Organizational cynicism has been a topic of discussion and debate among employees and top management. The purpose of this study is to find out the relationship between organizational cynicism and organizational pride. Precisely, the objectives are to identify and measure organizational cynicism among employees in industrial organizations; to determine and measure the degree of organizational pride among employees in industrial organizations and to study the effect of organizational cynicism on the organizational pride of employees in industrial organizations. In this empirical research, the study population was employees of industrial organizations of Oman. Using a purposive sampling technique, nine industrial organizations from Oman were picked. With the help of structured questionnaire, data from 350 respondents was obtained. Structural equation modeling was used through Amos version 25.0 for data analysis. The results reveal that the two dimensions of organizational cynicism (affective cynicism and behavioral cynicism) have a significant and negative impact on emotional pride, while cognitive cynicism does not significantly effect emotional pride. The study results indicate that the one dimension of organizational cynicism (affective cynicism) has a significant impact on attitudinal pride, while the rest of the other dimensions (cognitive cynicism, behavioral cynicism) do not have a significant effect on attitudinal pride. The limitations and implications of the research are also discussed.

Purpose: This study aims to identify the barriers to building supply chain resilience and assess the contextual relationship between them in the Indian micro, small and medium enterprise (MSME) sector for the post COVID-19 era. Design/methodology/approach: Barriers to supply chain resilience were extracted from the extant literature and were evaluated using the grey sets and Decision-Making Trial and Evaluation Laboratory (DEMATEL) approach from strategic, tactical and operational business perspectives. The responses from experts on the identified barriers were collected through a structured questionnaire. The prominence-net effect results obtained after the DEMATEL application helped identify the most prominent barriers, their net cause and effect, and their correlation with each other. Findings: A total of 16 barriers to resilience, identified from the literature, were considered for analysis. The findings of the study revealed that the lack of flexibility is the most critical causal barrier to building a resilient supply chain. Lack of planned resource management was also found to be an influential barrier. The study also identified the supply chain design, need for collaboration and technological capability as important factors for the MSME sector to focus on. Research limitations/implications: The study is limited to assessing barriers to the supply chain resilience of MSMEs in India. More extensive research may be needed to reveal the global trend. Practical implications: The study is significantly important for the MSMEs looking to establish resilient supply chains. Managers can use the findings to identify the weak links in the supply chain for strategic and tactical planning and can take corrective actions. Originality/value: The study pinpoints the key linkages between barriers that impede MSMEs to make their supply chains resilient and robust to mitigate the impact of future disruptions and adversities. The work may be used by practitioners to further their attention on the significant challenges.

PURPOSE: Trust is vital to all positive relationships. This empirical study explores the effect of three facets of organisational trust (trust in supervisors, in co-workers and in the organisation) on employee commitment in Salalah Mills Co. in the food industry in the Sultanate of Oman. METHODOLOGY: Data were collected via an online survey sent to all employees working in Salalah Mills Co., Oman. The final sample consisting of 102 responses with a response rate of 54 percent were analysed using multiple regression analysis. RESULTS: The findings revealed that two facets of organisational trust (trust in co-workers and trust in supervisors) were found to have a significant positive effect on employee commitment, while trust in the organisation was found to have no significant effect. PRACTICAL IMPLICATIONS: Trust in supervisors and trust in co-workers directly affect employee commitment. Therefore, managers should consider promoting both of these forms of trust to enhance employee commitment. VALUE: Although previous studies have examined the link between organisational trust and employee commitment, a focus on Oman and the food sector has been particularly rare, so this study offers new insights. The findings will help decision-makers on design strategies and policies to improve employee commitment through trust.