins. The existence of ethnocentrism inside the workplace has been observed to have repercussions for colleagues. Nevertheless, despite the significance of the aforementioned factors, there hasn't been a considerable pertinent scholarly study on how these aspects affect the localisation of human resources. This research closes the gap in the literature by integrating ethnocentrism and human resource localisation variables. We used Andrew F. Hayes PROCESS V4.0 to assess the hypothesised relationship between employees' ethnocentric behaviour and human resource localisation success. In addition, employee knowledgesharing tendency works as a mediator, and employee cultural intelligence (CQ) is a moderated mediator. From the analysis of 361 respondents from multinational Company (MNC) workers, we found that ethnocentric behaviour reduces employee knowledge-sharing tendency among workers and, in return, reduces human resource localisation success. However, CQ moderates the mediated relationship between employee knowledgesharing direction and localisation success. We also found that when employees have high CQ, the negative effect of ethnocentrism on localisation success weakens. Managers of multicultural organisations should reduce ethnocentrism to ensure the success of human resource localisation. MNCs can consider employing culturally intelligent individuals and giving them sensitivity training. Future research can integrate other variables, such as the firm's cultural characteristics, to continue this research domain. Further research can also consider collecting data from nations with high cultural distances; comparative studies between two countries are also encouraged. [ABSTRACT FROM AUTHOR]

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. [ABSTRACT FROM AUTHOR]