The purpose of this paper was to provide empirical evidence of the impact of quality assurance in higher education on two relevant higher education outcomes; students’ knowledge, skills, and competencies; and their employability. Survey data were collected from two major Romanian public universities and analyzed using a partial least-squares structural equations modeling (PLS-SEM) technique. The main results suggested that students’ competencies were positively and directly influenced by the quality of the educational process, as well as the practical and research activities. The students’ chances of employment in the labor market were positively and directly influenced only by the quality of the educational process and by the research activities. Indirect influences were also revealed. The findings of the study may be shown to have theoretical implications by proposing a model that links the features of quality management in higher education institutions with students’ competencies and chances of employment in the labor market. From a practical perspective, the results may be of interest to higher education policy makers, to evaluation and accreditation institutions, to universities, and also to students.

The COVID-19 pandemic has resulted in the imposition of certain changes in the management of organizations and in the behavior and actions of employees. The purpose of this paper is to investigate the impact of COVID-19 pandemic effects on employees’ health and mental well-being, as well as on their working performance. Moreover, the paper aims to highlight whether health- and work-related stress factors mediate the above relations. For the purpose of data collection, a structured questionnaire was used. The first results of the study showed that the pandemic effects felt by employees did not directly affect their mental and physical well-being. On the other hand, the COVID-19 pandemic effects felt by employees affected their general work performance. The findings of the study may provide a useful perspective for organizations and their employees in order to adopt the most effective measures to minimize the effects generated by the pandemic.

The role of social influence (SI) as a determining factor in accepting new technologies has been addressed in several studies using the initial or extended technology acceptance model (TAM). This research uses an adaptation of the extended technology acceptance model (TAM) to analyze the behavioral intention of Romanian consumers regarding the use of energy efficiency smart solutions (EESS) under the effect of social influence. Data were processed with the structural equation modeling technique (PLS-SEM). The sample consisted of 302 domestic electricity consumers in Romania. The study’s findings show that the respondents’ perceptions of the two social influence dimensions—network of friends, colleagues, or family (SI_FF); and public space (SI_PS)—and their effects on other conceptual model variables are significantly different. The main implications highlight that the proposed model addresses social influence on two levels (SI_FF and SI_PS), to highlight not only the differences in users’ perceptions, but also the main directions in which efforts to promote these technologies should be focused more intensively, in the context of implementing European policies regarding the reduction of energy consumption at the level of household consumers. An important component of the proposed model is the analysis of the role of hedonic motivation constructs, expected performance, perceived usefulness, and perceived ease of use in mediating the relationship between social influence and behavioral intention to use.

Purpose: The current study has a two-fold purpose. Firstly, it aims to analyze the extent to which knowledge management (KM) affects the performance of individuals (task and contextual) on the one hand and that of organizations (product or service, perceived and financial) on the other hand. Secondly, it proposes to investigate the mediating effect of motivation and innovation in the relationship between KM and individual and organizational performance. Design/methodology/approach: Partial least squares structural equation modeling (PLS-SEM) was employed in this study, with mediation analysis performed using advanced PLS-SEM techniques. A total of 1,284 respondents from organizations in both the public and private sectors were included in the sample. Findings: The findings emphasize that KM has a more significant direct effect on individual performance compared to organizational performance. Concurrently, in terms of indirect influence, it is found that KM, through motivation and innovation, has a positive and significant effect on both individual and organizational performances, with a higher influence on the organizational one. Originality/value: The originality of the work can be noted in designing two different structural models to represent the proposed relationships at the individual and organizational levels. These findings could provide organizational decision makers with empirical evidence, helping them (1) internalize the significance of the KM process in organizations as well as its subsequent effects on individual and organizational performance and (2) identify factors that mediate variable relationships.

Purpose: Organizational culture (OC) is not only a key factor in the development of organizational performance but also an important source of employee orientation toward a better understanding of organizational goals. This study aims to analyze the influence of two individual factors on OC: (1) the competencies of employees and (2) perceived leadership behavior. The study also focuses on how the relationship between individual factors and OC differs between public and private organizations.Design/methodology/approach: In this study, data were collected through a survey, and a structural equation modeling approach, partial least squares structural equation modeling, was used to highlight the proposed direct, mediated and moderated relationships. The sample comprises 1,284 respondents, representing both public and private sector organizations.Findings: Based on the results, the employees' competencies positively and significantly influence the hierarchical and market orientation of OC. Additionally, the perceived leadership behavior positively and significantly influences the adoption of all four types of cultural characteristics (i.e. clan, adhocracy, market and hierarchy).Practical implications: The results are of great benefit to organizations who may become more aware that employees' skills and how employees perceive leadership behavior can significantly influence OC.Originality/value: These findings make an important contribution to understanding how the characteristics of each type of OC can be influenced by certain behaviors, skills and perceptions and how those relationships may be shaped by the organization's ownership.