Um die anderen Arten von Veröffentlichungen zu diesem Thema anzuzeigen, folgen Sie diesem Link: Organisations.
Zeitschriftenartikel zum Thema „Organisations“
Geben Sie eine Quelle nach APA, MLA, Chicago, Harvard und anderen Zitierweisen an
Machen Sie sich mit Top-50 Zeitschriftenartikel für die Forschung zum Thema "Organisations" bekannt.
Neben jedem Werk im Literaturverzeichnis ist die Option "Zur Bibliographie hinzufügen" verfügbar. Nutzen Sie sie, wird Ihre bibliographische Angabe des gewählten Werkes nach der nötigen Zitierweise (APA, MLA, Harvard, Chicago, Vancouver usw.) automatisch gestaltet.
Sie können auch den vollen Text der wissenschaftlichen Publikation im PDF-Format herunterladen und eine Online-Annotation der Arbeit lesen, wenn die relevanten Parameter in den Metadaten verfügbar sind.
Sehen Sie die Zeitschriftenartikel für verschiedene Spezialgebieten durch und erstellen Sie Ihre Bibliographie auf korrekte Weise.
1
Walton, Paul. „Information Evolution and Organisations“. Information 10, Nr. 12 (12.12.2019): 393. http://dx.doi.org/10.3390/info10120393.
Der volle Inhalt der QuelleAnnotation:
In a changing digital world, organisations need to be effective information processing entities, in which people, processes, and technology together gather, process, and deliver the information that the organisation needs. However, like other information processing entities, organisations are subject to the limitations of information evolution. These limitations are caused by the combinatorial challenges associated with information processing, and by the trade-offs and shortcuts driven by selection pressures. This paper applies the principles of information evolution to organisations and uses them to derive principles about organisation design and organisation change. This analysis shows that information evolution can illuminate some of the seemingly intractable difficulties of organisations, including the effects of organisational silos and the difficulty of organisational change. The derived principles align with and connect different strands of current organisational thinking. In addition, they provide a framework for creating analytical tools to create more detailed organisational insights.
2
Iyamu, Tiko, und Leshoto Mphahlele. „The impact of organisational structure on enterprise architecture deployment“. Journal of Systems and Information Technology 16, Nr. 1 (04.03.2014): 2–19. http://dx.doi.org/10.1108/jsit-04-2013-0010.
Der volle Inhalt der QuelleAnnotation:
Purpose – In many organisations, the alignment between information technology (IT) and business is viewed as an important catalyst for the organisation's effectiveness and efficiency towards achieving a competitive advantage. Yet, a shared understanding between business and IT (the EA included) remains an issue in many organisations. The organisational structure affects the alignment between business and IT units. Conversely, a lack of alignment of both components (IT and business units) impedes organisations' capacity to increase and improve their productivity. Many studies have been conducted in the area of IT, EA and the organisational structure. There is, however, little evidence of work conducted in exploring the interface between organisational structure and EA prior to this study. The paper aims to discuss these issues. Design/methodology/approach – A case-study research approach was employed to investigate the impact of organisational structure in the deployment of EA in organisations. Qualitative data were collected through semi-structure technique. The analysis was carried out, using structuration theory. Findings – The magnified data revealed some of unforeseen factors impeding the success of the EA deployment in the organisation. Originality/value – The work is original, and it has not been submitted or published anywhere else.
3
Mutebi, Henry, Joseph Mpeera Ntayi, Moses Muhwezi und John C. Kigozi Munene. „Self-organisation, adaptability, organisational networks and inter-organisational coordination: empirical evidence from humanitarian organisations in Uganda“. Journal of Humanitarian Logistics and Supply Chain Management 10, Nr. 4 (21.08.2020): 447–83. http://dx.doi.org/10.1108/jhlscm-10-2019-0074.
Der volle Inhalt der QuelleAnnotation:
PurposeTo coordinate humanitarian organisations with different mandates that flock the scenes of disasters to save lives and respond to varied needs arising from the increased number of victims is not easy. Therefore, the level at which organisations self-organise, network and adapt to the dynamic operational environment may be related to inter-organisational coordination. The authors studied self-organisation, organisational networks and adaptability as important and often overlooked organisational factors hypothesised to be related to inter-organisational coordination in the context of humanitarian organisations.Design/methodology/approachThe study’s sample consisted of 101 humanitarian organisations with 315 respondents. To decrease the problem of common method variance, the authors split the samples within each humanitarian organisation into two subsamples: one subsample was used for the measurement of self-organisation, organisational network and adaptability, while the other was for the measurement of inter-organisational coordination.FindingsThe partial least square structural equation modelling (PLS-SEM) analysis using SmartPLS 3.2.8 indicated that self-organisation is related to inter-organisational coordination. Organisational network and adaptability were found to be mediators for the relationship between self-organisation and inter-organisational coordination and all combined accounted for 57.8% variance in inter-organisational coordination.Research limitations/implicationsThe study was cross sectional, hence imposing a limitation on changes in perceptions over time. Perhaps, a longitudinal study in future is desirable. Data were collected only from humanitarian organisations that had delivered relief to refugees in the stated camps by 2018. Above all, this study considered self-organisation, adaptability and organisational networks in the explanation of inter-organisational coordination, although there are other factors that could still be explored.Practical implicationsA potential implication is that humanitarian organisations which need to coordinate with others in emergency situations may need to examine their ability to self-organise, network and adapt.Social implicationsSocial transformation is a function of active social entities that cannot work in isolation. Hence, for each to be able to make a contribution to meaningful social change, there is need to develop organisational networks with sister organisations so as to secure rare resources that facilitate change efforts coupled with the ability to reorganise themselves and adapt to changing environmental circumstances.Originality/valueThe paper examines (1) the extent to which self-organisation, adaptability and organisational networks influence inter-organisational coordination; (2) the mediating role of both adaptability and organisational networks between self-organisation and inter-organisational coordination in the context of humanitarian organisations against the backdrop of complex adaptive system (CAS) theory.
4
Wäistö, Pia, Juhani Ukko und Tero Rantala. „Workspace in supporting strategy implementation – a study of 25 knowledge-intensive organisations“. Facilities 42, Nr. 15/16 (25.03.2024): 53–69. http://dx.doi.org/10.1108/f-07-2023-0060.
Der volle Inhalt der QuelleAnnotation:
Purpose Organisational strategy becomes reality by connecting organisation’s resources and capabilities in daily operations, and physical workspace is one of the environments in which this takes place. This study aims to explore to what extent factors required for successful strategy implementation are considered when designing, using and managing workspaces of knowledge-intensive organisations. Design/methodology/approach For the study, managers in 25 large and medium-sized knowledge-intensive organisations were interviewed. The semi-structured interviews focused on organisation’s strategy, strategy implementation practices and workspace design and management. To form a comprehensive framework of strategy implementation success factors for the study, the factors of 11 frameworks were analysed, grouped and renamed. Findings Current workspace design, usage and management mainly support human-related strategy implementation factors. However, both organisation- and human-related factors are needed for the strategy implementation to be successful. Therefore, the organisations studied may have unused potential in their workspaces to ensure strategy-aligned operations and behaviour. Practical implications Due to the potential imbalance between organisation- and human-related strategy implementation factors, a more holistic, organisational-level approach to workspace design, usage and management is recommended to ensure the success of strategy implementation. Originality/value Workspaces have extensively been studied from individual strategy implementation factors’ as well as employees’ perspectives. Prior to this work, there are only few studies exploring workspace in the holistic, strategy implementation context.
5
Luxmi und Sneha. „Perceived Organisational Support’s relationship with Psychological Empowerment: A Review of Literature“. Gyan Management Journal 17, Nr. 1 (09.02.2023): 28–34. http://dx.doi.org/10.48165/gmj.2022.17.1.4.
Der volle Inhalt der QuelleAnnotation:
Current research examined the role of psychological empowerment of employees with the perceived organisational supports of employees. There are a very few researches were conducted to explore the relationship between the two variables perceived organisational support and psychological empowerment. Here the current research is based on review of previous researches to explore the kind of relationship exist between perceived organisational support and psychological empowerment. The results of the study reveals that an organisation’s strength is depend upon the attitude of their employees toward them. If the organisation’s employees feel that their organisation doesn’t worth their effort, so they start loosing interest in the Organisations work. Various researchers have supported the fact that the employees who are more committed to the organisation are high in performance, reduce absenteeism and try to stay in their current organisation for longer duration.
6
Alqudah, Hamzah E., Mani Poshdar, Luqman Oyekunle Oyewobi, James Olabode Bamidele Rotimi und John Tookey. „Sustaining Construction Organisations in NZ: A Linear Regression Model Approach to Analysing Determinants of Their Performance“. Sustainability 15, Nr. 5 (24.02.2023): 4143. http://dx.doi.org/10.3390/su15054143.
Der volle Inhalt der QuelleAnnotation:
The characteristics, strategies, capabilities, and resources of an organisation contribute to its competitive advantage and superior performance. A model to explain performance differences in the New Zealand context will be developed by examining the relationships between construction organisational performance and these constructs. The information was obtained using a questionnaire survey. A total of 101 organisations participated in the research. For the instrument used to elicit data, the literature was used to identify indicators associated with characteristics of organisational strategies for competition, resources and capabilities, and performance of the organisation. Analyses of descriptive, parametric, and linear regression were conducted to examine the effects of these constructs on organisational performance. The results suggest that organisational characteristics are significantly associated with internal business processes, learning, and the growth perspectives of an organisation’s performance, while competitive strategies, resources, and capability perspectives are significantly related to financial perspectives. As a result, these findings add to the current discourse regarding organisational performance differentials in the construction industry. The study demonstrates that it is critical to take into account the different organisational characteristics that are implemented within organisations and how they influence organisational performance beyond rational processes.
7
Mahadea, D. „On the emergence of firms and sick institutions“. South African Journal of Economic and Management Sciences 3, Nr. 1 (31.03.2000): 109–24. http://dx.doi.org/10.4102/sajems.v3i1.2602.
Der volle Inhalt der QuelleAnnotation:
Organisations and firms are formed by people and entrepreneurs. Firms can become sick just as people do. Not all firms live forever. This paper examines the emergence of "sick" institutions. Organisations can become unhealthy when there is a mismatch between goods and services they produce and the external environment in which they operate. Survival and fitness of an organisation depend on its ability to respond and adapt cost-effectively to the changing environment. Entrepreneurship, n-Achievement and productivity of individuals are critical to an organisation's health. A thorough diagnostic framework of symptoms of organisational ills is required before prescribing any therapy, to bring about a healthy organisation. The future belongs to healthy firms, with adaptable strategies and resources that optimally fit the changing environment.
8
Nwanzu, Chiyem Lucky, und Sunday Samson Babalola. „Predictive Relationship between Sustainable Organisational Practices and Organisational Effectiveness: The Mediating role of Organisational Identification and Organisation-Based Self-Esteem“. Sustainability 11, Nr. 12 (22.06.2019): 3440. http://dx.doi.org/10.3390/su11123440.
Der volle Inhalt der QuelleAnnotation:
This study ascertains the predictive relationship that sustainable organisational practices have with organisational effectiveness and the mediating role of organisational identification and organisation-based self-esteem in this relationship. One-hundred and forty-five participants (62 males and 83 females) were sampled from 31 privately-owned organisations in Delta State, Nigeria. Regression analysis revealed that sustainable organisational practices positively and significantly predict organisational effectiveness, β = 0.42, p < 0.001, and that organisational identification and organisation-based self-esteem mediate the relationship. It was recommended that privately-owned organisations intensively implement sustainable organisational practices for organisational effectiveness, organisational identification and organisation-based self-esteem.
9
Howell, Gwyneth V. J., und Rohan Miller. „Maple Leaf Foods: Crisis and Containment Case Study“. Public Communication Review 1, Nr. 1 (09.02.2010): 47. http://dx.doi.org/10.5130/pcr.v1i1.1297.
Der volle Inhalt der QuelleAnnotation:
Crises can impact an organisation’s viability, credibility and reputation. Communication can preserve and protect the valuable reputation of an organisation, by demonstrating an acceptance of responsibility for the crisis and addressing victim concerns. The research illustrates that Maple Leaf Food’s crisis communication strategy was effectual and in supported to its purported organisational values as an organisation focused on health and safety. This case highlights why it is crucial for organisations to develop and apply a cohesive crisis communication strategy.
10
Stephens, Alan J., und Jane M. Dwyer. „Culture Barriers to Customer Relationship Management: An Assessment of the Impact of Customers Experience in Organisations“. Journal of Management World 2021, Nr. 4 (01.10.2021): 214–21. http://dx.doi.org/10.53935/jomw.v2021i4.174.
Der volle Inhalt der QuelleAnnotation:
Customer Relationship Management (CRM) has become widely accepted as an important management discipline in recent years. Successful CRM performance has been linked to an organisation's ability to identify and respond to potential barriers within organisational culture. In this study, we measure the culture of organisations implementing CRM. We identified four types of culture: customer-focused behaviours, information sharing, cross-functional teams, performance-based rewards, supportive relationships, adaptive and responsive attitudes to change, and a higher degree of risk-taking and innovation. Inadequate measurement is identified as a problem associated with CRM system implementations. The impression that an organisation is a growing and dynamic system, and the perception from outsiders, especially from customers, that the organisation is high potential, will encourage customers to participate in the CRM program. Our results indicate that more than 40% of the sampled organisations lack the organisational cultural that the extant literature would indicate is conducive for achieving CRM implementation success.
11
Saha, Nibedita. „Organisational agility and KM strategy: Are they effective tools for achieving sustainable organisational excellence?“ New Trends and Issues Proceedings on Humanities and Social Sciences 4, Nr. 10 (12.01.2018): 110–17. http://dx.doi.org/10.18844/prosoc.v4i10.3084.
Der volle Inhalt der QuelleAnnotation:
This paper deliberates the influence of organisational agility (OA) on knowledge management (KM), which enables organisations to survive and achieve their competitive advantage through developing and integrating the KM strategy and sustainable knowledge transfer capability. Currently, the conception of agility has become widespread in organisational performance and in the knowledge development process. How organisations define an agile knowledge development process, how we know that an organisation’s KM strategy is agile and how we can assume that an organisation can achieve and sustain their excellence through OA and KM strategy are the questions addressed in this paper. It presents the concept of OA of KM and provides an approach for the significance of this agility, with a knowledge development approach that appraises the agility as an amalgamation function. It combines the competence of individual and organisational presentation and other complementary aspects. Keywords: Competencies, competitive advantage, efficiency, effectiveness, knowledge management, organisational agility, strategy, organisational performance.
12
Buys, Nicholas, Lynda R. Matthews und Christine Randall. „Employees' Perceptions of the Management of Workplace Stress“. International Journal of Disability Management 5, Nr. 2 (01.12.2010): 25–31. http://dx.doi.org/10.1375/jdmr.5.2.25.
Der volle Inhalt der QuelleAnnotation:
AbstractThe purpose of this study was to explore how employees perceive their organisation's efforts to address the management of stress in their workplaces and to examine differences based on demographic variables of organisational location and size. A convenience sample of 85 people at an international disability management conference completed a Management of Stress in the Workplace Questionnaire. Results of this survey indicated that employees were not positive about their organisations efforts to manage stress in either prevention or rehabilitation activities. Employees from smaller organisations rated their workplace environments more positively than larger organisations. A perceived high incidence of stress in an organisation was negatively related to perceptions about the work environment. Lower perceived levels of stress-related compensation claims were associated with higher ratings of prevention and higher workplace environment ratings. Effective disability management programs need to address a range of individual, organisational and system factors that cause and exacerbate stress injuries. In addition to the provision of a range of prevention and rehabilitation services, it is important that organisations look at ways to improve workplace culture and, by association, job satisfaction and workplace morale.
13
Schulze, Jonas Hermann, und Felix Pinkow. „Leadership for Organisational Adaptability: How Enabling Leaders Create Adaptive Space“. Administrative Sciences 10, Nr. 3 (28.06.2020): 37. http://dx.doi.org/10.3390/admsci10030037.
Der volle Inhalt der QuelleAnnotation:
Organisational adaptability is the ability of an organisation to recognise the need to change and seize opportunities in dynamic environments. In an increasingly complex world, leadership must pay attention to dynamic, distributed, and contextual aspects in order to position their organisations for adaptability. The theory of dynamic capabilities constitutes a central concept for the requirements that enable organisational adaptability. Recent research suggested a model of “leadership for organisational adaptability” embedded in the theory of dynamic capabilities and ambidextrous leadership. This model ascribes leaders the task of creating “adaptive spaces”, which are ways to engage in tension that arises when new ideas collide with an organisation’s operational system, in order to generate and scale innovation. This work employs a qualitative research design by conducting expert interviews with participants from the management consulting industry as an exemplary object of research, and it identifies ways by which leaders can create such adaptive spaces. Findings indicate that leaders predominantly achieve this by providing employees with head space and opportunities to connect with others and promote diversity within their organisations. However, they could engage more actively in activities that pressure the organisation to change, leverage network structures to scale innovation, and in developing employees. It further emerged that organisations have not fully internalised the notion of distributed leadership, which is deemed crucial for coping with complexity.
14
Pillay, Kiru, und Manoj Maharaj. „The Restructuring and Re-Orientation of Civil Society in a Web 2.0 World“. International Journal of Cyber Warfare and Terrorism 5, Nr. 1 (Januar 2015): 47–61. http://dx.doi.org/10.4018/ijcwt.2015010104.
Der volle Inhalt der QuelleAnnotation:
This study focuses on how civil society organisations strategically deploy Web 2.0 technologies for transnational social advocacy and the impact of this technology adoption on civil society organisations' roles, structure, and orientation. The global environmental justice organisation, Greenpeace is used as a case study. Greenpeace advocates for changes in environmental policy and behaviour, has been at the forefront of environmental issues, and has used the mass media as an effective campaigning tool. The key findings that emerged was that social media has become a key ingredient of Greenpeace's campaigning strategy and has been embraced at both a strategic and operational level. The emergence of a collaborative communications paradigm has necessitated a level of organisational introspection evidenced in both changes in the organisation's strategic planning processes and changes to the organisational structure.
15
Okigbo, O. N., I. Saidu, W. A. Ola-Awo und A. D. Adamu. „Organisational Characteristics as a Catalyst for Effective Performance of Nigerian Construction Organisations“. Environmental Technology and Science Journal 13, Nr. 2 (25.02.2023): 53–59. http://dx.doi.org/10.4314/etsj.v13i2.6.
Der volle Inhalt der QuelleAnnotation:
Organisational characteristics are distinctive features of an organisation that enable it to perform its statutory roles. It has a lot of influences on organisational performance but less study has indicated the role it plays in improving the performances of organisations. This study appraised different types of organisation characteristics in the Nigerian construction industry and their roles in improving the performances of organisations. In achieving the aim of the study 366 questionnaires were distributed purposefully to management members of construction organisations practising in Abuja who are members of the federation of the construction industry (FOCI). 310 of the questionnaires that were distributed were retrieved, this represented an 82% of response rate. A hypothesis was formulated and tested using multiple regression analysis. Each type of the characteristic form a model equation, the p-values of all the models were 0.000 and The model's result showed that management style, decision making style, organisational culture, organisation effectiveness, organisation efficiency, behaviour and structure have a predictive value of 26%, 45% 20%, 34%. 14%, 54%, and 44% respectively, indicated that all types of characteristics used in the study significantly affect organisational performance. Putting special attention on them by the management of the organisation will significantly improve its performance. The study recommended that organisations in the Nigerian construction industry pay more attention to the identified types of organisational characteristics in order to achieve effective performance.
16
Tampere, Kaja. „Corporate social responsibility developments in post-communist countries: Towards organisations’ social legitimacy“. Central European Journal of Communication 12, Nr. 1 (13.05.2019): 62–77. http://dx.doi.org/10.19195/1899-5101.12.1(22).4.
Der volle Inhalt der QuelleAnnotation:
The aim of the paper is to introduce corporate social responsibility CSR as an organisation’s management and stakeholders’ relations tool in post-communist countries for ensuring the organisation’s social legitimacy. The article discusses how understanding the interdependence between the organisation and society helps to support the organisation to develop social legitimacy and therefore ensure its sustainability. The general research problem in this article is connected with the societal context of studied organisations: how CSR could be positioned and managed in a post-communist society to avoid a rebuff against an organisation’s CSR activities. The topic of this paper is approached through three research questions: how post-communist organisations see the CSR position in the organisation, how social legitimacy is acknowledged and defined, and finally to what extent CSR is seen as a tool for ensuring social legitimacy. For the research, seven Estonian organisations’ representatives with management responsibility were interviewed to find out their thoughts and ideas about CSR and social legitimacy.
17
Rachlitz, Kurt. „Platform Organising and Platform Organisations“. puntOorg International Journal 8, Nr. 1 (02.01.2023): 3–35. http://dx.doi.org/10.19245/25.05.pij.8.1.2.
Der volle Inhalt der QuelleAnnotation:
There is a growing consensus that the digital age comes along with the distinguishing organisational form of the platform. Discussions of this organisational form, however, tend to lack a coherent theoretical framing. In this paper, I argue that the distinction between platform organising and platform organisation helps to reduce some of the equivocality in the discussion. So far, the literature has focused on the novelty of the ‘organisational form’ without reflecting the inherent ambiguity of the meaning of this term: whereas some scholars use it to describe a new kind of ‘social ordering’, others associate it with ‘formal organisation’. I show that both understandings are relevant, but that they should be kept separate for analytical reasons. Platform organisations are formal organisations which are dependent on the technological infrastructure of a digital platform. Platform organising, however, is a new kind of social ordering, which combines organising outside and organising inside of formal organisations. Platform organising entails four processes: providing (organising technology), regulating (organising markets), integrating (organising networks), and orchestrating (organising the emerging meta-organisation). In shedding light on these processes in their interplay with platform organisations, this paper proposes a theoretical framework providing a basis for both further conceptual considerations and empirical research.
18
Ahsan, Md Ali, Surena Sabil und Abang Ekhsan Abang Othman. „Learn, Change or Perish: A Paradigm Shift about Organisational Structure in the Public Sector Organisation of Bangladesh“. ABC Research Alert 6, Nr. 1 (30.04.2018): Malaysia. http://dx.doi.org/10.18034/ra.v6i1.321.
Der volle Inhalt der QuelleAnnotation:
Reform is an ongoing process for the organisations to cope with the changing atmosphere. Public sector organisations are ideologically different from its private counterpart, as public sector organisations are more service oriented rather profit orientation. This paper aims to understand the significant structural factors of organisation that has influence on organisational learning in public sector organisation from the context of developing country. This is purely a qualitative study based on inductive approach; it collected the primary data by deploying semi-structured interviews for over a period of more than nine months. This paper reveals several significant factors that have influence on organisational learning in public sector organisation in an emerging country (socio-economic) like Bangladesh by collecting empirical evidence from the study location.
19
Fasae, Felicia Bosede Kehinde. „Ethical Standards and Effective Communication for Fostering Sustainable Organizational Development“. Advances in Multidisciplinary and scientific Research Journal Publication 11, Nr. 4 (10.12.2023): 75–86. http://dx.doi.org/10.22624/aims/humanities/v11n4p6.
Der volle Inhalt der QuelleAnnotation:
In an era where organisations are increasingly held accountable for their actions and their impact on society and the environment, ethical standards and effective communication behaviour have emerged as vital components of sustainable organisational development. This study examined the important place that morality and effective communication use occupy within organisations and their long-term sustainability. The paper explores quality character and organisational development; sustainable organisational development; indispensability of quality character in organisational development; effective communication and sustainable organisational development; language use, morality and successful sustainable organisational development; leadership, communication, ethical behaviour and sustainable organisational development; and, power of communication in and organisations in the new age. It was concluded that the key to successful sustainable organisation is the ability of organisations to invest in sound ethical/moral standards and employment of effective communication channels. It was recommended, among others, that management of organisations should make policies that condemn negative character in the work environment and apply sanctions where necessary, and seminars and workshops could be organized regularly for employees in the area of communication and ethical behaviour. Keywords: Ethical standards, Communication, Moral, Language, Organisation, Sustainable Development Journal Reference Format: Fasae, F.B.K. (2023): Ethical Standards and Effective Communication for Fostering Sustainable Organizational Development. Humanities, Management, Arts, Education & the Social Sciences Journal. Vol. 11. No. 4, Pp 75-86. www.isteams.net/humanitiesjournal. dx.doi.org/10.22624/AIMS/HUMANITIES/V11N4P6.
20
Mutebi, Henry, Moses Muhwezi, Joseph Mpeera Ntayi und John C. Kigozi Munene. „Organisation size, innovativeness, self-organisation and inter-organisational coordination“. International Journal of Emergency Services 9, Nr. 3 (05.08.2020): 359–94. http://dx.doi.org/10.1108/ijes-05-2020-0024.
Der volle Inhalt der QuelleAnnotation:
PurposeThe purpose of this study is to examine how humanitarian organisation size affects inter-organisational coordination and further tested the mediating role of organisational innovativeness, self-organisation in the relationship between humanitarian organisation size and inter-organisational coordination among humanitarian organisations in Uganda.Design/methodology/approachThe study is based on cross-sectional survey; data was collected from 101 humanitarian organisations. The analysis of the proposed hypotheses was done with the help of PLS-SEM using SmartPLS version 3.3.0 for professionals.FindingsThe results show that humanitarian organisation size significantly relates with inter-organisational coordination. In addition, self-organisation and organisational innovativeness play a complementary role between humanitarian organisation size and inter-organisational coordination.Research limitations/implicationsThe findings of this research provide useful insights into the role of humanitarian organisation size in boosting inter-organisational coordination in humanitarian relief delivery. High levels of self-organisation and organisational innovativeness not only improve inter-organisational coordination in humanitarian relief delivery but also enhance the transformation of humanitarian organisation size benefits into inter-organisational coordination.Originality/valueThis research is one of the few studies that investigated the effect of humanitarian organisation size and inter-organisational coordination. It also brings into the limelight the mediating role of self-organisation and organisational innovativeness between humanitarian organisation size and inter-organisational ordination in humanitarian relief delivery.
21
Klockner, Karen, und Peter Meredith. „Measuring Resilience Potentials: A Pilot Program Using the Resilience Assessment Grid“. Safety 6, Nr. 4 (13.11.2020): 51. http://dx.doi.org/10.3390/safety6040051.
Der volle Inhalt der QuelleAnnotation:
Researchers in the resilience engineering space have proposed the notion that organisations operating in complex socio-technical systems cannot ‘be’ resilient but can have the ‘potential for resilient performance’. This theoretical stance also suggests that organisations wanting to enhance their potential for resilience begin by measuring their operational safety performance against four key potentials, these being: the Potential to Anticipate; the Potential to Respond; the Potential to Learn; and the Potential to Monitor. Furthermore, to measure these four key resilience constructs, organisations have been recommended to use a Resilience Assessment Grid (RAG) developed as part of this theory. However, scarce research appears to have been conducted that bridges the theory and practice divide on just how organisations can pragmatically measure their current performance against these four resilience potentials using the RAG. Therefore, this research was interested in undertaking a pilot study using RAG theory in order to examine an organisation’s four resilience potentials, and was conducted within a large road transport organisation in Australia. Results indicated that measuring both the four individual potentials and a combination of the four potentials was possible using a RAG and proved effective in providing a snapshot of operational safety system resilience concepts. Recommendations on how to increase organisational resilience potentials were provided to ensure future safety endeavours would enhance the organisation’s potential to be resilience in the face of system variability and operational demands.
22
Clifton, Louise, und Paul Gentle. „The genie in the learning organisation? The experience of using multi-level action learning at the Leadership Foundation“. International Journal of Public Leadership 11, Nr. 2 (11.05.2015): 66–76. http://dx.doi.org/10.1108/ijpl-01-2015-0004.
Der volle Inhalt der QuelleAnnotation:
Purpose – The purpose of this paper is to examine the working practices and outcomes of an action research project in a specialist organisation engaged in the field of leadership development. The intention of the project was to enable the company involved to become a stronger learning organisation at a time when it was developing a future strategy. Design/methodology/approach – The paper uses a case study approach to describe and analyse a three-stage process involving the use of a focus group, organisational climate survey and voluntary action learning sets. Interviews with participants are analysed thematically in order to assess the impact of the action research project on the organisation’s culture. Findings – Participation by the majority of the Leadership Foundation’s staff in action learning and related opportunities for feedback within the organisation helped move its culture towards wider participation in strategy development and a whole organisation approach to working. Other organisations wishing to build collaborative working cultures can learn from the implications of the project, particularly those concerning the need to attend to the intended outcomes of action learning and the role of skilled, critical facilitators in action learning processes. Originality/value – The paper is innovative in that it explores practitioner-led action research work in a setting of leadership and organisational development. It will interest leaders and managers who seek to build learning organisations, as well as organisational developers with an interest in enhancing the impact of action learning.
23
Hafis Ahmad, Mohd, Syuhaida Ismail und Abd Latif Saleh. „Readiness of Organisation and Employees in the Malaysian Public Organisation Towards Change Management“. International Journal of Engineering & Technology 7, Nr. 2.29 (22.05.2018): 607. http://dx.doi.org/10.14419/ijet.v7i2.29.13984.
Der volle Inhalt der QuelleAnnotation:
Organisational change refers to the transformation of an organisation from its present condition to some intended conditions in the future in minimising refusal from employees and expenditure of running the organisation while simultaneously boosting the productiveness of the change attempt. This paper aims to appraise the change administration of organisations in Malaysia since limited research have been done to examine whether the employees are ready to accept change in the organisation. This research is materialising its objectives of (1) identifying the attributes of change management in the Malaysian public organisation; (2) investigating the current practice of organisation and employees in the Malaysian public organisation towards change management and (3) assessing the factors influencing readiness of organisation and employees in the Malaysian public organisation towards change management. It is found that change management is an organised way to make sure that changes are completely implemented without any problems to make transitions from the aspects of individuals, groups, and organisations to an intended circumstances in the coming days by focusing on the wider impacts of change, particularly on people, where change takes place thoroughly in the entire organisation. Furthermore, it is found that current practice of organisation and employees in the organisation towards change management involved in three main factors, namely trust in management, communication and organisational commitment; with the positive vision for the future perceived by management team as the factor of trust in management, meanwhile for communication, it is found that there is good communication between supervisors and employees about the organisation’s policy toward the changes. The factor found in organisational commitment is employees enjoy discussing their organisation with outsiders. The findings of this paper provide a positive impact on change management planning, which ultimately help in ensuring more effective change programme implementation in the public organisation in Malaysia.
24
Edgeman, Rick, und Kunal Yogen Sevak. „The Circle Game: Poetry and Sustainable Enterprises“. International Journal of Innovation and Economic Development 6, Nr. 6 (2021): 30–45. http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.66.2003.
Der volle Inhalt der QuelleAnnotation:
Organisational progress toward sustainable social and natural environments is essential. So too, is financial performance sufficient to support organisational investment in sustainability. Perspectives as to what organisational sustainability is, how it is pursued, and its preferred fruits have evolved in recent years to incorporate both inclusion and circularity. Regardless of the prevalent organisational perspective, the organisation will need to formulate and execute a triple top-line strategy to deliver triple bottom line performance and impacts. Interpretation of inclusion depends on whether organisational focus is internal, or is riveted on people, communities, or societies the organisation serves or hopes to impact. Herein inclusion is principally outward-looking, and hence primarily addresses marginalised individuals or groups, including individuals at the base of the pyramid. Organisations aiming to ‘do well, by doing good’ are called for-benefit organisations and are central to this effort and, often, are inclusive businesses. More than ‘doing good’, such organisations may aid disadvantaged or marginalised individuals or groups through beneficial cultural innovation and transformation. Companion to inclusivity is circularity, where businesses focus on resource recovery and redeployment. New business models aiming to direct organisations toward sustainable excellence, will incorporate inclusivity and circularity.
25
Otulia, Patrick Omutia, Isaac M. Mbeche, Gituro Wainaina und James Njihia. „Influence of Organisational Resources on Performance of ISO Certified Organisations in Kenya“. European Scientific Journal, ESJ 13, Nr. 34 (31.12.2017): 119. http://dx.doi.org/10.19044/esj.2017.v13n34p119.
Der volle Inhalt der QuelleAnnotation:
This study aimed at examining the influence of organisational resources on organisational performance of International Organisation for Standardization (ISO) certified organisations in Kenya. The study was based on Total Quality Management (TQM) theory. A cross-sectional research survey design was adopted. Primary data was collected from a sample of 282 ISO certified organisations by use of a questionnaire, and secondary data was obtained from financial statements of 27 ISO certified organizations sampled. Descriptive statistics was used to analyze proportions of the variables and multiple regression model was used to estimate the effect of organisational resources on the performance of ISO certified organizations. The findings show that abundant organisational resources reduce performance. The study, therefore recommends that the management of ISO certified organisations should employ limited organisation resources available efficiently and train their staff in managerial skills in order to improve performance of their organizations.
26
Chipangura, Paul, Dewald van Niekerk, Fortune Mangara und Annegrace Zembe. „Organisational vulnerability: exploring the pathways“. Disaster Prevention and Management: An International Journal 33, Nr. 6 (07.06.2024): 16–29. http://dx.doi.org/10.1108/dpm-03-2024-0065.
Der volle Inhalt der QuelleAnnotation:
PurposeThis study aimed to address the underexplored domain of organisational vulnerability, with a specific focus on understanding how vulnerability is understood in organisations and the underlying pathways leading to vulnerability.Design/methodology/approachThis study utilised a narrative literature review methodology, using Google Scholar as the primary source, to analyse the concepts of organisational vulnerability in the context of disaster risk studies. The review focused on relevant documents published between the years 2000 and 2022.FindingsThe analysis highlights the multifaceted nature of organisational vulnerability, which arises from both inherent weaknesses within the organisation and external risks that expose it to potential hazards. The inherent weaknesses are rooted in internal vulnerability pathways such as organisational culture, managerial ignorance, human resources, and communication weaknesses that compromise the organisation’s resilience. The external dimension of vulnerability is found in cascading vulnerability pathways, e.g. critical infrastructure, supply chains, and customer relationships.Originality/valueAs the frequency and severity of disasters continue to increase, organisations of all sizes face heightened vulnerability to unforeseen disruptions and potential destruction. Acknowledging and comprehending organisational vulnerability is a crucial initial step towards enhancing risk management effectiveness, fostering resilience, and promoting sustainable success in an interconnected global environment and an evolving disaster landscape.
27
Nagabhaskar, Dr M., und Mr Ch Chandra Sekhar. „Impact of OCTAPACE Model on Banking Employees: a Comparative Study of Private and Public Sector Banks with reference to Andhrapradesh“. International Journal of Innovative Research in Engineering & Management 9, Nr. 4 (2022): 122–25. http://dx.doi.org/10.55524/ijirem.2022.9.4.21.
Der volle Inhalt der QuelleAnnotation:
Organisational culture is a facet that impacts every organisation’s functioning, different organisation needs different quite culture to be set up. it’s defined in terms of shared meaning, patterns of beliefs, rituals, symbols, and myths that evolve over time, service to scale back human variability and control and shape employee behavior in organisation. this research aims to compare private sector and public sector banks in terms of values of employees. The study attempts to understand the impact of OCTAPACE model on banking employees of private and public sector banks in Andrapradesh.The main implication of this research on organisational culture suggest that there is a scope for further improvement in the sample study organisations which would improve their work life by overcoming the monotony.
28
Kieran, Sarah, Juliet MacMahon und Sarah MacCurtain. „Strategic change and sensemaking practice: enabling the role of the middle manager“. Baltic Journal of Management 15, Nr. 4 (02.04.2020): 493–514. http://dx.doi.org/10.1108/bjm-11-2018-0395.
Der volle Inhalt der QuelleAnnotation:
PurposeThe critical input of middle managers as they make sense of the organisation's plans is paramount during the process of strategic change. Through the lens of middle manager sensemaking literature, this explorative research identifies key organisational practices that underpin sensemaking. An understanding of these practices will allow organisations better develop and support them, thereby enabling middle managers' contribution to strategic change.Design/methodology/approachThis study employed an innovative diary methodology. 42 middle managers, across three organisations, completed a weekly, online diary for 12 weeks. A qualitative analysis of the final 355 diaries isolated and explained the sensemaking practices in which middle managers engaged as they sought to achieve the shared understanding required to progress strategic change.FindingsThis study identifies the key practice underpinning middle manager sensemaking as formal and frequent discourse opportunities between leaders and middle managers. Through leader participation beyond the initiation stages of strategic change, and the organisation's positive positioning of time and metrics, these discourse opportunities enable a form of sensemaking associated with a number of positive organisational outcomes. These include middle manager sensegiving across the organisation, the successful enactment of strategic change, positive perceptions of change outcomes and organisational climate among middle managers and middle manager well-being.Research limitations/implicationsThis study advances our theoretical understanding of the practice of sensemaking in organisations through the isolation and identification of its key practices. However, given the difficulty in obtaining access for such a lengthy and intrusive methodology, the study is confined to three organisations. Additionally, the focus on the practice of sensemaking did not fully explore any contextual factors within these organisations. Also, middle manager perceptions of successful organisational outcomes are not very reliable performance indicators. While the self-reporting of perceptions is a worthwhile means of gathering data, a measure and comparison of actual business performance indicators would significantly strengthen the findings.Practical implicationsFrom a practitioner perspective, this study not only underlines the importance for organisations of developing critical sensemaking practices for middle managers but also provides a clear pathway to achieving this. In approaching the intangible process of sensemaking from a practice perspective, it provides key stakeholders such as leaders, change agents and the HR department with a guide as to the types and forms of discourse practices which can be enabled. Maybe more importantly, it also highlights the practices which disable middle manager sensemaking. The study also provides organisations with insights into the positive outcomes stemming from middle manager sensemaking that should strengthen their case towards the development of sensemaking practices.Originality/valueThis paper responds to the call for new approaches to the study of sensemaking as an ongoing practice within organisations. The qualitative diary analysis provides rich insights into the specific organisational practices that can enable middle manager sensemaking, while also highlighting those practices that can disable their role during strategic change. These findings provide organisations with clear approaches for developing sensemaking as a practice, thereby engaging and supporting the multiple actors and levels required to deliver successful strategic change.
29
De Lima, Carlos Eduardo, Denilson Sell und Regina Panceri. „Strengthening Organisational Resilience Through Knowledge Management: The Santa Catarina´s Civil Defense Case“. European Conference on Knowledge Management 24, Nr. 1 (05.09.2023): 818–27. http://dx.doi.org/10.34190/eckm.24.1.1428.
Der volle Inhalt der QuelleAnnotation:
The constant changes in the political, social, and economic scenarios, as well as recent major crises and natural disasters that have affected Santa Catarina, Brazil, and the world, have increased the demand for organisations to provide more resilient responses. Civil Defence organisations are no exception, and they must prioritise the identification and management of critical knowledge to enhance their organisational resilience. In light of this, a case study was carried out in Santa Catarina´s Civil Defence (SCCD), a public government organisation that plays a critical role in the territorial resilience of SC state. The study aimed to evaluate SCCD’s organisational resilience and develop a continuous improvement plan based on critical knowledge. To achieve this, the Resilience Analysis Grid (RAG) was used as a tool to characterise the SCCD’s resilience potential. The analysis showed that the organisation has an appropriate level of resilience potential. However, to identify ways to enhance this potential, it was necessary to analyse critical knowledge for monitoring, anticipating and responding to unexpected events, as well as exploring how SCCD promotes learning in the face of new situations. To do so, a framework was used to analyse critical knowledge to organisational resilience capabilities. This framework was used to present an improvement plan for the organisation's resilience potential, based on the use of techniques and methods for knowledge management. The plan recommended several practical steps that could be taken to enhance the resilience of the SCCD, including the creation of a knowledge management system, the development of training programmes, and the identification and management of critical knowledge. In conclusion, the study highlighted the importance of critical knowledge in enhancing organisational resilience and demonstrated that a continuous improvement plan based on critical knowledge could lead to significant improvements in the resilience of organisations like the SCCD. By following the study's recommendations, organisations can become better equipped to respond to future challenges and maintain their resilience in the face of change and uncertainty.
30
Garnett, Jonathan, Selva Abraham und Param Abraham. „Using work-based and work-applied learning to enhance the intellectual capital of organisations“. Journal of Work-Applied Management 8, Nr. 1 (01.03.2016): 56–64. http://dx.doi.org/10.1108/jwam-08-2016-0013.
Der volle Inhalt der QuelleAnnotation:
Purpose The purpose of this paper is to show how work-based and work-applied learning (WAL) can enhance the intellectual capital of organisations. Design/methodology/approach The paper draws organisational learning- and work-based learning literature and case study illustrations. Findings To achieve major strategic change in organisations requires working at senior level within the organisation to develop the capability of the organisation to learn and apply that learning strategically. WAL is explicitly geared to bring about change and enhance the learning capability within the organisation. Research limitations/implications There is a need for further longitudinal studies of organisations that have used the work-based and WAL approaches. Practical implications The conclusions reached have implications for higher education and non-award bearing executive education. Social implications The alignment of individual learning with organisational objectives positions learning as a co-operative part of working life rather than just individual preparation for employment. Originality/value The paper positions work-based learning and WAL as appropriate responses to the learning needs of organisations as well as individuals.
31
Nanayakkara, Kusal, Sara Wilkinson und Dulani Halvitigala. „Influence of dynamic changes of workplace on organisational culture“. Journal of Management & Organization 27, Nr. 6 (November 2021): 1003–20. http://dx.doi.org/10.1017/jmo.2021.69.
Der volle Inhalt der QuelleAnnotation:
AbstractChallenged by the effects of organisational flexibility and high corporate real estate costs, organisations are increasingly seeking flexibility and operational efficiency in their office spaces. To date, the literature relating to flexible office spaces has focused mainly on their physical characteristics. The full effects of such spaces on human reactions and the corporate culture of organisations are less understood. The objective of this paper is to examine the influence of introducing activity-based working (ABW) on existing organisational culture. It was addressed from the perspective of the management of large corporate organisations. A mixed-method research that included a qualitative approach followed by a quantitative approach was adopted. The first stage included semistructured interviews with 19 large organisations who had introduced flexible layouts. The second stage involved a questionnaire survey of 32 organisations which had experienced office layout changes. Findings identify that the nature of workplace designs has a considerable impact on the corporate culture of an organisation and can be used to leverage and change its culture. Workplace designs directly influence culture by supporting the systems, symbols, engagement/motivation and behaviours of the organisation and employees. However, some differences between the perceptions of public and private organisations were identified. In conclusion, office layouts are artefacts that can either support, or change, the existing organisational culture. Therefore, the critical achievement of workspace design is to integrate the cultures, values and behaviours of organisations to meet their ultimate goals.
32
Kallarackal, Tomy K. „Motivational Behaviour of Tourism Industry Employees in Relation to Organisational Culture“. Atna - Journal of Tourism Studies 9, Nr. 2 (01.07.2014): 89–112. http://dx.doi.org/10.12727/ajts.12.5.
Der volle Inhalt der QuelleAnnotation:
The productivity and effectiveness of any organisation depends mainly on the performance level of the employees in the organisation. Human behaviour scientists over the years have conducted various studies and have concluded that, the performance of employees in any organisation depends largely on their motivational behaviour. Reviews of related literature confirm the role of various factors in the motivational behaviour of employees including organisational culture. The title of the present study is ―Motivational Behaviour of Tourism Industry Employees in Relation to Organisational Culture‖. The major objective included ascertaining the relationship between motivational behaviour and organisational culture of employees working in these types of businesses. The population of the study consisted of 323 employees working in travel agencies, tour operations, airlines and hotels and resorts in Bangalore. The sampling technique employed was judgment sampling. For the present study two tools namely: Motivational Analysis of Organisations- Behaviour (MAO-B) by Pareek (2003) and Organisational Culture Survey by Pareek (2003) were used to collect data. The findings of the study show that most of the organisations in the tourism industry hold Internal and Narcissistic aspects of organisational culture reflecting the sad state of affairs prevalent in these organisations.
33
Juchniewicz, Mateusz, Dorota Luba und Monika Mądel. „Implementing change in organisations: key challenges“. Journal of Management and Financial Sciences, Nr. 44 (28.12.2021): 9–23. http://dx.doi.org/10.33119/jmfs.2021.44.1.
Der volle Inhalt der QuelleAnnotation:
A VUCA world (described with four attributes: volatility, uncertainty, complexity, and ambiguity) and the resulting need to implement changes continuously in almost every area of organisational activity have enhanced the awareness of organisations with regard to searching for skilful managers/leaders of change and building up competencies in change management amongst their staff. At the same time, however, quite a large proportion of changes fail. The paper aims to identify major challenges faced when implementing significant changes in an organisation using two case studies as an example. The first case study concerns a change to the Agile approach in an organisation’s operations, while the second one – the implementation of the Design Thinking concept in the work of project teams. The obtained results have become a starting point for more in-depth studies on change management focused in particular on factors contributing to organisational change success or failure and the role of individual stakeholders in the process.
34
Bunker, Deborah, Karl-Heinz Kautz und Anne Luu Thanh Nguyen. „Role of Value Compatibility in it Adoption“. Journal of Information Technology 22, Nr. 1 (März 2007): 69–78. http://dx.doi.org/10.1057/palgrave.jit.2000092.
Der volle Inhalt der QuelleAnnotation:
Compatibility has been recognised as an important element in the adoption of IT innovations in organisations but as a concept it has been generally limited to technical or functional factors. Compatibility is also significant, however, with regard to value compatibility between the organisation, and the adopted IT innovation. We propose a framework to determine value compatibility analysing the organisation's and information system's structure, practices and culture, and explore the value compatibility of an organisation with its adopted self-service computer-based information system. A case study was conducted to determine the congruence of an organisation's value and IT value compatibility. This study found that there was a high correspondence in the organisational structure and practice dimensions; however, there were organisational culture disparities. The cultural disparities reflected the self-service acceptance and training issues experienced by the case organisation. These findings add insight into the problems experienced with value compatibility and the adoption of the information systems, and show the potential use of the proposed framework in the detection of such problems.
35
Stroeve, Sybert, Job Smeltink und Barry Kirwan. „Assessing and Advancing Safety Management in Aviation“. Safety 8, Nr. 2 (22.03.2022): 20. http://dx.doi.org/10.3390/safety8020020.
Der volle Inhalt der QuelleAnnotation:
A safety management system (SMS) is the overall set of procedures, documentation, and knowledge systems as well as the processes using them, which are employed within an organisation to control and improve its safety performance. Safety management systems are often observed as being bureaucratic, distinct from actual operations, and being too much focused on the prevention of deviations from procedures rather than on the effective support of safety in the real operational context. The soft parts of advancing safety in organisations, such as the multitude of interrelations and the informal aspects in an organisation that influence safety, are often only considered to a limited extent. As a way forward, this paper presents two coupled approaches. Firstly, a generic tool for assessing the maturity of safety management of aviation organisations is presented, which accounts for recent insights in effectively incorporating human factors. This assessment tool provides insight into the strong and weak topics of an organisation’s SMS. Secondly, an overview is given of a range of approaches that aim to improve the safety of aviation organisations by strengthening relevant organisational processes and structures, with a focus on human factors. The relations of these approaches with SMS are discussed, and the links with topics of the SMS maturity assessment tool are highlighted.
36
Huuskonen, Arto Pekka Juhani. „Supply network design in the residential-FM sector“. Facilities 32, Nr. 11/12 (04.08.2014): 723–38. http://dx.doi.org/10.1108/f-11-2012-0092.
Der volle Inhalt der QuelleAnnotation:
Purpose – The purpose of this study is to examine supply network designs that large service organisations use in the residential-FM sector to respond to the organising requirements of their operating environments. Design/methodology/approach – The study is theoretically grounded in the well-established literature on the organisational design and structural contingency theory. Utilising a framework of generic organising problems proposed by Miles and Snow (1978) and a multiple-case study design, the study elaborates how large service organisations organise and manage their supply networks in the Finnish residential-FM sector. Findings – The study identifies four supply network designs that organisations use for responding to the organising problems inherent in the property and resident services domains in the residential-FM sector. These include regional production organisation, horizontal decentralisation, environment stabilisation and demand – supply pooling, reflecting the type of the service-market domain and the organisation’s service strategy. Originality/value – The study contributes to the facilities management literature by expanding the field of inquiry from the commercial real estate sector into the emerging field of professional residential facility services. In particular, the study adds to the discussion on supply strategies and design, offering a service provider perspective to the organisation of service supply in housing.
37
Noor Khairin Nawwarah Khalid und Aini Maznina A.Manaf. „Managing Organisational Change: The Role of Polyphony and Emotional Reflexivity“. Journal of Advanced Research in Business and Management Studies 34, Nr. 1 (21.02.2024): 42–60. http://dx.doi.org/10.37934/arbms.34.1.4260.
Der volle Inhalt der QuelleAnnotation:
Despite the profound impact of polyphonic practices in helping leaders and organisational members to achieve a successful organisational change effort, many organisations are still unable to engage in excellent change communication activities. As such, the organisations will face difficulties in achieving their short and long-term goals, create more misunderstandings among employees, and diminish both employees and customers’ trusts. Previous research studies have also progressively highlighted cultural factors has been one of the influential factors that affect the communication behaviours of organisational members and leaders during change. Since research that focuses on middle managers’ polyphony practices especially those in a collectivistic society has been minimal, this research was conducted to examine how polyphonism is practiced by the studied organisation during organisational change. Using middle managers’ conversations on emotional reflexivity during change, this research was conducted to obtain a rich understanding on the studied phenomenon. Communicative Constitution of Organisations the Montreal School (CCO TMS) theory was used to guide the present research and semi-structured in-depth interviews with thirty middle managers of a Malaysian (aerospace component manufacturing) organisation were carried out. The data was analysed using thematic analysis. The data revealed polyphony are strongly enforced by the respondents and their leaders through five steps of practice: mutual recognition, mutual trust, dialogic sessions, mutual understanding, and mutual agreement. The respondents also acted as polyphonous leaders: leader and decision maker of subordinates’ interactions, and leader for ideas’ diversity. The themes also reflected the emotional reflexivity practiced by the respondents which are self-consciousness, empathy, self-control, motivation and social skills. This research helped to contribute new traits to the unique face of Malaysians’ identities. It also shows the importance in attending to middle managers’ conversations on change since middle managers’ acceptance towards change are being influenced from their emotional reflexivity and organisation’s polyphony practice.
38
DALZIEL, MARGARET. „GAMES OF INNOVATION: THE ROLES OF NONPROFIT ORGANISATIONS“. International Journal of Innovation Management 11, Nr. 01 (März 2007): 191–214. http://dx.doi.org/10.1142/s1363919607001679.
Der volle Inhalt der QuelleAnnotation:
Games of innovation involve four types of organisational players: firms, governments, universities, and nonprofit organisations. Of the four, nonprofit organisations are the least well understood. To capture the contributions of all types of organisational players, I adopt the perspective of a focal firm and consider the roles that other organisations play with respect to its ability to innovate. I introduce the roles of institutional enabler and institutional balancer, in which another organisation increases or decreases, respectively, the focal firm's ability to innovate by shaping the networks and markets in which it participates. I then develop propositions regarding the importance of the institutional enabler and balancer roles, and the roles of nonprofit organisations, in games of innovation.
39
GÖKSEL, Asuman. „Erasmus+ Vasıtasıyla Öğrenen Örgütü Teşvik Etmek: Türkiye’de Gençlik Kuruluşları“. Gençlik Araştırmaları Dergisi 10, Nr. 27 (31.08.2022): 15–38. http://dx.doi.org/10.52528/genclikarastirmalari.982763.
Der volle Inhalt der QuelleAnnotation:
Turkey’s full participation in the European Union’s Education and Youth Programmes (i.e., Erasmus+Programme) since 2004 has been one of the ongoing components of Turkey–EU relations. As indicated bythe Director of the National Agency of Turkey in 2021, the programme has supported 700,000 participantsfrom Turkey in 36,000 projects over the course of 17 years. Youth organisations taking part in the learningmobility opportunities of the youth component of the Erasmus+ programme are just one of the programme’smany beneficiaries.In an effort to perform a theoretical analysis of the effects of Erasmus+ on youth organisations in Turkey,this article suggests that owing to their contextual characteristics, youth organisations have the potential totransform into learning organisation stimulated by their involvement in Erasmus+ youth projects. To answerhow Erasmus+ may act as a trigger for this, qualitative data were collected from fifteen youth organisationsfrom Turkey active in the programme and analysed around four components of the integrated model onlearning organisation developed by Örtenblad (2004) (i.e., organisational learning, learning at work, learningclimate and learning structure). The findings suggest that three major factors, namely organisationalconsciousness on learning, participatory mechanisms in the organisation and team-based working structures,are mutually reinforcing characteristics able to help youth organisations transform into learning organisationthrough participation in Erasmus+/YiA training and support activities.
40
Ganie-Rochman, Meuthia, und Rochman Achwan. „Civic Organisations and Governance Reform in Indonesian Cities“. Asian Journal of Social Science 37, Nr. 5 (2009): 799–820. http://dx.doi.org/10.1163/156848409x12474536440663.
Der volle Inhalt der QuelleAnnotation:
AbstractMuch has been written about Indonesia's decentralisation since the fall of Soeharto. Scholars have developed different perspectives and provided useful analyses on 'right governance', but they seem to have largely neglected the organisational problems of civic organisations engaged in governance reform. By employing the concepts of legitimacy, organisational field and networks familiar in the sociology of organisation, this paper explores ways in which they develop and transform their organisations and networks, creating political issues and, mobilising the public. Three cities — Padang, Bandung, and Yogyakarta — were chosen as the study locations for the conspicuous and even prominent engagement of civic organisations in the struggle for reform of public governance. A qualitative method was used to collect data from various actors who are directly and indirectly engaged in contesting and cooperating with organisational actors in this area. This paper shows that the principles of independency and freedom within civic organisations have developed rapidly at the expense of organisational accountability. Such development has hampered the transformation of civic organisations into more influential social actors.
41
Ahmed, Allam, und Mohamed Elhag. „SMART KM model“. World Journal of Science, Technology and Sustainable Development 14, Nr. 2/3 (06.04.2017): 172–93. http://dx.doi.org/10.1108/wjstsd-01-2017-0001.
Der volle Inhalt der QuelleAnnotation:
Purpose The purpose of this paper is to critically address the key issues facing organisations in implementing knowledge management (KM) initiatives and frameworks and how to develop fit-for-purpose an integrated knowledge management framework (KMF) for organisational excellence. In doing so, the paper critically review concepts, frameworks and models of KM to introduce the SMART KM model to support the successful introduction of KM to an organisation through systematic and well-defined steps. In addition to well-founded theories, SMART KM model is also driven by best-in-class KM practices from a number of industries and sectors. SMART KM contains number of business components which supports knowledge flow throughout the organisations which can be tailored to achieve the organisation-specific goals and objectives in alignment with the adopted operating model. Throughout the paper, number of key issues facing organisations in implementing KM initiatives will be introduced and discussed. The readers would also be able to realise the design principles supporting SMART KM model and how it can be used to improve performance and achieve organisational excellence. Design/methodology/approach The paper provides an in-depth and critical review of the literature and theories on KM. In doing so, several sources have been reviewed and consulted including various mainstream referred journals focussing on KM, change management, management, HR, social science, strategy, etc. as well as books, online databases, governmental reports and statistics, etc. Findings All organisations are demanding better justification for investments in any KM initiative and expected outcomes. Therefore, we must ensure that KM initiatives are directly linked to the organisation’s business strategy. Moreover, we must also ensure that there are performance measurements in place to evaluate the success of the proposed KMF or KM initiative. Originality/value The SMART KMF is unique as it considers a number of paradigms and key organisation facets to assure successful deployment of KM practices and long-term sustainability of the associated benefits.
42
Liukinevičienė, Laima, und Jurgita Blažienė. „The Discourse of the Resilience of Hospitals in the Theoretical Context of the Organisation’s Concept of Resilience and Factors“. Socialiniai tyrimai 45, Nr. 1 (20.02.2022): 8–35. http://dx.doi.org/10.15388/soctyr.45.1.1.
Der volle Inhalt der QuelleAnnotation:
Recovery and resilience, the ability to operate under the conditions of uncertainty – these challenges are now becoming the key tasks for each organisation. The research of the organisation’s concept of resilience is primarily linked to ecological sciences, followed by studies in social sciences linked to vulnerability and resilience of social groups, communities, cities, and organizations as systems. The efforts of scientists to develop the analysis, measurement instruments of resilience, observable resilience indicators systems, indices, regional vulnerability maps, development of regional resilience policies, etc. are visible. Scientists indicate that resilience is a complex ability and process and can be defined differently, depending on the contexts, but all of them are united by the notion that it is a positive effect in preparing for or after challenges, that it must be encouraged (Lee et al., 2016). The organisation’s theoretical concept of resilience is not widely developed and there is a lack of information on how organisations become resilient.The research aims to define the concept of organisation’s resilience, its features and factors as well as to reveal the concept of the resilience of hospitals in the theoretical context of the resilience of the organisation. The following research methods were used: the analysis, generalization and systematization of the content of scientific literature, synthesis of ideas based on scientific analysis.The definition of the concept of organisation’s resilience is based on a previous empirical research conducted by Barasa et al. (2018) as well as on the latest scientific insights:
According to Jucevičius et al. (2017), resilience as the ability to regain strength after changes or errors is conceptually different from the concept of robustness, which describes systems that ignore environmental impacts. The resilience of an organization is the intrinsic ability of an organization to maintain and return to a dynamically stable state. It is the maintenance of resources in a sufficiently flexible form to allow them to be spontaneously adapted in the event of an unforeseen threat. Continuous harmonisation of the monitoring of small errors with improvisation provides employees with expert and wider competencies for more flexible adaptation.
The idea proposed by Gricevičius (2019) to link the resilience of the organization to the ability to survive and even thrive during a crisis supports the idea of Gečienė and Raišienė (2019, 2020) that the resilience of the organization should be understood more as a capacity and process than a result, and as adaptation rather than stability (Gečienė et al., 2020).
Insight into the fact that we are constantly strengthening the resilience of organisations by adapting to changes at three levels: the potential of the resources available in the system, participants in the internal communication system and variables, creative and flexible responses to the challenges (Holling and Gunderson, 2002, cited in Gečienė, 2020); that the resilience of the organisation must be perceived as a long-term goal (Litz, 2005, cited in Gečienė, 2020).
Beuran and Santos (2019) consider that three definitions are important in the organisation’s conceptualisation of resilience: resilience as an organisational characteristic; resilience as a result of the organisation’s activities; resilience as an identification of disorders that the organisation can tolerate.
The theoretical concept of organization’s resilience is developed by defining external and internal factors of resilience. The external factors of the resilience of public sector organisations include the following: 1) political factors that directly or indirectly influence organisations’ involvement in a greater focus on the organisation’s sustainable development, unforeseen challenges in the long term; 2) economic factors (e.g. availability of financial resources); 3) technological factors (e.g. availability of hardware and software; digital progress), social factors (e.g. decentralisation as management practice in the public sector, coordination of systems, greater awareness of resilience in society, etc.). Disseminating the experience of business organisations in adapting to challenges in the media has also become a social factor.According to scientific practice (Barasa et al. (2018); Gečienė (2020)), to analyse the passive and active resilience of the organisation, we have divided the internal factors of the organization’s resilience into two groups:
1. Passive or operational, adaptive resilience of the organisation. The factors are as follows: 1) prudent management of public (physical, economic, organisational, social, human) capital, assets held or entrusted with management; management of organisational change management, absorption, adaptability, reconstruction capacity is essential; 2) a balanced organisational routine and structure; 3) management and continuous improvement of internal information and communication systems; 4) management (managerial) practices; 5) organizational culture.2. Active or planned, strategic, otherwise capability-oriented resilience of the organization. The factors are as follows: 1) the organisation’s resilience planning, strategy; 2) the organisation’s external policy focused on strengthening resilience; 3) continuous involvement in the analysis, application, development of managerial innovations; 4) leadership and continuous improvement of the organisation’s resilience competencies.Hospitals are organisations whose management is subject to the same managerial principles as in budgetary institutions in general, and therefore the analyzed resilience features of organizations are also applicable to hospitals. Due to the specific purpose of organisations (human health is one of the most important values, health care is a constitutionally justified objective and public interest) and relevance during the 2020–2021 pandemic, there is an increase in the discourse of the scientific resilience of the health system, driven also by increased interaction between politicians, scientists and medical professionals. The resilience of the health system and individual health care institutions is becoming a priority objective of public policy, and the issue of resilience is linked not only to post-crisis recovery but also to the active prospect of resilience – to be prepared for future challenges. In addition to adaptive and planned resilience in the discourse of health system, science activates a discussion on the concept of everyday resilience, as hospitals have to deal with unforeseen challenges every day, the consequences of which can affect patients.
43
Alghadeer, Abdulaziz, und Sherif Mohamed. „Diffusion of Organisational Innovation in Saudi Arabia: The Case of the Project Management Office (PMO)“. International Journal of Innovation and Technology Management 13, Nr. 04 (25.07.2016): 1650019. http://dx.doi.org/10.1142/s021987701650019x.
Der volle Inhalt der QuelleAnnotation:
Recent innovation diffusion in organisations literature suggests that innovation diffusion dimensions and characteristics are not independent of each other, rather organisational internal environment interacts with both an organisational external environment and an innovation’s characteristics. The purpose of this paper is to examine the validity of the framework consisting of organisational innovation dimensions and characteristics within Saudi Arabian organisations. We test this model with survey data from a large-scale survey of 223 Saudi public and private project-based organisations, these organisations had either adopted, or intended to adopt, the project management office (PMO). To obtain a broad representation of respondents, and to minimise bias, the survey did not target any specific industry. Statistical analysis, specifically exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) were conducted to ascertain the factors underlying each construct. Structural equations modelling (SEM) was sequentially utilised to determine the factor structure of the model and to assess the relationships between model constructs. This paper took an initiative step towards a conceptual framework for organisational innovation diffusion, represented by the PMO. Its results revealed that perceived organisational innovation climate functions as a gateway to the organisational innovation diffusion. It was also found that technology mediate the relationships between socio-culture and organisation climate for innovation. More importantly, PMO complexity was not related to the intention to implement the PMO. The quantitative study showed that the framework is a useful tool for studying the diffusion of organisation innovation. The model can potentially form the foundations of a framework for organisations seeking to enhance the organisational innovation diffusion that could in turn strengthen their business performance.
44
Quttainah, Majdi Anwar, und Priya Singh. „Implementation of Digital Competency-building Strategy in Management Education“. Abhigyan 42, Nr. 1 (März 2024): 9–22. http://dx.doi.org/10.1177/09702385241233072.
Der volle Inhalt der QuelleAnnotation:
This article uses a case study method to explore implementing an organisation’s digital competency-building strategy. The research examines the organisation’s context, including its size, industry and current digital landscape, to comprehensively understand its challenges and opportunities in developing digital competencies. Through qualitative data collection techniques such as interviews, surveys and observations, the research uncovers the specific strategies employed by the organisation to build digital competencies. These strategies may include training programmes, mentorship initiatives, online learning platforms and other relevant interventions. Additionally, the research explores the factors that influence the success or failure of these strategies, such as leadership support, organisational culture and employee engagement. This study used the multi-criteria decision-making analysis technique VIKOR to prioritise these factors and provide a prescriptive approach for digital competency building in a business programme to remove subjectivity and bias. Findings indicate that the digital competency-building initiative, including improved employee performance, enhanced digital literacy and increased innovation, is analysed to gauge the overall impact on the organisation’s success. Ultimately, this research aims to inform organisations about the importance of digital competency building and provide guidance on effective strategies for implementation. The case study approach allows for a deep exploration of the contextual factors and provides actionable recommendations for organisations looking to enhance their digital capabilities. By aligning their workforce’s skills with the demands of the digital age, organisations can better position themselves for success in an increasingly digitalised world.
45
Hirvonen, Pauliina. „Organisational GDPR Investments and Impacts“. European Conference on Cyber Warfare and Security 22, Nr. 1 (19.06.2023): 584–91. http://dx.doi.org/10.34190/eccws.22.1.1107.
Der volle Inhalt der QuelleAnnotation:
The aim of this empirical multi-case study is to understand the GDPR investments and impacts of the organisations. Among these, the measuring experiences related to GDPR and information security (Isec), and the future expectations are examined. Several interesting findings were recognised, which also enabled further suggestions. First, an understanding of the organisations’ investments and their impact is built by gathering information about the actions that organisations made to fulfil the GDPR requirements. In the second phase, it is deemed necessary to examine how organisations experience the measures and evaluation of GDPR development and progress, in order to understand how respondents, end up evaluating the impact of their investments. In the third phase it is considered necessary to consider the future development of GDPR and the challenges and opportunities it brings to organisations, in order to understand how the experiences so far affect preparations for the future. The final phase of evaluation focuses on finding out what impact the GDPR has had on organisations. On the one hand, it is possible that the total investment in the GDPR may also correlate with the development of the organisational Isec maturity, because GDPR has brought more resources and visibility to the organisation’s Isec, and operations have become more systematic. On the other hand, organisations with an already high level of Isec maturity and organisations operating in a regulatory-focused industry may accept the GDPR-based Isec investments more easily. If GDPR is tightly integrated with both the organisation’s information security and the business functions under the responsibility of executive management, it may support the organisation’s business and information security development. This research serves GDPR authorities, organisational executives, persons in charge of GDPR/information security/cybersecurity, service providers and academia.
46
Dellmuth, Lisa Maria, und Jonas Tallberg. „Advocacy Strategies in Global Governance: Inside versus Outside Lobbying“. Political Studies 65, Nr. 3 (05.04.2017): 705–23. http://dx.doi.org/10.1177/0032321716684356.
Der volle Inhalt der QuelleAnnotation:
As political authority shifts to the global level, non-governmental organisations (NGOs) increasingly attempt to influence policy-making within international organisations (IOs). This article examines the nature and sources of non-governmental organisations’ advocacy strategies in global governance. We advance a twofold theoretical argument. First, non-governmental organisation advocacy can be described in terms of inside and outside strategies, similar to interest group lobbying in American and European politics. Second, non-governmental organisations’ chosen combination of inside and outside strategies can be explained by their organisational goals and membership base. Empirically, this argument is corroborated through a large-n analysis of original data from structured interviews with 303 non-governmental organisation representatives active in relation to the United Nations (UN), complemented by 19 semi-structured interviews with UN and state officials. The article’s findings have implications for the theory and practice of non-governmental organisation involvement in global governance.
47
Smeltink, Job, Sybert Stroeve und Barry Kirwan. „Advancing Safety in Organisations: Application via the Luton Safety Stack“. MATEC Web of Conferences 273 (2019): 01002. http://dx.doi.org/10.1051/matecconf/201927301002.
Der volle Inhalt der QuelleAnnotation:
Controlling and improving safety in organisations is achieved using a Safety Management System (SMS). Notwithstanding the variety of components considered in SMS standards, including human factors and safety culture, safety management systems are sometimes observed by those at the ‘sharp end’ as being bureaucratic, distinct from actual operations, and being too focused on the prevention of deviations from procedures, rather than on the effective support of safety in the real operational context. The soft parts of advancing safety in organisations, such as the multitude of interrelations and the informal aspects in an organisation that influence safety, are only considered to a limited extent in traditional safety management systems. The research in Future Sky Safety Project 5 (FSS P5) focused on improving these human-related, informal organisational aspects. Since every organisation is unique, in the operations it conducts, its history, and its organisational culture, there cannot be a one-size-fits-all standard for advancing safety in organisations. Rather, this needs to be based on the organisation at hand, leading to tailored solutions. This has been applied to a safety culture assessment and enhancement approach applied for six key organisations at London Luton Airport, and the approach has become known as the Luton Safety Stack. The six organisations decided to share the detailed results of their individual safety culture assessments. They formed a group that holds quarterly meetings, which always include a workshop element. From this approach, the organisations were stimulated to develop harmonised procedures for all ground-handling operators at Luton, and for each operation, creating a simple one-page procedure with diagrams, to keep it simple and safe. The Luton Safety Stack shows that when organisations share a place, such as at an airport, they need the opportunity to meet to discuss both potential safety threats, and opportunities to advance safety, because even through organisations are interdependent, safety issues in one organisation often have implications for others.
48
Haider, Abrar, und Sureerat Sae Tang. „Maximising Value Through IT and Business Alignment“. International Journal of Technology Diffusion 7, Nr. 3 (Juli 2016): 33–58. http://dx.doi.org/10.4018/ijtd.2016070104.
Der volle Inhalt der QuelleAnnotation:
Contemporary business organisations need to be responsive to internal as well as external changes. Organisational intuitiveness, being fundamental to this responsiveness, requires that these organisations develop and manage their information processing and management infrastructure to enable an integrated and informed environment. Organisations generally have a deterministic approach to technological infrastructure development and do not give requisite attention to soft factors that shape its use. Information technologies, however, are strategic resources that require supportive human action through appropriate set of roles, responsibilities, and decision rights to works effectively, evolve in use, and enable value on continuous basis. This paper presents a case of an information technologies governance in a financial services organisation. It highlights that governance practices need to be institutionalised in the organisation, such that they become an integral part of the organisational, social, and technical environment of the business.
49
HM, Manda, und Andi Zainal Abidin. „The Role of Leadership in Managing Information Technology Change and its Impact on Organisational Human Resources“. Technology and Society Perspectives (TACIT) 1, Nr. 3 (01.11.2023): 112–21. http://dx.doi.org/10.61100/tacit.v1i3.59.
Der volle Inhalt der QuelleAnnotation:
The development of information technology (IT) has significantly changed the way organisations operate and communicate. In the digital era, organisations that want to remain competitive and relevant must be able to manage information technology changes well. The purpose of this study is to examine the role of leadership in managing information technology change and its impact on organisational HR. This research is a literature review that utilises qualitative methods, which means that it will analyse and interpret data by utilising information and text derived from various sources. The results of the study show that the role of leadership in managing information technology change is very important in the ever-evolving digital era. Leaders must have a deep understanding of technology, formulate a digital transformation strategy, and guide the organisation through the change. The impact of effective leadership is increased productivity, innovation, and organisational competitiveness. However, technological change also impacts the organisation's people, and leaders must ensure that people have the necessary skills and knowledge, and create a culture that supports innovation and continuous learning.
50
Twum-Darko, Michael, und Tiko Iyamu. „Politicking information technology strategy in organisations: A case study of a selected organisation in South Africa“. Journal of Governance and Regulation 4, Nr. 3 (2015): 107–14. http://dx.doi.org/10.22495/jgr_v4_i3_c1_p2.
Der volle Inhalt der QuelleAnnotation:
The paper discusses the impact of organisational polities on IT strategy formulation and implementation in an organisation. The objective is to determine the extent of organisational polities on strategy implementation in an organisation. The paper considered the interplay between stakeholders in influencing IT strategy formulation and implementation in an organisation as a socially constructed phenomenon. Thus, the phenomenon can be interpreted and understood by using social theories such Structuration Theory. Hence the paper adopted ANT as a lens through which to understand and interpret the sociotechnical processes associated with IT strategy formulation and implementation in an organisation. Through IT strategy, many organisations attempt to set out key directions and objectives for the use and management of information, communication and technologies. A shared view among these organisations is that IT strategy allows all parts of the organisation to gain a shared understanding of priorities, goals and objectives for both current and future states as defined in the organisational strategy. It is therefore arguable that IT strategy, for the foreseeable future will remain a key aspect of development within organisations. As a result, there has been more focus on how IT strategy is formulated and articulated. What is missing though, is less attention to the implementation of it. Using interpretive research philosophy and employing semi-structured interviews as data collection instrument, this paper attempts to suggest a matrix that will assist organisation to comprehend and deal with organisational politics to reduce its negative impact on IT strategy formulation and implementation in an organisation.