Google’s innovative management strategies and leadership styles have set a benchmark for fostering creativity and achieving business success. By blending a flat organizational structure with a culture of openness and collaboration, Google empowers employees to thrive. This report explores key practices, challenges, and leadership behaviors that drive the tech giant’s continued growth and innovation.
Business School Coursework
Module Name: Management Essentials
University: University of Greenwich
Do you also need Management Assignment Help Online? Contact us today.
Management Practices and Leadership Styles at Google: Business Report Writing Assignment Help
Assignment Question:
Analyze Google’s management strategies and leadership styles, focusing on their impact on innovation, employee engagement, and organizational performance. Discuss key challenges faced by the company and provide recommendations for improvement.
Referencing Style: APA (7th Edition)
Word Count: 2,000 words
Solution:
How Google Balances Creativity and Management: Google’s Innovative Management Strategies
Introduction
Leadership and management are two ideas that go hand in hand and are essential for any business to succeed. The leaders and managers at Google work together to come up with new ideas and reach their goals. Google’s international success, according to Ahmad and Sharma, (2023), is due to its team-based or cross-functional management structure. Leading means getting people to work together towards a shared goal, encouraging new ideas, and pushing for change. Management, on the other hand, is concerned with the successful organization of resources, the execution of plans, and the completion of tasks. This makes the workplace always coming up with new ideas.
Google, on the other hand, controls its people and resources to reach its long-term goals. Some people say that a leader can change the thoughts, feelings, and actions of others to get them to do what they want. Leaders help projects succeed by giving them advice. With this mix of leadership and management, Google can take on tough problems while staying true to its values.
This report aims to look at the differences between leadership and management and show how they work together to make an organization more effective (Amjad et al. 2021). The study looks at how Google’s management and leadership styles help the company be successful. They have made a set of social rules, values, and beliefs that all workers must follow to build strong working relationships and support more teamwork. This in-depth study looks at Google’s management theory, style of leadership, and effect on growth and new ideas.
Task 1: Management Practices in Google
Google’s mission, values, and management practices
Google’s mission, values, and management practices have helped it grow from an idea in a Stanford dorm room to a global tech giant. Businesses do well know how to help their employees grow (Spradling et al. 2020). Several projects and operating strategies show that Google’s management practices are very much in line with its goals and beliefs. The idea encompasses a wide range of actions taken by businesses and faculties to enhance team performance.
Mission
Google’s job is “to organize the world’s information and make it useful and accessible to everyone.” This goal guides everything Google does, from its search engine to its apps for the office (Katsoni and Poulaki, 2021). This goal shows that Google is dedicated to using technology to make knowledge easier to find worldwide. One of Google’s main goals is to order the world’s information so that everyone can use it and find it. One important thing is that it focuses on new ideas and studies. Google spends a lot of money on research and development, which encourages people to be creative and try new things (Al Mhdawi et al. 2020). This goal has shaped how the company comes up with new ideas builds new technologies and helps it grow.
Values
Google has always prioritized its ideals, from its garage in Menlo Park to its digital sector leadership. Google X, the company’s research unit, develops self-driving vehicles and balloon-powered internet. These initiatives support the company’s technical development goals (Abubakar et al. 2022). Many believe that management means supervising and controlling an organization’s resources, such as its personnel, by its values. However, leadership is planned by strategy.
The company’s basic goal is to experiment, do weird things, and challenge the current quo. Managers must obey laws, regulations, and procedures. Google’s products and services reflect its accessibility focus. It develops interesting and inventive products like the Lego server and the first Google Doodle. Management sets standards to ensure people and tools work together to achieve objectives (Giancaspro et al. 2021). For instance, Google Search employs algorithms to go through massive volumes of data and provide relevant results worldwide. This achieves information accessibility. Google’s motto, “Don’t be evil,” effectively encapsulates its morality and honesty. Google considers “ten things we know to be true” its beliefs.
Google’s Management practices
There are ways that Google manages its employees that promote new ideas, and teamwork, and give workers more power (Rafiq et al. 2021). In the same way, programs like Google Translate make it easier for people to talk to each other across languages, which is an example of the importance of inclusion. The company’s flat management structure encourages employees to share their thoughts and talk to each other about their work. This lets them add their knowledge and opinions to projects. Others, though, have pointed out problems with how well Google’s goals, ideals, and management style match up (Fadhullah et al. 2022). A smart mix of these two ideas, on the other hand, has helped world-class companies like Google and MultinationalCorporationsn, to name a few, stay strong in the face of competition and other bad factors. One point of disagreement is how the company handles customer trust and data protection. People have said that Google violates users’ privacy to make money, even though its goal is to make information available (Jagun et al. 2023). The famous 20% time policy at Google lets employees work on projects they are interested in during the workday. This makes everyone in the company more creative and open to new ideas.
Additionally, a closer examination reveals that these organizations retain their most intelligent entrepreneurs at all costs. People are worried about the moral limits of things like the collection of personal information through services like Gmail and the use of targeted ads (Feng and Nassauer, 2022). They are doing this because they know that having a high change rate is bad for the business. Google’s method for making decisions based on data also makes sure that business plans and attempts to make new goods are based on study and data from the real world. Critics have also said that Google’s management style is bad for working relationships with employees and the company’s culture. Google is known for having a flat organizational structure, a culture of creativity, and a focus on the health and happiness of its employees. Some of the most important things it does are:
- Open Culture: There should be more communication and teamwork, according to Google.
- Data-Driven Decision Making: Google makes decisions based on facts.
- Innovation Time Off: Google recommends that workers spend 20% of their time doing things that are truly important to them.
- Employee Well-being: Google gives its workers a lot of perks, like free food, gym passes, and the ability to set their hours.
Also Read Innovation and Commercialization: Key Strategies for Business Success
Google’s business model, values, and objective match. Reports of workplace discrimination, harassment, and retaliation make it hard to discern how the corporation supports fresh ideas and employee independence (Bouma and Veerman, 2022). Knowledge should be valuable and simple to access, according to its beliefs of putting people first and thinking there is always more information. Google’s management style, aim, and principles are essentially similar, however there are some differences. The termination of AI ethics specialist Timnit Gebru and other ethically questionable employees has tarnished Google’s reputation. Look at Google. Its stated purpose of acquiring and sharing information may conflict with its professed mission to preserve user privacy and data (Manandhar et al. 2023). The corporation has received negative criticism, so regulators are investigating how it obtains and utilizes data to offer more relevant adverts. Despite data security, employee relations, and morality, the company’s mission is to promote fresh ideas and simple access. Open communication and fact-based decision-making reflect these ideals in the organization’s management style.
As per Baxter et al. (2022), several places have criticized Google. Privacy and competitiveness concerns have raised questions about its capacity to earn money without harming others. Google must be transparent about these issues and prioritize ethics when making choices to foster unity. Google is also seeking to balance its emphasis on innovation and development with its moral obligation to consider how its business operations influence society and the planet. Some criticize how the firm handles incorrect information, trade issues, and environmental protection (Al Aina and Atan, 2020). Google supports a creative environment, but its 20% time guideline has worked so effectively for so long that it has prompted concerns.
Task 2: Analysis of Business Challenges in Google
Discussion on 2 key challenges Google encountering in the current environment
The challenges with “privacy and data protection” are getting worse for Google. Alphabet, the company that owns Google, said that it made $75.3 billion in sales in the fourth quarter of 2021, which is 32% more than the same time last year. With Google’s data tactics under examination, privacy and data security are becoming increasingly crucial. It earned $257.6 billion, up from $182.6 billion in 2020 (Farrugia et al. 2022). If the stats match, it’s flying. As Google becomes increasingly essential, Google Search, Gmail, and YouTube will provide consumer data. Google must follow several privacy and customer standards since it handles a lot of user data via its products and services. Due to this massive data set, people and governments worldwide worry about privacy.
People say next year will be challenging. Before third-party cookies lose significance in 2023, the massive online media firm must address many critical challenges. Recent data breaches and frauds, like the Facebook Cambridge Analytica scandal, have raised data privacy concerns (Sekabira et al. 2022). Recent privacy scams and breaches prove that Google’s data collection methods interfere with consumers’ privacy, critics argue. Google misused millions of Facebook accounts for political advertisements in the Cambridge Analytica controversy. Google’s economic model relies on data-driven marketing, which raises privacy concerns.
Google launched Topics after a pause from its contentious Privacy Sandbox research, which tested targeted advertisements without third-party cookies (Hagen et al. 2020). Google must work hard to comply with stricter privacy legislation like the General Data Protection Regulation (GDPR) and the California Consumer Privacy Act (CCPA) while satisfying user and market demands. Google must spend a lot of time and money upgrading its data handling to fulfilll these criteria and stay in business. Federation Learning of Cohorts, or “FLoCs,” used AI tanalyzese Chrome users individually (Perrotta et al. 2021). This ad address replaces the previous one.
Another challenge Google faces is growing competition and too much attention in the tech world. Google is one of the most valuable and important companies in the world, so its rivals, especially in the tech industry, look at it very closely. Google is one of the biggest Internet companies in the world, but big and new startups are giving it more competition in search, ads, cloud computing, and artificial intelligence (Moshood et al. 2021). Google’s competitors, like Apple, Microsoft, and Amazon, are moving into its land more and more, vying for market share in areas like cloud computing, AI, and digital ads. At a news conference for Topics, Ben Galbraith, senior director of product management for Google Chrome, said that Privacy Sandbox was an “open effort” that anyone could join.
Digiday said last year that Google’s Chrome team is in charge of the company’s privacy efforts for 2023 (Kassaneh et al. 2024). This pressure from regulators not only hurts Google’s business but also hurts its image and makes people less likely to trust it. This group talked to important groups to learn more about Privacy Sandbox issues. As an example, Google Ads and DoubleClick give it a lot of power over internet ads. A lot of different governments have looked into and sued Google for trade violations.
Creativity and Innovation, Google’s management competencies to enhance their management
Google’s management knowledge of creation and creativity is very helpful when it comes to solving problems in the modern world. One big problem is that technology changes so quickly that Google has to keep coming up with new ideas to stay ahead of the competition. Google gives a lot of weight to creativity and new ideas within the company (Mandipa and Sibindi, 2022). The company follows eight ideas to get better results. “Thinking tenfold” is the first note. For the company, creativity means making things ten times better instead of ten times better. Google’s past, which begins in a Stanford dorm room and ends with the company becoming a global tech giant, shows how good the company is at this. Encouragement of creativity among Google workers leads to new ways of handling problems and looking outside the box (Mamoori et al. 2024). The technology branch of the company called Google X is one of the main targets of this plan. People who work on projects with a 10x plan have to rethink how they do them and think outside of the box. It also lets workers think about an idea again. The fact that the company made Android and YouTube shows that it can predict and meet customers’ changing wants.
Google is also ready to try new things, which helps it solve tough problems fast and well. That the company is always trying new things and pushing the limits is clear from the first Google Doodle and the smart use of Lego bits as computers (Naveed et al. 2022). This is the second plan: “Record, then Listen.” People have told us what the plan is. People get a free version of the company’s products and services, and then the company asks them what they think. They can quickly make their goods and services better this way. A plan like this helps the people in charge at Google handle new issues quickly and well.
Improvements Google’s management need
Google’s leaders might make better decisions if they exploited data and encouraged creativity. A good manager can persuade employees to make helpful adjustments. IT, R&D, and creativity need diverse leadership styles (Olabiyi et al. 2023).
Google can discover imaginative solutions, but they might do better if they employeemployata and figures. Employees should have greater flexibility to voice opinions to managers. If Google wants to experiment, it must consider its employees. Amazon and other corporations base their decisions on consumer data (Magagula et al. 2022). This helps them boost marketing and develop more targeted concepts.
Google might benefit from Apple’s strategic approach, which balances long-term objectives with swift change. Changes in various sections of the company need personnel with several abilities. Workers keep the firm operating, so helping them improve is excellent for them (Iqbal et al. 2022). By examining data and learning from real-world instances, Google can address market growth and rivalry.
Task 3: Critical analysis of how Google’s management behaviors affect employee engagement and organizational performance
Key management’s behaviors and emotional intelligence impacted Google’s success
The use of management methods based on emotional intelligence (EI) has helped Google be successful. Larry Page and Sergey Brin’s ability to create an environment of power, cooperation, and new ideas has been very important (Roga et al. 2023). Trait Emotional Intelligence Theory says that people have certain emotional skills that affect how they act and how well they do in different areas of their lives. Google’s success is due in part to the emotional intelligence of its leaders, especially when it comes to creating a happy work environment and encouraging new ideasEmotional intelligence entails the capacity to recognize and regulate one’s own emotions as well as those of others (Peterson et al. 2022). Effective people managers can talk to their coworkers clearly, get them excited about their work, and get their thoughts across clearly. People know that Google is creative and makes choices based on facts.
Leaders at Google, like Sundar Pichai, have shown respect by knowing and meeting the needs of their employees. This has helped workers feel like they fit in and are safe in the workplace (Andeobu et al. 2022). The company also wants its bosses and employees to be self-aware. These jobs are used to put workers into groups that will help the business grow based on their skills. In this case, the business has teams that make products, handle sales and management, and do engineering and design. Transformational Leadership Theory says that leaders who encourage and inspire their people to do better work by appealing to their morals and goals are good.
This company’s leaders, like Larry Page and Sergey Brin, have used innovative leadership to make it successful (DAOUD BEN ARAB, 2022). They didn’t always agree with each other, but the fact that they became close early on shows how important it is to talk to each other honestly and understand each other. It teaches people about health, mental ability, and how to focus, both in groups and one-on-one. By changing its business structure to one based on teams, the company wants to change its mindset. These leaders have shown vision, charm, and intellectual stimulation, which has motivated their teams to set high goals and push the boundaries of what is possible (Sahoo et al. 2020).
Also Read Understanding Cross-Cultural Differences in Business Practices and Communication
Google’s leaders have united their workers around a shared goal of organizing the world’s information and making it available to everyone. This has led to a culture of creativity, experimenting, and learning all the time. Some of these traits are being open, creative, hands-on, and caring a lot about quality. EI includes things like being open to new ideas and being able to spread them through projects like the Google Doodle (Scully-Engelmeyer et al. 2021). Also, having a happy place to work is important.
Principles of Innovation at Google. Source: Modlettes
Positive and negative effects of management’s behaviors on Google’s performance
Positive effects
From its start in a college room at Stanford to its current status as a computer giant, Google has taken a unique path that has had both good and bad effects on its performance. To begin, leaders who are better at showing understanding have made the workplace more helpful and welcoming for everyone. Many Silicon Valley companies that use a Top-Down Approach get their jobs and orders from the top levels of management (Saihi et al. 2023). It’s unusual for tech giants like Google to use a Bottom-Up strategy. Employees feel understood and respected which boosts happiness, makes people happier with their jobs, and improves teamwork. One good thing about Google is that their willingness to try new things and not follow the crowd has helped them make great products and services.
Instead of simply instructing the engineers to meet a specific deadline, Google aassignsthose tasks and responsibilities (Hettiarachchi and Meegoda, 2023). In turn, this encourages workers to work together and come up with new ideas because they feel safe sharing their thoughts and taking measured risks. Google has been able to stay ahead of the curve in the tech business, which changes quickly, thanks to this approach. People all over the world cannot live without Gmail, Android, and YouTube, all of which show that the company is not afraid to try new things and take risks. Additionally, Google execs’ innovative leadership styles have motivated workers to support the company’s goals and principles (Alghababsheh et al. 2022). Leaders inspire their teams to do their best and set high goals by laying out an appealing vision and giving them intellectual challenges.
Negative effects
Nevertheless, these management actions might hurt Google’s success as well. Empathy and acceptance are important for creating a good work environment, but they can also make people lazy and unwilling to question the way things are. Others, including critics and inspectors, have also pointed out the strange things Google does (Fujisaki et al. 2023). People may not give or receive helpful feedback or engage in healthy discussion when they feel understood and accepted. This can stop growth and innovation. When people work at Google, they can choose how they want to do their jobs.
People have doubts about the company’s motto, “Don’t be evil,” because of issues with privacy, competition, and reports that the company controls behavior. In the same way, innovative leadership can motivate workers to do great things, but it can also lead to high standards and stress (Tchokponhoué et al. 2021). Google just gives its employees a place to work that works for them and lets them play with it however they want. People who work at Google don’t feel micromanaged because they are free to do their work. Because Google is so good at searching and ads online, it has a lot of legal trouble. Competitors and regulators say Google is abusing its market power to keep others from entering the market.
Recommendations for Google
It is important for Google to set up and change management styles that are in line with the company’s core values and changing needs to improve its performance.
- As part of its innovation management, Google faces tough competition when it comes to releasing new goods (Stobernack et al. 2021). Always put creating an environment that encourages new ideas at the top of the list of priorities. Google’s history shows how smart it is, but it will take work to keep this attitude as the company grows.
- There is a chance for every investor to get back the money they put into the company. Through regular talks and cooperation, influential people with a stake in the business can be involved in the decision-making process. Setting up cross-functional teamwork tools and giving people incentives to share their ideas can also help new ideas spread throughout the whole company.
- Google’s success also depends on how well it can find and keep good workers (Singh et al. 2022). In this case, the most important thing is to know how to handle people well. Businesses need to let people who owe them money know about big changes.
Task 4: Management competencies development
Managing Stakeholder Relationships
For a company like Google, which has a lot of power and scope, keeping relationships with partners in check is an important part of running a business. Stakeholders are people who want the business to grow and make money (Bates et al. 2023). The stakeholder theory is one way to look at how well Google manages its ties with stakeholders. This idea says that companies should make decisions based on the needs of all parties, not just owners so that they can be successful and last for a long time. They belp the company decide what to do to win in a very competitive market. An examination of Google’s approach toward investors, employees, consumers, and the community at large reveals the organization interacts with each of these groups (Ricci et al. 2022). For example, looking at rankings of customer happiness, polls of employee involvement, and relationships with suppliers can show how well Google meets the needs and demands of its partners. People who work at the business, buy from it, own it, and live in the places it serves all have a stake in it.
Making friends with investors is a big part of how Google has grown and how it comes up with new ideas (Coggan et al. 2021). People with a lot of power and interests help the business decide what to do and come up with new ideas. In addition to stock performance and brand image, which indicate how the general public and investors perceive the organization, one can ascertain the level of satisfaction and trust that stakeholders have in it by examining these factors. Andy Bechtolsheim gave Larry and Sergey their first sum of money—$100,000. He helped them start Sun and gave them the money (Pettersson et al. 2021). Google’s people in charge of making things can meet with business partners in several different ways. Using the Stakeholder Theory framework, Google can figure out who its most important stakeholders are, including users, workers, investors, suppliers, officials, and the community as a whole, and what their interests and worries are. This early work helped Google grow and become successful in the end.
Google has maintained the interest of investors throughout the years due to its consistent financial performance and successful business initiatives (Zhu et al. 2021). Strategic stakeholder management planning entails devising methods to involve stakeholders in the decision-making and execution of a project in a manner that is consistent with their concerns, interests, and potential impacts. Google has established a strong rapport with its investors through effective communication and the delivery of positive outcomes, which will guarantee their continued backing and confidence in the organization’s endeavors.
Additionally, Google’s strategy for managing its stakeholders fplacesa significant emphasis on its relationship with its employees (Jang et al. 2020). Google’s innovation management prioritizes the release of new products to provide superior customer service as it devises novel and improved business practices. Users will have access to Google Voice, Chrome OS, and Google Tablets, which are all novel products. Due to the peculiar office spaces and subterranean origin of the company, it has an unusual corporate culture that fosters innovation and collaboration among its employees (Passarelli et al. 2020). Google’s commitment to fostering a stimulating work environment and providing enticing incentives and benefits has proven instrumental in attracting and retaining top-tier technology personnel.
Businesses need to let people who owe them money know about big changes. So that present and future managers at Google can learn how to handle stakeholders well, here are some suggestions (Williams and Woods, 2024). Besides this, talking to each other is also very important to give companies correct information and regular updates. Bringing in the company dog, Yoshka, and other creative ideas also helps to make the workplace unique and friendly. To begin, giving managers training and developmentprogramss on how to engage stakeholders and communicate effectively can help them understand how important it is to have good relationships with stakeholders and come up with ways to make those relationships work. Google puts the health and happiness of its employees first to make sure they have motivated workers who are creative and productive (Jibril and Yeşiltaş, 2022). It’s important to keep an eye on the connections between stakeholders and make changes to plans and strategies for addressing stakeholders as required.
Google wants to put all of the information in the world in a way that makes it useful and simple for everyone to find (Sang et al. 2022). Second, making the organization’s attitude one of openness and responsibility can help stakeholders talk freely and trust the company. The way it interacts with people is also very important for this goal. Google can talk to its most important partners in several different ways when it comes to innovation management. If managers want to make decisions and support teamwork, they should talk freely with stakeholders about the company’s goals, strategies, and success, and ask for feedback (Mor and Ravindra, 2023). The business needs to stay in touch with all of its partners every day because it has many offices. While Google keeps the lines of communication open with its stakeholders, the company needs to set up some useful ways to talk to its stakeholders. Including stakeholder concerns in performance reviews and reward systems can also push managers to put stakeholder interests first and hold them accountable for managing stakeholder relationships. A lot of people all over the world use Google’s tools, which change how people find and use information online (Rayhan et al. 2022). Examples are Google Search, YouTube, and Gmail.
Managing Teams
Managers at Google have been able to create a culture of teamwork and greatness by encouraging people to think outside the box and come up with new ideas. The Team Effectiveness Model is a useful idea for judging how well Google manages team competence. This model focuses on things like team makeup, methods, and outside factors that affect how well a team does its job (Po et al. 2022). It is clear that Google has benefits that other companies do not, and the best way for Google to get employees to work harder and do a better job is to use self-directed teams and give workers a lot of freedom. As an example, looking at team efficiency measures, employee loss rates, and employee happiness numbers can show how well Google manages its teams. Over the years, Google has changed how it handles its teams to fit its core values and the needs of an ever-evolving business world (Moges and Bhat, 2020.). What began in a garage in Menlo Park has grown into a huge tech company with offices all over the world.
One thing that makes Google’s way of managing teams stand out is that they care a lot about equality and diversity. There are other ways to figure out how team relationships affect organizational performance, such as looking at project success rates, time-to-market for new goods, and innovation measures. Putting together people with different backgrounds, experiences, and points of view has been something the company has known for a long time (Amrutha and Geetha, 2020). Google can find key places where they can improve how they manage teams by using the Team Effectiveness Model. To begin, focusing on team makeup means making sure that teams are diverse, that they have the right skills, and that everyone knows their job. As its purpose statement says, Google’s main goal is to depend on self-directed teams and skilled employees to get things done. It also makes its most important partners happy, like its workers by giving them lots of chances to grow professionally and personally, and its buyers by giving them better goods that fit the company’s strategy (Fernandes andO’Sullivann, 2023). To improve team imagination and problem-solving skills, Google can use tactics to promote diversity and inclusion, such as focused hiring and diversity training programs. The kinds of people who work at Google show that they care about variety. Like, the company has plans to get more women and people of color to work there. It’s important to note, though, that Google’s managers make sure that workers’ freedom of choice does not become a burden instead of a tool that helps them be free (Ahmad and Sharma, 2023). Google not only hires more bright people, but it also makes the workplace a better place for teams to do their best work and for new ideas to grow by urging everyone to feel welcome.
Conclusion
In conclusion, Google’s ongoing success in the tech industry depends on how well it manages teams and relationships with stakeholders. It’s clear from the talk that businesses are using Google innovation management to run smoothly and meet customer wants. Google can keep trust and teamwork going across its community by putting an emphasis on partner involvement, encouraging openness, and supporting diversity and inclusiveness. Google is also adding more web options so that people can get useful information on their phones from anywhere. Google’s teams value variety, independence, working together, and learning. By promoting diversity and independence, the business has been able to hire and keep top talent and spark new ideas. Google can also improve team performance and encourage new ideas by making changes to team makeup, methods, and outside factors.
Google’s IT business goals include happy employees and successful products. To reach its goals, the company’s main goal is to give customers the best choices. At the same time, the company handles difficulties in online, cutting-edge, and mobile tech. Independence and freedom are very important. The people in charge at Google know how important it is to give workers choices. The bosses at the company know that letting workers be too creative will cause them to fail to meet company standards. This is why the company uses teams that can run themselves.
Reference List
Abubakar, I.R., Maniruzzaman, K.M., Dano, U.L., AlShihri, F.S., AlShammari, M.S., Ahmed, S.M.S., Al-Gehlani, W.A.G. and Alrawaf, T.I., (2022). Environmental sustainability impacts of solid waste management practices in the global South. International journal of environmental research and public health, 19(19), p.12717.
Ahmad, U. and Sharma, L., (2023). A review of best management practices for potato crop using precision agricultural technologies. Smart Agricultural Technology, p.100220.
Al Aina, R. and Atan, T., (2020). The impact of implementing talent management practices on sustainable organizational performance. Sustainability, 12(20), p.8372.
Al Mhdawi, M.K., Motawa, I. and Rasheed, H.A., (2020). Assessment of risk management practices in the onstruction industry. In The 10th International Conference on Engineering, Project, and Production Management (pp. 421-433). Springer Singapore.
Alghababsheh, M., Butt, A.S. and Moktadir, M.A., (2022). Business strategy, green supply chain management practices, and financial performance: A nuanced empirical examination. Journal of Cleaner Production, 380, p.134865.
Amjad, F., Abbas, W., Zia-Ur-Rehman, M., Baig, S.A., Hashim, M., Khan, A. and Rehman, H.U., (2021). Effect of green human resource management practices on organizational sustainability: the mediating role of environmental and employee performance. Environmental Science and Pollution Research, 28, pp.28191-28206.
Amrutha, V.N. and Geetha, S.N., (2020). A systematic review on green human resource management: Implications for social sustainability. Journal of Cleaner Production, 247, p.119131.
Andeobu, L., Wibowo, S. and Grandhi, S., (2022). Artificial intelligence applications for sustainable solid waste management practices in Australia: A systematic review. Science of The Total Environment, 834, p.155389.
Bates, A.L., McGrath, S.R., Allworth, M.B., Robertson, S.M. and Refshauge, G., (2023). A cross-sectional study of commercial ewe management practices for different sheep breeds across Southern Australia. Animals, 13(3), p.388.
Baxter, T., Coombes, M. and Viles, H., (2022). Managing marine growth on historic maritime structures: An assessment of perceptions and current management practices. Frontiers in Marine Science, 9, p.913972.
Bouma, J. and Veerman, C.P., (2022). Developing Management Practices in: “Living Labs” that result in healthy soils for the future, contributing to sustainable development. Land, 11(12), p.2178.
Coggan, A., Thorburn, P., Fielke, S., Hay, R. and Smart, J.C., (2021). Motivators and barriers to adoption of Improved Land Management Practices. A focus on practice change for water quality improvement in Great Barrier Reef catchments. Marine pollution bulletin, 170, p.112628.
DAOUD BEN ARAB, S., (2022). Quality management practices and innovation: The moderating effect of ISO 9001 certification. Journal of the Knowledge Economy, 13(3), pp.2177-2202.
Fadhullah, W., Imran, N.I.N., Ismail, S.N.S., Jaafar, M.H. and Abdullah, H., (2022). Household solid waste management practices and perceptions among residents in the East Coast of Malaysia. BMC Public Health, 22, pp.1-20.
Farrugia, D., Martin-Hernandez, R. and Zammit Mangion, M., (2022). Beekeeping in Malta: A Review of Current Practices, Trends and Challenges. Bee World, 99(4), pp.131-138.
Feng, Y. and Nassauer, J., (2022). Community experiences of landscape-based stormwater management practices: A review. Ambio, 51(8), pp.1837-1854.
Fernandes, G. and O’Sullivan, D., (2023). Project management practices in major university-industry R&D collaboration programs–a case study. The Journal of Technology Transfer, 48(1), pp.361-391.
Fujisaki, K., Chevallier, T., Bispo, A., Laurent, J.B., Thevenin, F., Chapuis-Lardy, L., Cardinael, R., Le Bas, C., Freycon, V., Bénédet, F. and Blanfort, V., (2023). Semantics about soil organic carbon storage: DATA4C+, a comprehensive thesaurus and classification of management practices in agriculture and forestry. Soil, 9(1), pp.89-100.
Giancaspro, M.L., Manuti, A., Lo Presti, A. and De Rosa, A., (2021). Human resource management practices perception and career success: the mediating roles of employability and extra-role behaviors. Sustainability, 13(21), p.11834.
Hagen, S.C., Delgado, G., Ingraham, P., Cooke, I., Emery, R., P. Fisk, J., Melendy, L., Olson, T., Patti, S., Rubin, N. and Ziniti, B., (2020). Mapping conservation management practices and outcomes in the corn belt using the operational tillage information system (OpTIS) and the denitrification–decomposition (DNDC) model. Land, 9(11), p.408.
Hettiarachchi, H. and Meegoda, J.N., (2023). Microplastic pollution prevention: the need for robust policy interventions to close the loopholes in current waste management practices. International Journal of Environmental Research and Public Health, 20(14), p.6434.
Iqbal, M., Ma, J., Ahmad, N., Hussain, K., Waqas, M. and Liang, Y., (2022). Sustainable construction through energy management practices: An integrated hierarchal framework of drivers in the construction sector. Environmental Science and Pollution Research, 29(60), pp.90108-90127.
Jagun, Z.T., Daud, D., Ajayi, O.M., Samsudin, S., Jubril, A.J. and Rahman, M.S.A., (2023). Waste management practices in developing countries: a socio-economic perspective. Environmental Science and Pollution Research, 30(55), pp.116644-116655.
Jang, Y.C., Lee, G., Kwon, Y., Lim, J.H. and Jeong, J.H., (2020). Recycling and management practices of plastic packaging waste towards a circular economy in South Korea. Resources, Conservation and Recycling, 158, p.104798.
Jibril, I.A. and Yeşiltaş, M., (2022). Employee satisfaction, talent management practices, and sustainable competitive advantage in the Northern Cyprus hotel industry. Sustainability, 14(12), p.7082.
Kassaneh, T.C., Bolisani, E. and Cegarra-Navarro, J.G., (2021). Knowledge management practices for sustainable supply chain management: A challenge for business education. Sustainability, 13(5), p.2956.
Katsoni, V. and Poulaki, I., (2021). Digital evolution and emerging revenue management practices: evidence from Aegean airlines distribution channels. Journal of Hospitality and Tourism Technology, 12(2), pp.254-270.
Magagula, B.K., Rampedi, I.T. and Yessoufou, K., (2022). Household pharmaceutical waste management practices in the Johannesburg Area, South Africa. InternationalJournall of Environmental Research and Public Health, 19(12), p.7484.
Mamoori, H.J., Al-Majali, J., Shibli, D.R., Al-Ani, A., Jibrin, D., Al-Jarrah, R., Khader, O., Jaber, A., Al-Huneidy, Y., Al-Huneidy, L. and Al-Nabelsi, M.B., (2024). Current status of biomedical waste management practices and barriers among private Jordanian dental clinics: A cross-sectional investigation of the capital Amman. Waste Management & Research, 42(4), pp.335-343.
Manandhar, B., Cui, S., Wang, L. and Shrestha, S., (2023). Urban flood hazard assessment and management practices in South Asia: a review. Land, 12(3), p.627.
Mandipa, G. and Sibindi, A.B., (2022). Financial performance and working capital management practices in the retail sector: empirical evidence from South Africa. Risks, 10(3), p.63.
Moges, D.M. and Bhat, H.G., (2020). Watershed degradation and management practices in north-western highland Ethiopia. Environmental Monitoring and Assessment, 192(10), p.664.
Mor, S. and Ravindra, K., (2023). Municipal solid waste landfills in lower-and middle-income countries: Environmental impacts, challenges, and sustainable management practices. Process Safety and Environmental Protection.
Moshood, T.D., Nawanir, G., Mahmud, F., Sorooshian, S. and Adeleke, A.Q., (2021). Green and low carbon matters: A systematic review of the past, today, and future on sustainability supply chain management practices among manufacturing industry. Cleaner Engineering and Technology, 4, p.100144.
Naveed, M., Muhammad, Y. and Siddiqui, M., (2022). Influence of virtual professional development on teachers’ online classroom management practices: An interview study. Global Educational Studies Review, 7(1), pp.227-239.
Olabiyi, D., Middleton, E., Ahmed, M.Z., Osborne, L.S., McKenzie, C.L. and Diepenbrock, L., (2023). Hibiscus mealybug (Hemiptera: Pseudococcidae)–biology, host plants, current management practices, and a field guide for North America. Journal of Integrated Pest Management, 14(1), p.3.
Passarelli, S., Ambikapathi, R., Gunaratna, N.S., Madzorera, I., Canavan, C.R., Noor, R.A., Tewahido, D., Berhane, Y., Sibanda, S., Sibanda, L.M. and Madzivhandila, T., (2021). The role of chicken management practices in children’s exposure to environmental contamination: a mixed-methods analysis. BMC Public Health, 21(1), p.1097.
Perrotta, C., Gulson, K.N., Williamson, B. and Witzenberger, K., (2021). Automation, APIs, and the distributed labour of platform pedagogies in Google Classroom. Critical Studies in Education, 62(1), pp.97-113.
Peterson, I.S., Mazzella, A.J., Belter, L.T., Curry, M.A., Cruz, R.E. and Jarecki, J., (2022). The Cure SMA clinical trial experience survey: a study of trial participant perspectives on clinical trial management and patient-centric management practices. Neurology and Therapy, 11(3), pp.1167-1181.
Pettersson, E., Sjölund, M., Wallgren, T., Lind, E.O., Höglund, J. and Wallgren, P., (2021). Management practices related to the control of gastrointestinal parasites on Swedish pig farms. Porcine Health Management, 7, pp.1-12.
Po, M., Pannell, D.J., Walker, I., Dempster, F., Tapsuwan, S., Mendham, D.S., Hardiyanto, E.B., Wibisono, G. and Oktalina, S.N., (2022). Influence of intrinsic andExtrinsic Factorss on Farmer Decisions to adopt Acacia Best Management Practices in Gunungkidul, Indonesia. Agroforestry Systems, 96(8), pp.1103-1119.
Rafiq, M., Naz, S., Martins, J.M., Mata, M.N., Mata, P.N. and Maqbool, S., (2021). A study on emerging management practices of renewable energy companies after the outbreak of COVID-19: Using an interpretive structural modeling (ISM) approach. Sustainability, 13(6), p.3420.
Rayhan, M.R.I., Liza, J.M. and Rahman, M.M., (2022). Assessment of COVID-19 vaccination-related medical waste management practices in Bangladesh. Plos one, 17(8), p.e0273053.
Ricci, G.F., D’Ambrosio, E., De Girolamo, A.M. and Gentile, F., (2022). Efficiency and feasibility of Best Management Practices to reduce nutrient loads in an agricultural river basin. Agricultural Water Management, 259, p.107241.
Roga, E.Y., Bulto, G.A., Moti, B.E., Demisse, G.A. and Ejeta, M.T., (2023). Low neonatal pain management practices and associated factors among nurses and midwives working in governmental hospitals of central Ethiopia, (2021). Journal of Neonatal Nursing, 29(5), pp.760-766.
Sahoo, R.K., Jadon, A., Dey, S. and Surange, P., (2020). COVID-19 and its impact on pain management practices: a nation-wide survey of Indian pain physicians. Indian Journal of Anaesthesia, 64(12), pp.1067-1073.
Saihi, A., Awad, M. and Ben-Daya, M., (2023). Quality 4.0: leveraging Industry 4.0 technologies to improve quality management practices–a systematic review. International Journal of Quality & Reliability Management, 40(2), pp.628-650.
Sang, K., Calvard, T. and Remnant, J., (2022). Disability and academic careers: Using the social-relational model to reveal the role of human resource management practices in creating disability. Work, Employment and Society, 36(4), pp.722-740.
Scully-Engelmeyer, K., Granek, E.F., Nielsen-Pincus, M., Lanier, A., Rumrill, S.S., Moran, P., Nilsen, E., Hladik, M.L. and Pillsbury, L., (2021). Exploring biophysical linkages between coastal forestry management practices and aquatic bivalve contaminant exposure. Toxics, 9(3), p.46.
Sekabira, H., Tepa-Yotto, G.T., Djouaka, R., Clottey, V., Gaitu, C., Tamò, M., Kaweesa, Y. and Ddungu, S.P., (2022). Determinants for the deployment of climate-smart integrated pest management practices: A meta-analysis approach. Agriculture, 12(7), p.1052.
Singh, R., Chauhan, D., Fogarty, A., Rasheduzzaman, M., and Gurian, P.L., (2022). Practitioners’ Perspective on the Prevalent Water Quality Management Practices for Legionella Control in Large Buildings in the United States. Water, 14(4), p.663.
Spradling, K., Sohlberg, E.M., Li, S., Zhang, C.A., Brubaker, W.D., Dallas, K., Pao, A.C., Liao, J., Leppert, J.T., Elliott, C.S. and Chung, B.I., (2020). Urinary stone disease in pregnancy: Current management practices in a large national cohort. Urology, 142, pp.60-64.
Stobernack, N., Mayer, F., Malek, C., Bhandari, R. and Himanshu, H., (2021). Hydrothermal carbonization of biowaste as an alternative treatment path to current waste management practices in Germany. Energy Conversion and Management, 244, p.114433.
Tchokponhoué, D.A., Achigan-Dako, E.G., N’Danikou, S., Nyadanu, D., Kahane, R., Odindo, A.O. and Sibiya, J., (2021). Comparative analysis of management practices andend-users’ desired breeding traits in the miracle plant [Synsepalum dulcificum (Schumach & Thonn.) Daniell] across ecological zones and sociolinguistic groups in West Africa. Journal of Ethnobiology and Ethnomedicine, 17(1), p.41.
Williams, L. and Woods, L., (2024). Reference management practices of students, researchers, and academic staff. The Journal of Academic Librarianship, 50(3), p.102879.
Zhu, Y., Zhao, Y., Dou, L., Guo, R., Gu, X., Gao, R. and Wu, Y., (2021). The hospital management practices in Chinese county hospitals and their association with quality of care, efficiency, and finance. BMC Health Services Research, 21(1), p.449.
Also Read CSR in Small Businesses: Challenges and Opportunities