FIIB Business Review

'You’re fired!' Infamous words spoken by Donald Trump from prime-time television to the White House. Trump, businessman turned politician, has carried over his characteristics from the private sector to the public sector. Are Americans experiencing the Trump effect or is this a result of the businessman turned politician effect? From work motivation to demographics, this commentary highlights key characteristics and associated implications about the public sector and the private sector employees by discussing the following questions: What are the characteristics of the public and private sector employees? What are the implications of these characteristics? Specifically, public service motivation, organizational, commitment, level of effort, intrinsic factors, job content, pay, job security, and work-life balance are discussed. Review of the literature suggests that while similarities do exist between the public sector and private sector employees, there are sufficient characteristic differences that warrant supporting Appleby’s (1945) doctrine that government employees are indeed different.

The flipped learning approach over the years has gained importance, especially in higher educational establishments that primarily focus on more personalized learning for the students. In this context, the current study evaluates a flipped learning approach which was implemented by a higher education institution from the Middle East region as a pilot project and analyses the impact of the flipped approach on the student performance from the educators’ perspective. The study focuses on different aspects like the impact of the flipped approach on student performance in a different type of assessments, the impact of the flipped approach on academic performance, learning and development, and academic support activities. Also, this article analyses whether flipped learning reduces the plagiarism cases, impact on student attendance, student participation in extracurricular activities, impact on student’s knowledge, influence on student collaboration, effect on improvement in the ability to solve problems and impact of this approach on helping students to take the responsibility of their learning and become self-learners. This study empirically identified the learning outcomes from a flipped class and provides recommendations for the educators and higher education institutions for successful implementation of the flipped learning approach.

Employee creativity can bolster organizational competitiveness and survival. Although, when in host countries, expatriate top management leaders (ETML) are often challenged to constantly exhibit integrity that positively impacts the creativity of employees, despite prevalent organizational cultures’ (OCs) influences. Varying influences of distinct OCs and questionable ETML integrity have also been argued to have unpredictable influences on the creativity prowess of several emerging economies like Nigeria. It is, thus, unclear from the literature how ETML and distinct OCs act to inspire employee creativity. This study investigated the relationship between ETML integrity, OC and employee creativity. A cross-sectional survey design was administered to 439 participants from 22 manufacturing organizations in Nigeria, and data analysis was executed by leveraging partial least square path modelling (SmartPLS 3). Results indicated that ETML integrity and adhocracy OC have positive associations with employee creativity. Equally, clan and market OCS reflect negative associations with employee creativity. Surprisingly, ETML integrity dampens the positive relationships between adhocracy OC and hierarchy OC, and employee creativity. Furthermore, ETML integrity reinforces the association of clan OC and market OC with employee creativity. This study offers substantive and significant contributions that can be applied to emerging economies with similar concerns and context.

The concepts of Organizational Trust (OT) and JOY have changed substantially both denotatively and conceptually over the span of past years. This article reveals the insights, understands and explores the conundrum of OT and JOY. The study involves breaking down the transient sentiment of JOY and traces the impact it shares on OT. We endeavour to break down applicable arbiters and arbitrators that may impact JOY and association trust. It is found that consumers trust less without JOY and buy less without OT. This implies that retailers should put in a constant effort into JOY, which would lead to clear market understanding of their customers demand and taste. Along these lines, the connection among Organization Trust and JOY can be described as commonly affecting a consumer’s feelings and experiences by focusing on the positive and negative events.

The use of a survey method handles the moderating impact of OT on repurchase intentions of customers. Early exists of customers direct an impact on repurchasing adversely.

Modern-day business landscape has been com and chaotic. These are forcing firms to explore and experiment to secure and sustain market advantage. Often collaborative strategies such as strategic alliance (SA) and joint ventures (JVs) are pursued. Corporate social responsibilities (CSR) initiatives have been carried out by firms to justify and legitimize firm social existence. In collaborative strategies, two or more firms’ CSR initiatives get intermingled. Given this background, it is of interest to comprehend how firm CSR initiatives altered because of collaborations (SAs and JVs). The purpose of this conceptual article is to develop a collaborative inter-firm CSR (CIF-CSR) typology based upon a varied base of the extant literature on inter-firm collaboration (SAs and JVs), strategic management (especially resource-based view) and stakeholder theory applied theoretical logical argumentations through assumptions, premises, axioms and assertions. The author incrementally and systematically developed the CIF-CSR typology which consisted of CIF-CSR archetypes. The categorization was based upon post-inter-firm alliance nature of CSR themes, the intensity of dedication of allying firms’ CSR resources and capabilities, CSR management control, CSR process/stakeholder engagement and modular fit of inter-firm CSR initiatives. There were four types of CIF-CSR archetypes based upon post-alliance CSR control, five types of CIF-CSR archetypes based upon resource and capability committed post-alliance, four types of CIF-CSR archetypes based upon CSR process and three CIF-CSR archetypes based upon inter-firm post-alliance CSR initiatives design fit. This is one of the first scholarly works on developing an integrated CIF-CSR typology consisting of archetypes.