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1
Yazici, Hulya Julie. "The Role of Project Management Maturity and Organizational Culture in Perceived Performance." Project Management Journal 40, no. 3 (September 2009): 14–33. http://dx.doi.org/10.1002/pmj.20121.
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This study investigates whether project management maturity (PMM) relates to perceived organizational performance and how an organization's cultural orientation is a contributing factor. Perceived organizational performance is defined as project effectiveness and efficiency followed by resulting business performance. A survey-based research was conducted with 86 project professionals from various U.S. service and manufacturing organizations. The study revealed that PMM is significantly related to business performance but not to project performance. Furthermore, while clan organizational culture is a sole contributing factor for project and business performances, PMM interacts with market culture in improving business performance. This study shows that in order to deal with project time, budget, and expectations issues, an organizational culture change toward sharing, collaboration, and empowerment is a must. Furthermore, an increasing project management maturity along with a results-oriented organizational culture improves an organization's competitiveness, resulting in cost savings and increased sales. PMM efforts are therefore crucial. PMM accompanied by an understanding of cultural orientation is a best strategy for today's project-based organizations.
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Otra-Aho, Ville Juhani, Jon Iden, and Jukka Hallikas. "The Impact of the Project Management Office Roles to Organizational Value Contribution." International Journal of Information Technology Project Management 10, no. 4 (October 2019): 79–99. http://dx.doi.org/10.4018/ijitpm.2019100103.
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Many project-oriented organizations have implemented a project coordination mechanism, such as a project management office (PMO), to align projects with the organization's strategy, to ensure the success of projects, and to create value for the organization from projects. While organizations continue establishing PMOs, these PMOs are struggling to create sufficient value for organizations. The results reveal a significant impact on the PMO environment and interaction of the roles on PMO value contributions. The findings confirm that PMOs have an essential organizational role creating a fit between organization assets.
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Sajedah Norozpour, Mehdi Safaei,. "Foreigner identification number in Turkey: challenges, threats, opportunities and its role in organizational sustainability development." Psychology and Education Journal 58, no. 1 (January 1, 2021): 3109–20. http://dx.doi.org/10.17762/pae.v58i1.1214.
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Employee performance within the organization reflects their knowledge, skills, and values. To this end, identifying the factors, affecting the performance of employees is one of the goals of human-resource improvement in management. The effective role of motivating and reinforcing the sense of worth in an organization's personnel, in improving their efficiency, effectiveness, and productivity as well as enhancing their mental health, are factors that cannot be ignored easily. This is particularly evident in organizations where the workforce is more involved in research activities. One of the key factors is a research organization's sense of responsibility for the organizational problems of its valuable personnel. This research examines the performance diagnosing of the organizational process in Turkish universities and then identifies challenges, threats and opportunities. Finally, suggestions have been made to achieve sustainable organizational development. After identifying and examining the influencing factors, the Weisbord model is examined to evaluate the Performance Diagnosis process of issuing a work permit for foreign professors at a Turkish university. As a result of this study, researchers have made suggestions for university administrators to improve organization and staff performance.
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Al Mansoob, Mohammed N., Ahmed Al Qubati, and Dian Ekowati. "The Role of Organizational Culture in Promoting Sustainability Practices in Educational Organizations." RSF Conference Series: Business, Management and Social Sciences 3, no. 3 (September 5, 2023): 46–52. http://dx.doi.org/10.31098/bmss.v3i3.690.
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This review paper investigates the relationship between organizational culture and sustainability practices at educational organizations by examining the impacts of communication, innovation, motivation, involvement, and empowerment on sustainability practices. Results reveal that organizational culture significantly influences sustainability practices, with communication, innovation, motivation, involvement, and empowerment being critical factors. In contemporary times, there is an increasing expectation for organizations to enhance their economic, social, environmental, and technological performances, as well as to make meaningful contributions to both local and global communities. Moreover, a positive correlation emerges between organizational culture implementation and sustainability accomplishment. Organizations face expectations to enhance performance while contributing to communities. Experts agree that organizations seeking sustainability must evaluate and transform fundamental values and beliefs while fostering a consistent, shared culture. However, empirical research on the features of such a culture and its contribution to sustainability integration is limited. This review paper underscores robust and integrative sustainability practices and their connection to an organization's culture, serving as a basis for future research.
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Kearney, Claudine, Robert D. Hisrich, and Bostjan Antoncic. "THE MEDIATING ROLE OF CORPORATE ENTREPRENEURSHIP FOR EXTERNAL ENVIRONMENT EFFECTS ON PERFORMANCE." Journal of Business Economics and Management 14, Supplement_1 (December 24, 2013): S328—S357. http://dx.doi.org/10.3846/16111699.2012.720592.
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A model is proposed that tests the antecedents and the mediating effect of corporate entrepreneurship on the external environment-performance relationship within private and public sector organizations. Hypotheses were tested using data from a sample of chief executive officers in 51 private sector organizations in the United States, 141 private sector organizations in Slovenia and 134 public sector state and semi-state enterprises in Ireland. Data was analyzed using hierarchical regression analysis. The results show that dynamism and munificence effects on performance are mediated by an organization's corporate entrepreneurship in the private sector and munificence effects on performance are mediated by an organization's renewal in the public sector and that renewal must be in place to maximize the effect of munificence on performance. The results support a model that incorporates an extensive and diverse literature into a single model and helps illuminate similarities and differences of corporate entrepreneurship between the private sector and the public sector. The study shows that an integrative model and the interplay among the constructs yields new insights unavailable to single and focused approaches. It offers new insights about corporate entrepreneurship, not only as a discrete pursuit, but also as a construct that shapes and extends organizational performance.
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Song, JiHyeon. "A study on the relationship between the board of directors and fundraising performance of nonprofit organizations: Focusing on composition and roles of the board of directors." Center for Social Welfare Research Yonsei University 76 (March 30, 2023): 93–124. http://dx.doi.org/10.17997/swry.76.1.4.
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This study attempted to explore the size, composition, roles, and level of participation of the board of directors for nonprofit organizations in Korea, and to examine the relationship between these factors and the fundraising performance of nonprofit organizations. For the examination, this study employed 272 nonprofit organizations with a board from Giving Korea 2019 by the Beautiful Foundation which include information regarding organizational operating status. As a result of analysis, most nonprofit organizations had experts as board members, and the proportion of representatives of volunteers and beneficiaries was the lowest. In addition, among the roles of the board, the level of participation of establishing organizational strategies role was the highest, while, the level of participation of fundraising and giving activities role was the lowest. As a result of the regression analysis, the size of the board, the presence of beneficiary representatives, role of establishing organizational strategies, and role of fundraising and giving activities had a significant relationship with the annual fundraising amount of nonprofit organizations. This study contributed to expanding a comprehensive understanding of the board of directors, which plays a key role in operation and performance of nonprofit organizations. Moreover, by empirically discussing the relevance to the organization's fundraising performance, this study contributed to providing enlarged theoretical and practical understanding of the board of directors and fundrasing performance of nonprofit organization.
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Norman, Efrita, Arman Paramansyah, and M. Syarwani Abdan. "The Role of Organizational Culture in the Effectiveness of School Organizations." Da'watuna: Journal of Communication and Islamic Broadcasting 2, no. 3 (August 17, 2022): 254–69. http://dx.doi.org/10.47467/dawatuna.v2i3.2059.
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Organizational culture in the education system in Indonesia needs to be realized. It is intended that the next generation of the nation, especially students, grow into a generation that is smart and has the character of a leader's soul who is ready to face the challenges of life in the future. The problems above require schools to develop a school culture, such as: a culture of discipline, a sense of responsibility, honesty, sincerity, learning ethos, the habit of solving problems rationally and so on. Related to school policy means dealing with the use of resources to the results obtained. Effectiveness is the utilization of resources, funds, facilities and infrastructure in a certain amount that is consciously determined beforehand to produce a number of goods of a certain quality on time. Organizational Strategy and Organizational Culture have a complementary and reciprocal relationship in the organization's efforts to achieve its goals. Organizational culture greatly influences the organization's strategy formulation process, from strategy formulation to strategy implementation. The research method that the author takes is a literature review or literature study; which contains theories relevant to research problems. Literature review or literature study is an activity that is required in research, especially academic research whose main purpose is to develop theoretical aspects as well as aspects of practical benefits. So that by using this research method the author can easily solve the problem to be studied. The data collection method in this study was taken from data sources, which were taken from the literature of national journals. The results of the study with four literatures as references show that organizational culture plays an important role in increasing the effectiveness of school organizations and the need for organizational culture to achieve an effective school organization
Keywords: Organizational Culture, Organizational Effectiveness, School Organizational Effectiveness
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Nowak, Radoslaw. "Does employee understanding of strategic objectives matter? Effects on culture and performance." Journal of Strategy and Management 13, no. 4 (June 25, 2020): 477–93. http://dx.doi.org/10.1108/jsma-02-2020-0027.
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PurposeThe purpose of this paper is to investigate whether employees' understanding of their organization's strategic objectives could be used by business organizations to develop a desired type of organizational culture that will improve business performance.Design/methodology/approachStructural equation modeling (SEM) was conducted on the data collected in 2018 from professionals working in the healthcare industry in the USA.FindingsSEM revealed the positive effect of employee understanding of their organization's strategic objectives on the development of a serving culture, and the mediating effect of serving culture on the relationship between employee understanding of strategic objectives and performance.Research limitations/implicationsThis study emphasizes that having a well-defined mission and strategic goals may not be sufficient. Business organizations must also ensure that all employees clearly understand the meaning of such objectives. Employee understanding can become instrumental, as it could allow business organizations to develop a desired type of organizational culture that will support the implementation of the firm's strategic objectives.Originality/valueThe study is a valuable addition to past research. First, it advances the literature on strategy by exploring the critical role of employee understanding of their organization's strategic objectives in the context of culture and performance. Thus, it allows scholars to better explain how business organizations could more effectively utilize their process of strategic planning. In the domain of organizational culture, the paper contributes by identifying a new antecedent of serving culture. Furthermore, the paper also contributes to the literature on service management by identifying a mechanism that service organizations could use to increase their performance.
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Yaniieva, Daria. "Application of tools for effective development of organizational culture in the digital economy." Ukrainian Journal of Applied Economics and Technology 8, no. 2 (March 20, 2023): 160–64. http://dx.doi.org/10.36887/2415-8453-2023-2-23.
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The emergence of the Internet, the generation of millennials, and the publicity of everyday life in social networks have played a role in changes in organizational culture. The world became a single information space, and business followed the same path. Organizational culture has now become one of the critical pillars of the transformation program of most companies. This is because many organizations have realized that to reach the next level of growth, beyond simply focusing on results, they need to develop influential and courageous leaders supported by a culture that aligns with strategic goals. Organizational culture is an integrated complex of worldview axioms, values, and signs shared by most of the organization's employees, interconnected and hierarchically structured. Each organization identifies itself in the external environment and understands itself and all the events only in the form of ideas of the people who make up this organization. Organizational culture determines practically the entire life of the organization: what motivates people to work, opportunities for corporate development, how the organization is perceived in the external environment, and much more. That is, organizational culture is one of the key factors influencing the effectiveness of the organization's functioning and development. Managing the company's corporate culture is especially relevant in today's unstable, dynamic conditions. Often, organizations must solve problems and tasks related to adaptation to the environment, in fact - the problem of survival, and in this connection, there is a need to mobilize all the resources available in the organization, naturally primarily human. It is only possible to do this with a properly built organizational culture that would meet the organization's and the market's needs. Conversely, a corporate culture that does not correspond to the organization's goals and processes can seriously hinder its development. Organizations must define digital priorities, transform organizational culture using information and communication technologies, and improve the personnel management system. Keywords: tools, technologies, culture, organization, employees.
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Michalopoulos, Nikos, and Alexandros G. Psychogios. "Knowledge Management and Public Organizations: How Well Does the Model Apply to Greece?" Chinese Public Administration Review 2, no. 1-2 (March 2003): 64–80. http://dx.doi.org/10.22140/cpar.v2i1.2.41.
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Abstract: This paper seeks to shed some light on the field of organizational learning in public organizations. More specifically, the purpose of this paper is to investigate the role of the middle manager in organizations operating in the Greek public domain. Our main finding is that middle managers are, in fact, far from fulfilling the role of knowledge engineers in Greek public organizations, succumbing to old style operational duties. Middle managers are merely conduits, translating plans into action, monitoring and controlling activities to keep things on track. In other words, their role in public management is completely internal, because they have lived their lives within the functional corridors of an organization's hierarchy.
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Zhang, Ying, and Marina G. Biniari. "Forging a collective entrepreneurial identity within existing organizations through corporate venturing." International Journal of Entrepreneurial Behavior & Research 27, no. 6 (June 17, 2021): 1502–25. http://dx.doi.org/10.1108/ijebr-08-2019-0492.
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PurposeThis study unpacks how organizational members construct a collective entrepreneurial identity within an organization and attempt to instill entrepreneurial features in the organization's existing identity.Design/methodology/approachThe study draws on the cases of two venturing units, perceived as entrepreneurial groups within their respective parent companies. Semi-structured interviews and secondary data were collected and analyzed inductively and abductively.FindingsThe data revealed that organizational members co-constructed a “corporate entrepreneur” role identity to form a collective shared belief and communities of practice around what it meant to act as an entrepreneurial group within their local corporate context and how it differentiated them from others. Members also clustered around the emergent collective entrepreneurial identity through sensegiving efforts to instill entrepreneurial features in the organization's identity, despite the tensions this caused.Originality/valuePrevious studies in corporate entrepreneurship have theorized on the top-down dynamics instilling entrepreneurial features in an organization's identity, but have neglected the role of bottom-up dynamics. This study reveals two bottom-up dynamics that involve organizational members' agentic role in co-constructing and clustering around a collective entrepreneurial identity. This study contributes to the middle-management literature, uncovering champions' identity work in constructing a “corporate entrepreneur” role identity, with implications for followers' engagement in constructing a collective entrepreneurial identity. This study also contributes to the organizational identity literature, showing how tensions around the entrepreneurial group's distinctiveness may hinder the process of instilling entrepreneurial features in an organization's identity.
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Aslami, Mohammad Salim, and Aakanksha Uppal. "The Effects of the Stakeholders Relationship Management on Organization Performance." Revista Gestão Inovação e Tecnologias 11, no. 4 (September 16, 2021): 5454–67. http://dx.doi.org/10.47059/revistageintec.v11i4.2572.
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Partner management, partner relationship management examines have a significant spot in writing. We looked for their effect on organization performance through the Employee and Social parts of Company Evaluation interceding factors. Laborers were chosen to accomplish the objectives of the examination. Employees hold and as they are the internal stakeholders. Thus, it becomes necessary to explore their effect in stakeholder relationship management on organizational efficiency, which is highly competitive. The staff was essential to cover the organization's accomplishments. If they functioned as a gathering, the impact might be exceptional. The organization's management would comprehend the workers' prerequisites and aspirations, and a management style of advanced organization systems was resolved. It was found from the investigation that inside partner relationship management framework is organizational performance. Via the eyes of European multinational organizations, the thesis examines the relationship between corporate social responsibility (CSR) and organizational success. Furthermore, the study investigates the role of corporate reputation as a moderator in the CSR-organizational performance linkages. The final data set included 340 responses from senior executives/managers at European multinational corporations.
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Low, Eric. "POTENTIAL FOR PATIENTS AND PATIENT-DRIVEN ORGANIZATIONS TO IMPROVE EVIDENCE FOR HEALTH TECHNOLOGY ASSESSMENT." International Journal of Technology Assessment in Health Care 31, no. 4 (2015): 226–27. http://dx.doi.org/10.1017/s0266462315000434.
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Siddiqi, Zaibunnisa, Manzoor Ali Mirani, Shahzad Nasim, Musarrat Shamshir, and Sidra Nisar. "The Relationship between Human Resource Management and Corporate Social Responsibility: A Critical Review." Journal of Southwest Jiaotong University 56, no. 2 (April 30, 2021): 176–97. http://dx.doi.org/10.35741/issn.0258-2724.56.2.15.
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An increasing number of organizations are focusing not only on creating value but also on ethical, social, and environmental perspectives. Traditionally, organizations mostly encompassed corporate social responsibility as their activities only in an economically favorable situation. However, corporate social responsibility can be incorporated in organizations with human resource management as a strategic process to recover and sustain the organization's development. Therefore, the study aims to analyze the relation between corporate social responsibility and human resource management and the role of human resource practices with corporate social responsibility in organizational development. From this standpoint, this study provides a systematic review of the concepts of corporate social responsibility, the relation between corporate social responsibility and human resource management, and their effect on the organization's success. Fifty-six articles published during 2004–2020 are selected for review from a descriptive and content perspective to propose a future research direction on a selected topic. The findings of the reviewed literature indicated that a triple bottom line (economic, social, and environmental) attainment is essentially a high-level management-driven operation in the absence of employee participation. Besides, this paper described the importance of corporate social responsibility, the linkage between human resource and corporate social responsibility in the organization, and promoting corporate social responsibility to the organizations and various stakeholders. Finally, this study asserted the connection between these two concepts and inquired management to treat the link as a strategic business decision to control the organization's human capital.
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Cleveland, Marisa, and Simon Cleveland. "Developing Leadership Cultural Agility for Civil Discourse." International Journal of Smart Education and Urban Society 12, no. 3 (July 2021): 1–10. http://dx.doi.org/10.4018/ijseus.2021070101.
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Organizations continue to increase their presence in the global landscape, and their leaders are frequently challenged by the political, socio-economic, and cultural diversity of the growing workforce. The global organization's culture and climate are often influenced by employees' education, local political involvement, and digital and medial landscape. As a result, organizational leaders should develop culturally agile competencies in order to engage and motivate their employees. This study examines the role and need for cultivating cultural agility in leaders of global organizations in an effort to assist them in developing effective civil discourse among their followers.
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Diwanti, Dyah Pikanthi, Suryanto Suryanto, Sri Iswati, Tri Siwi Agustina, and Hari Basuki Notobroto. "The Effect of Organizational Culture and Readiness to Change on Organizational Entrepreneurship: The Role of Competence." Jurnal Manajemen Bisnis 12, no. 2 (September 30, 2021): 248–65. http://dx.doi.org/10.18196/mb.v12i2.10330.
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Research aims: The purpose of this study is to reveal/investigate how the organizational culture changes the readiness of human resources through entrepreneurial competence to run an organization. At present, the organization's existence is very competitive with other organizations, making human resources a strategic resource owned by the organization. Therefore, organizations must be able to respond to many events that cause changes in the environmental forces that influence them.Design/Methodology/Approach: The type of research is quantitative research. This study used a questionnaire as the survey technique. The analysis of this research was carried out by conducting a classic assumption test, including the multicollinearity test, heteroscedasticity test, and normality test. Furthermore, the data were analyzed employing multiple linear regression analysis, namely the coefficient of determination test (R2), simultaneous significance test (F), and the test of the significance of individual parameters (T). Intervening variables were tested with path analysis and multiple tests.Research findings: This study’s results revealed that organizational culture, readiness for change, and competence positively and significantly influenced organizational entrepreneurship. Organizational culture and/or readiness for change with competence as an intervening variable also positively and significantly influenced organizational entrepreneurship. Organizational entrepreneurship was influenced by 64% by organizational culture and readiness for change in human resources. Meanwhile, the remaining 36% was explained by other variables outside this study’s model.Theoretical contribution/Originality: The novelty of this research is that organizational entrepreneurship is a reference for business independence in an organization.Practitioner/Policy implication: Organizational entrepreneurship exists in organizations that have business entities for organizational independence.
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Mehdibeigi, Najme, Masoud Dehghani, and Nour mohammad Yaghoubi. "Customer Knowledge Management and Organization's Effectiveness: Explaining the Mediator Role of Organizational Agility." Procedia - Social and Behavioral Sciences 230 (September 2016): 94–103. http://dx.doi.org/10.1016/j.sbspro.2016.09.012.
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Sharma, Jitender. "Strategies to Overcome Dark Side of Social Media for Organizational Sustainability." International Journal of Virtual Communities and Social Networking 8, no. 1 (January 2016): 42–52. http://dx.doi.org/10.4018/ijvcsn.2016010104.
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Social media has provided the organizations a massive platform to reach masses and is considered as a highly effective tool for organizations to connect and promote their brands and messages all over the world with huge potential to attract clientele with virtually no or very low investment. It has given organizations a collaborative innovation medium also where shared wisdom can help organizations bringing out innovation in their products and services. Social media reach can result in the spread of positive sentiment about the organization's products or services very fast to large number of people. However social media is a double edge sword. If it has potential to help boosting an organization's business, it can also result in propagating negative image and that too at a very fast speed and to very large user segment. A single negative comment on organization's blog or profile, or a complaint by some customer about organization's product or services on social media may cause a negative and long lasting impact on an organization's and/or a brand's reputation. Hence, social media can make or tarnish an organization's sustainability. Organizations need to be on high alert always. Staying away from social media is not a solution as you are not aloof in the virtual world of social media. Anyone can put anything on the media and information spread is so fast that no one can control the same. Though organizations can be benefitted immensely from use of social media, there are chances that either your internal dissatisfied employees or your customers or even your competitors can spoil your image by putting wrong or unwanted information on social media. Either competitors may hire specialized hackers or individual hackers may hack an organization's media campaign and convey totally opposite message to tarnish the organization's brand image and blackmail. Organizations need to keep a hawk eye on such brand assassins and their social activity and take counter measures very fast so as to defeat such wrongdoers. To succeed in the highly technologically advanced environment, organizations need to make use of social media for their own advantages. They need to conquer dark side of social media by remaining vigilant all the times and adopt such strategies that not only counter malicious intentions of wrong-doers but proved to be effective marketing strategies to effectively promote organizations' interests. This paper is an attempt to understand role of social media in making or tarnishing an organization's image and evolve out strategies to help the organizations conquering dark side of social media.
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Rohlinger, Deana, and Jordan Brown. "Mass Media and Instituional Change: Organizational Reputation, Strategy, and Outcomes in the Academic Freedom Movement." Mobilization: An International Quarterly 18, no. 1 (February 1, 2013): 41–64. http://dx.doi.org/10.17813/maiq.18.1.q6h62418323x7858.
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We conceptualize mass media as a field of action and consider how a social movement organization's reputation affects its media strategy as well as the quality of coverage it receives. Drawing on an analysis of two organizations mobilizing around academic freedom, Students for Academic Freedom (SAF) and Foundation for Individual Rights in Education (FIRE), we find that an organization's reputation is consequential. FIRE, which has a strong reputation, gets high-quality coverage and primarily uses this media attention to threaten its targets. SAF has a weak reputation and, consequently, uses alternative and organizational media to create opportunities to spread its ideas to a broader public. It does so by exploiting the linkages among media outlets and moving its ideas from smaller to larger news outlets. We conclude with a discussion of the implications of this research for understanding the role of mass media in strategy, outcomes, and institutional change.
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Ahmadi, Ali-Akbar, Abolghasem Bagheri Sirayi, and Mohammad Hossein Moghadasan. "Information technology; a facilitator for improving dynamic capabilities through knowledge management utilization." Journal of Management and Accounting Studies 2, no. 02 (July 3, 2019): 38–51. http://dx.doi.org/10.24200/jmas.vol2iss02pp38-51.
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Dynamic capabilities refer to an organization's responding ways to the environmental rapid changes. Methodology: It is necessary to study on the organizational dynamic capabilities for two reasons: studying the organization's activities in crisis times, and the concentration of the present management science on "knowledge management" as an important determining factor of vocational excellence and competitive advantage. Results: Our motive to prepare this paper is to respond to the question that if knowledge management plays a role in improving the organization's dynamic capabilities and as a result, increasing vocational excellence and competitive advantage? Conclusion: In this research, the set of hypotheses were studied and examined based on regression model on a number of governmental companies and at the end, results showed that organizational internal and external knowledge management elevates dynamic capabilities by information technology markedly.
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Yusri, Yusri, Muhammad Rizwan Nur, Angga Haris Setiawan, and Elsy Elsy. "THE ROLE OF BUDGETING AS FUND VISUALIZATION IN THE PLANNING CONCEPT OF HEALTH ORGANIZATIONAL SERVICES." INTERNATIONAL CONFERENCE ON RESEARCH AND DEVELOPMENT (ICORAD) 1, no. 1 (February 22, 2022): 38–44. http://dx.doi.org/10.47841/icorad.v1i1.7.
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. One of the important cycles for health organizations and other business entities is budgeting where the budget can help activities to be planned and provide an overview for implementers regarding the number of funds to be operationalized to realize an activity, especially in health organization services so that the realization of activity with a plan will running according to the budget set. Health organizations need to create a budget which is a visualization of the activition process with a sketch of the plan such as a budget map in the annual budget. The budget aims to encourage, facilitate and coordinate economic activities in accelerating the acceleration of a service. The method used is library research or literature review. The results of the study conclude that the budget can provide direction as a working guide and provide targets to be achieved by the health organization's service activities in the future as well as the budget as a comparison or benchmark in assessing the realization of the health organization's service activities, strengths, and weaknesses.
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Parshak, Olexander. "Training Program "Psychology of the Commercial Organization Staff's Attitude Towards Money"." Організаційна психологія Економічна психологія 4, no. 21 (December 23, 2020): 82–96. http://dx.doi.org/10.31108/2.2020.4.21.8.
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Introduction. Commercial organizations' efficiency can be improved, among other ways, through the formation of staff's harmonious attitude towards money and staff's active participation in the development and implementation of the organization's monetary policies. Aim: to develop the content and design of the training program for the formation of commercial organization staff's harmonious attitude towards money. Methods. The technological approach by L. Karamushka and a number of interactive techniques (unfinished sentences, "brainstorming", small-group work, group discussions, role-playing games, work with Internet resources, psychological workshops, creative homework, etc.) aimed at organizing trainees' joint activities and communication. Results. The author has proposed a 56-hour-long training program "Psychology of the Commercial Organization Staff's Attitude Towards Money", which includes the following five training sessions: "The Concept of Money and Their Role in Commercial Organization Staff's Life", "The Impact of the Commercial Organization Staff's Organizational and Psychological Characteristics on Staffs' Attitudes towards Money", "The Commercial Organizations' Organizational and Psychological Characteristics that Affect Commercial Organization Staff's Attitudes towards Money", "Commercial Organizations' Monetary Policy: it Content and Organizational and Psychological Problems", "The Main Directions of Commercial Organizations' Monetary Policies." Conclusions. The proposed training program can be used for commercial organization staff's psychological training as well as in shaping and pursuing monetary policies of commercial organizations.
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Manzer, Kathryn. "French at the Post-Secondary Level: the CPF Perspective." Canadian Journal of Higher Education 19, no. 3 (December 31, 1989): 73–84. http://dx.doi.org/10.47678/cjhe.v19i3.183067.
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Canadian Parents for French is a national organization dedicated to promoting and creating opportunities for young Canadians to learn French as a second language. This article describes the organization's developing concern at the paucity of opportunities for anglophone students who are fluent in French to pursue bilingual education at the post-secondary level, the organization's role in focusing attention on this issue, and organizational policy as it evolved through regional and national conferences, surveys and reports.
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Sah, Raaj K. "Fallibility in Human Organizations and Political Systems." Journal of Economic Perspectives 5, no. 2 (May 1, 1991): 67–88. http://dx.doi.org/10.1257/jep.5.2.67.
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This paper presents a perspective on some organizational consequences of human fallibility. It may be easier to get a flavor of the relevant issues by examining the role of fallibility in specific settings, rather than through abstract arguments. So, in the next three sections, I consider several different settings: the question of diversification versus concentration of political authority, the managerial succession process in organizations, and the choice of ideas and projects (including innovation-oriented projects) in organizations. In the last section, I highlight some aspects of the approach underlying the analyses of human fallibility, in particular: the premises concerning an individual decisionmaker, the potential association between the motivation of an organization's employees and their fallibility, and the nature and the aims of the analysis of organizations.
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Ekhsan, Muhamad, and Dita Manisha Ratman Sari. "Peran Komitmen Organisasi sebagai Mediasi pada Pengaruh Talent Management terhadap Employee Retention." jesya 5, no. 2 (June 1, 2022): 1609–20. http://dx.doi.org/10.36778/jesya.v5i2.769.
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The purpose of the study is to test the effect between talent management on employee retention mediated by the organization's commitment. The study is deductive approaches and quantitative methods. The quantitative study uses 29 structured questionnaire items distributed to 80 employees in PT. Melu Bangun Wiweka (MBW) by using an probability sampling technique. As many as 80 surveys can be collected and used. And the analysis uses a software modelling SmartPLS 3.0. Discovery in this study has had a positive and significant impact between talent management on employee retention, talent management on organization’s commitment, and organization’s commitment on employee retention. To further mediation regarding the role of mediation the organization's commitment between variable talent management and employee retention shown by model boostrapping by using SmartPLS and findings, reveals that of the three hypothesis roles of organization’s commitment mediation there are significantly effects between variables and manage between those talent management variables and employee retention. Therefore, the company has set the stage for improving the talent managemen and organization’s commitment to increase of employee retention.
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Nur L. Fikriah, Ikhsan Maksum, T. Hani Handoko,. "Group Cohesiveness on Performance: Mediating Effect of Collective Organization Citizenship Behavior." Jurnal Manajemen 24, no. 3 (October 1, 2020): 443. http://dx.doi.org/10.24912/jm.v24i3.678.
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Organizational Citizenship Behavior towards Organizations (OCBO) concerning the organization's benefits in general and Organizational Citizenship Behavior towards Individuals (OCBI) concerning specific benefits obtained by individuals in the organization and contributes to the organization. The research aims to examine the role of mediating the collective organizational citizenship behavior on the influence of group cohesiveness on group performance based on social exchange theory and social identity theory. The object of research is working groups on the creative industries in Yogyakarta. The study used field settings and cross-sectional study designs. Research respondents were 39 working groups consisting of 300 group members and using the regression analysis technique as a research hypothesis testing technique. The results showed that collective organizational citizenship behavior (OCBO and OCBI) partially mediated the effect of group cohesiveness on group performance.
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Jin, Aiwei. "The Cooperation Path and Development Dilemma of Social Organizations Participating in Community Elderly Care Services: A Case Study of Y Social Organizations in Zhejiang Province." Academic Journal of Management and Social Sciences 3, no. 3 (July 20, 2023): 139–43. http://dx.doi.org/10.54097/ajmss.v3i3.11097.
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Based on the current national conditions of aging in China, this paper takes the study of Y social organization as the research object, explores the mode and path of Y social organization's correct participation in community elderly care service. It summarizes the value of Y organization's participation in community elderly care service, and the problems and difficulties faced in the development process, so as to further propose the optimization path and means. This research plays a positive role in the future development and improvement of Y organization and in the development of other social organizations.
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Buendia Giribaldi, Atilio Rodolfo, Miguel Antonio Rojas Quispe, Lucia Hiroko Tosso Pineda, Graciela Chela Quispe Gonzales, and Erika Mirella Gutierrez Sullca. "Impact of the industrial engineer in the management of organizations." Journal of Scientific and Technological Research Industrial 2, no. 1 (June 8, 2021): 14–17. http://dx.doi.org/10.47422/jstri.v2i1.12.
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The industrial engineer has a systemic perspective, this is oriented to decision making as part of his new managerial role, to face new challenges and organizational adversities, through the perception of problems that derive in new solution alternatives oriented to optimization. of results. The purpose of the industrial engineer is to avoid focusing the organization on partial solutions that do not satisfy the required solutions. As part of his organization's performance, he is able to make use of specialized methods and techniques of Industrial Engineering; however, the continuous improvement of Industrial Engineering has allowed a much broader development in terms of the engineer's participation in organizational decisions. This document presents different aspects that are analyzed to determine the impact of the role of the industrial engineer in the management of organizations as an agent of change in continuous change in search of process improvement and competitiveness.
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Slack, Trevor, and Bob Hinings. "Understanding Change in National Sport Organizations: An Integration of Theoretical Perspectives." Journal of Sport Management 6, no. 2 (May 1992): 114–32. http://dx.doi.org/10.1123/jsm.6.2.114.
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Increased interest in organizational change (i.e., shifts in an organization's structure, strategy, and processes) has led to considerable diversity in the theoretical approaches used to explain the phenomenon. This theoretical diversity has caused some scholars to suggest that a more complete understanding of organizational phenomena such as change is obtained when different theoretical perspectives are used in conjunction with one another. This paper examines a process of change that has been occurring in Canadian national sport organizations. Utilizing the theoretical approaches found in work on resource dependence theory, institutional theory, organizational culture, and the role of transformational leaders in managing change, the paper shows how these approaches explain different aspects of the change process. It also shows how a more complete understanding of change may be gained by using more than one theoretical perspective.
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Buys, Pieter. "Integrated Management Cybernetics as a Foundation for Organizational Resilience." Studia Universitatis Babeș-Bolyai Philosophia 66, no. 3 (December 5, 2021): 219–29. http://dx.doi.org/10.24193/subbphil.2021.3.10.
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The 4th Industrial Revolution introduced a highly automated and connected business environment. Nevertheless, many organizations are reeling in the wake of the speed and severity of the COVID-19 pandemic's impact, catching many unawares, and placing their sustainability in question. Given the connectedness promulgated by the 4th Industrial Revolution, one might expect organizational resilience to be a given - only time will tell whether this was the case. This article considers the concept of cybernetics as contributing to systems-thinking, which may enable resilience strategies to come to fruition. Cybernetics is a goal-driven approach in which constant feedback is analyzed and applied in correcting the current course. We reflect on the roots and principles of the cybernetic concept, developing it into a management cybernetics concept. We take a non-technological approach in acknowledging organizations as systems. Management theories such as stakeholder and stewardship theories are systems components that can play a crucial role in effectively communicating management information within the cybernetic loop. We conclude that an integrative and cooperative relationship with legitimate stakeholders can play an essential role in an organization's preparedness. Key terms: Business performance; management cybernetics; organizational sustainability; organizational resilience, turbulent events
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Koloka, Maria, and Eirini Papadaki. "Performing Arts Organizations' Communication Through Posters in Greece." International Journal of Semiotics and Visual Rhetoric 6, no. 1 (March 17, 2023): 1–16. http://dx.doi.org/10.4018/ijsvr.319802.
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This paper proposes an analysis of a sample of Greek cultural organizations' visual messages as polysemiotic, multimodal signs, in an attempt to examine the role of such messages for the communication strategy of cultural organizations. The sample constitutes visual messages from three Greek cultural organizations, each representing a different type of performing art. These organizations are Greek National Theatre, the National Opera of Greece, and the International Short Film Festival in Drama. All messages included in the study are messages promoting specific cultural events and, simultaneously, the organization as a brand. Through morphological and semiotic analysis of the respective messages of the selected organizations, a series of issues are going to be examined, including the way cultural organizations' messages are composed and projected, their relevance to the specific organization, and the impact of messages both in promoting a cultural event and the organization's brand, as well as maintaining and developing an organization's audience.
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Tamimi, Muhizan, Moh Badrut Tamam, and Sopiah. "The effect of organizational support on employee performance: A systematic literature review." Asian Journal of Economics and Business Management 2, no. 2 (May 21, 2023): 250–56. http://dx.doi.org/10.53402/ajebm.v2i2.337.
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Employees are essential assets for a company's business operations, and the organization's role as an overarching institution is essential to support them. This support is essential for motivating workers and determining the progress or decline of an organization's achievements. Organizational support is also important for determining the progress or decline of an organization's achievements. The purpose of this Systematic Literature Review is to compile studies published between 2018 and 2023 that examine the connection between organizational assistance and worker productivity. The influence of organizational support on employee performance was the subject of this systematic review and meta-analysis, which was prepared using the Preferred Reporting Item. Population, Intervention, Comparison, and Outcome techniques are used to get information from Google Scholar and Digital Reference Garba (Garuda). A total of 79 data points were filtered using data inclusion criteria, yielding a final score of 79. The research found that a favorable and substantial relationship existed between organizational support and performance in 26 out of 50 individual cases. Four items have a detrimental impact on performance significantly because of the assistance they get from their company. This study implies that Organizational support is seen as very important for the behavior of workers/employees. With organizational support, employees feel valued and valued by the organization.
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Bhattacharya, C. B., Hayagreeva Rao, and Mary Ann Glynn. "Understanding the Bond of Identification: An Investigation of its Correlates among Art Museum Members." Journal of Marketing 59, no. 4 (October 1995): 46–57. http://dx.doi.org/10.1177/002224299505900404.
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Identification is defined as the “perceived oneness with or belongingness to an organization” of which the person is a member. The authors propose that customers, in their role as members, identify with organizations. They use social identity theory to propose and test a model that relates members’ identification with the focal organization to (1) organizational and product characteristics, (2) members’ affiliation characteristics, and (3) members’ activity characteristics. Their empirical setting consists of the members of an art museum. Their survey findings show that members’ identification is positively related to perceived organizational prestige, donating activity, tenure of membership, visiting frequency, and confirmation of member expectations with the organization's services. However, members’ participation in similar organizations is negatively related to identification with the focal organization. The authors discuss how this study can be extended to other marketing contexts and how managers can use the notion of identification in implementing marketing strategies.
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Halsa, Disa, Hawignyo Hawignyo, and Didit Supriyadi. "Peranan Manajemen Sumber Daya Manusia dalam Organisasi." J-MAS (Jurnal Manajemen dan Sains) 7, no. 2 (October 26, 2022): 663. http://dx.doi.org/10.33087/jmas.v7i2.528.
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Human resource management is a process to solve every problem to support existing activities in an organization or company. Organizations and companies can survive the threats of change and time. This study explains that the role of Human Resource Management (HR) in an organization or company is to achieve organizational or business goals in an effective and efficient manner. Writing aims to determine the role of human resource management in the organization. The writing method uses the literature review method (library research). From the discussion it can be concluded that human resource management is managing human resources. Of all the resources in the organization, human resources are very important and very decisive. All the potential of human resources is very influential on the organization's efforts to achieve goals.
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Chung, Jee Yong, and Woojin Yoon. "Social Facets of Knowledge Creation: The Validation of Knowledge Assets." Social Behavior and Personality: an international journal 43, no. 5 (June 13, 2015): 815–27. http://dx.doi.org/10.2224/sbp.2015.43.5.815.
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In this study we discussed the construct validity of knowledge asset measurement models by focusing on the adequacy of theoretical content. The importance of an organization's role as a social community in creating knowledge assets has not been adequately addressed in existing organizational knowledge asset measurement models. This social aspect of an organization manifests itself in the knowledge conversion process through which various knowledge inputs are transformed into organizational knowledge assets. We suggested that, from the organizational learning and dynamic capability perspective, the construct of knowledge assets should cover the organization's learning capability, accumulated through social interaction within and outside the organizational boundary. In our proposed model, social capital provides an infrastructure for knowledge creation, and learning capability measured knowledge creation and exchange activities. Indicators of social capital and learning capability are suggested, and implications and limitations of this study are discussed.
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Rohman, Fatchur, Noermijati Noermijati, Mugiono Mugiono, and Mochamad Soelton. "The role of quality assurance in improving the distribution of organizational performance." Uncertain Supply Chain Management 11, no. 1 (2023): 237–48. http://dx.doi.org/10.5267/j.uscm.2022.10.003.
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The continuity of the organization was disrupted when the COVID-19 pandemic hit the world in early 2020, and many organizations were forced to adapt to emergencies. Programs that have been developed for the long term must be modified to suit the situation. This paper aims to evaluate the impact of the pandemic and analyze the ongoing impact of transformational leadership on the distribution of organizational performance mediated by organizational learning, total quality management and quality assurance, and altruism as moderating variables. The study was conducted by using Partial Least Square to analyze the behavior of the highest leadership of the Child Welfare Institution (CWI) of the Ministry of Social Affairs of the Republic of Indonesia, with a sample of 185 accredited institutions throughout Indonesia. The results of the study indicate that several factors affect the process of evaluating organizational performance. The LKSAs need to improve the quality of their organization's performance by following the requirements of the Ministry of Social Affairs consistently and continuously in implementing the fulfillment of the quality standards. The contribution of novelty in this study is that the total quality management variable is not able to improve organizational performance. The surprising finding is that the consistency of the distribution of total quality management implementation has no effect when the highest leadership is unable to carry out the sustainability of the standards that have been painstakingly prepared long before the pandemic occurred. However, the quality assurance can increase the distribution of organizational performance substantially.
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Hult, G. Tomas M., S. Tamer Cavusgil, Seyda Deligonul, Tunga Kiyak, and Katarina Lagerström. "What Drives Performance in Globally Focused Marketing Organizations? A Three-Country Study." Journal of International Marketing 15, no. 2 (June 2007): 58–85. http://dx.doi.org/10.1509/jimk.15.2.58.
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In marketing, compared with other organizational dimensions such as leadership, culture, structure, and processes, relatively scant attention has been devoted to the effect of strategy on firm performance, especially in the global context. Rapid globalization of markets, along with ever-increasing dynamic demands on the marketing organization, necessitates a new examination. This article reports on a study that examines the role of strategy and other organizational forces on the performance of globally focused marketing organizations headquartered in Norway, Sweden, and the United States. The general findings indicate that (1) the constructs of leadership, strategy, and culture precede the globally focused marketing organization's structure; (2) strategy precedes structure; and (3) organizational structure and processes influence marketing and financial performance. Many relationships appear to be consistent across countries, and some are uniquely tied to the home-country markets.
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Et. al., Ali Razzaq Al-Abedi,. "How the Organizational Envy Effects on Organization's Brilliance? The Moderating Role of Contextual Leadership Intelligence." Turkish Journal of Computer and Mathematics Education (TURCOMAT) 12, no. 4 (April 10, 2021): 665–73. http://dx.doi.org/10.17762/turcomat.v12i4.551.
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The present paper aims to identify the impact of organizational Envy on organizations' brilliance through the interactive role of intelligent contextual leadership in universities and private colleges in the province of Najaf. The approach was relied on (descriptive - exploratory), and the questionnaire was used as a measurement tool. The study population was the teaching bodies working in universities and private colleges in Najaf, who numbered (811) teaching staff. Whereas the research sample is (257) teachers, and several statistical programs (Smart PLS) (SPSS v.23) have been used to analyze the data and test the primary and sub-hypotheses emanating from it. The results show a significant effect of organizational Envy on organizations' brilliance through the intelligence of contextual leadership, and the results showed acceptance of most of the leading and sub-hypotheses emanating from it.
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Desivilya, Helena Syna, and Dalit Yassour-Borochowitz. "The Case of CheckpointWatch: A Study of Organizational Practices in a Women's Human Rights Organization." Organization Studies 29, no. 6 (June 2008): 887–908. http://dx.doi.org/10.1177/0170840608088708.
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The present study aims to discern the ways whereby gender-role perceptions and women's perspectives on political conflict and peace processes inform the organizational development process, reflected in organizational structure and processes. In order to achieve this we studied CheckpointWatch, a women's voluntary organization devoted to monitoring and reporting human rights violations of Palestinians crossing Israeli military checkpoints. The research is a qualitative study. Data gathering was designed to collect information from two sources: (1) interviews with key informants in the organization, and (2) documents transmitted over the organization's internal communications network. The findings illustrate the complexities involved in the organizational development processes of a women's peace and human rights organization, its vacillation between transition into a more formalized NGO and its holding on to the social movement organization, grassroots stage. The study also demonstrates the significance of feminist ideology with its embedded complexity and internal paradoxes, which infiltrates into organizational structure, operational processes and activities. Finally, this research highlights the fundamental role of the cultural and sociopolitical context in women's organizational practices. Overall, the study contributes to organization studies by shedding light on the intricacies of organizational dynamics in women's Peace and conflict resolution organizations.
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Smith, Denis, and Brian Toft. "Towards an organization with a memory: exploring the organizational generation of adverse events in health care." Health Services Management Research 18, no. 2 (May 1, 2005): 124–40. http://dx.doi.org/10.1258/0951484053723144.
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The role of organizational factors in the generation of adverse events, and the manner in which such factors can also inhibit an organization's abilities to learn, have become important agenda items within health care. The government report 'An organization with a memory' highlighted many of the problems facing health care and suggested changes that need to be made if the sector is to learn effective lessons and prevent adverse events from occurring. This paper seeks to examine some of these organizational factors in more detail and suggests issues that managers need to consider as part of their wider strategies for the prevention and management of risk. The paper sets out five core elements that are held to be of importance in shaping the manner in which the potential for risk is incubated within organizations. Although the paper focuses its attention on health care, the points made have validity across the public sector and into private sector organizations.
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Onyishi, Ike E., Kenneth Amaeshi, Fabian O. Ugwu, and Ibeawuchi K. Enwereuzor. "Going the Extra Mile Because My Organization Does: How Does Corporate Social Responsibility Influence Organizational Citizenship in Nigeria?" Management and Organization Review 16, no. 1 (January 10, 2020): 169–97. http://dx.doi.org/10.1017/mor.2019.44.
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ABSTRACTThere is a growing call to understand the influence of corporate social responsibility (CSR) on organizational outcomes, especially in developing economies. Given the strong link between organizational citizenship behavior (OCB) and organizational performance and survival, on one hand, and the constant need in the literature to understand their antecedents, on the other hand, this study adopts the social cognitive theory to examine the relationship between employees’ perceptions of their organizations’ engagement in CSR and their individual engagement in OCB in Nigeria. Based on the relevance of organizational learning culture to both CSR and OCB, the study further examines the mediating role of organizational learning culture in the relationship between employees’ perceptions of their organization's CSR engagement and their individual engagement in OCB. We tested these relationships in a sample of 254 employees drawn from banking, oil and gas, manufacturing and service industries. The results showed that there is a significant positive relationship between employees’ perceptions of their organizations’ engagement in CSR and their exhibition of OCB. This relationship is mediated by organizational learning culture. The implications of the results for CSR, especially in non-enabling institutional contexts, were discussed.
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Ubiparipović, Bogdan, Lazar Raković, Slobodan Marić, and Vuk Vuković. "Digital business agility." Ekonomika 69, no. 2 (2023): 75–86. http://dx.doi.org/10.5937/ekonomika2302075u.
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In the business environment, a high level of competitiveness is largely determined by technological development, hence the need for continuous adaptation of organizational strategies, often by digitally transforming the business models. Business agility, as the ability to identify and adapt to digital technologies in a timely manner, represents a successful response and plays a profound role in the organization's success. By analyzing recent literature, this paper examines the importance of digital business agility and how digital technologies themselves contribute to the development of comprehensive business agility. The paper describes the results of the research, which can serve as a strategic orientation for organizations on their journey to digital transformation and improved business agility
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Florea, Radu. "Change Management and the Role of Leadership in Facilitating Organizational Change in Corporate Takeovers." European Journal of Economics and Business Studies 4, no. 1 (April 30, 2016): 68. http://dx.doi.org/10.26417/ejes.v4i1.p68-72.
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Facilitating organizational change depends to a great extent on the ability of the management team to coordinate the amendments related to a recent merger with another organization or to the takeover of a medium-sized company by a multinational organization. Change management is one of the most discussed topics in the study of organizations; modern companies that are constantly subjected to significant changes in order to adapt to market requirements need a management capable of developing the capacity to solve atypical problems and improve performance across their enterprises. In this regard, change management is the organization's orientation towards continuous development to improve results. This paper focuses on explaining the managerial role in modern organizations through the conceptual definition of management and by defining the principal element in organizational implementation, namely leadership. An organization can be brought to a desired status - significantly different from the actual one- only through optimum management of the change process; change management can thus be represented as the process of adapting the organization to the requirements imposed by an outside entity - in this case, a multinational organization that requires a different set of rules and procedures. This can be achieved through the development of leadership skills in management, in order to facilitate the change process specific to any takeover or corporate merger. The paper seeks to circumscribe leadership as a central element in facilitating the transition of the organization by acquiring and retaining organizational commitment. The new directions of leadership research as a reference for conceptual change management is defined respectively as transformational leadership and transactional leadership (Riaz and Haider, 2010).
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Manhal, Mohammed Hussein, Abbas Al-khalidi, and Zaina Mustafa Mahmoud Hamad. "Strategic network: Managerial myopia point of view." Management Science Letters 13, no. 3 (2023): 211–18. http://dx.doi.org/10.5267/j.msl.2023.4.002.
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The strategic network of any organization plays a significant role in the industry. Therefore, companies must study the factors hindering the construction of this network. Companies need a strategic network of alliances and partnerships to complement each other and constitute a superpower that competitors cannot overcome. This study explores the size of obstacles posed by managerial myopia in weakening the ability of organizations to build their strategic network. Current paper tests the influential relationship between managerial myopia and the ability of organizations to build their strategic network in one of the most important institutions within the oil sector. Results show a negative impact of managerial short-sightedness on an organization's ability to build a successful strategic network that enables it to coexist within an atmosphere of competition. This study recommends that organizations adopt the concept of managerial hyperopia as a valuable tool for organizational success.
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Gritskevich, Olga V. "DIRECTIONS OF DEVELOPMENT OF ORGANIZATION’S INNOVATIVE POTENTIAL." Interexpo GEO-Siberia 8 (May 21, 2021): 168–75. http://dx.doi.org/10.33764/2618-981x-2021-8-168-175.
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To implement innovations, organizations need to form and develop innovative potential. The innovation potential of an organization includes the potential of material resources and intellectual potential. Taking into account the peculiarities of the influence of laws and principles of the organization on the innovation potential, it is possible to choose the directions of its development. The aim is to study formation principles of organization’s innovative potential, taking into account the influence of laws and principles of the organization, and to determine possible directions for its development. The objects of research are organizations engaged in the implementation of innovations. The subject of the study is the principles and directions of the development of innovative potential. In the course of the research, a number of theoretical methods were used: analysis and synthesis, observation, comparison, and abstraction. The peculiarities of the influence of the law and the principles of development on the innovation potential indicate that personnel, information, organizational and managerial potentials, play the main role. The development of the innovative potential of organizations using the scientific and technical component can be achieved by conducting research in the field of creating new materials, developing and modernizing production processes, solving resource-saving problems. Innovation potential contributes to the development of the organization's strategy. In this study, the theories of innovation potential and the objective laws of the organization were jointly considered.
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Miller, Frederick A. "Strategic Culture Change: The Door to Achieving High Performance and Inclusion." Public Personnel Management 27, no. 2 (June 1998): 151–60. http://dx.doi.org/10.1177/009102609802700203.
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Diversity is one of the most significant forces influencing organizational change in the 1990s. The number of diversity workshops, videos, journal articles, boardgames, handbooks and CD-ROMs testify to its significance. Many of these present diversity as a problem to overcome or manage. Few recognize diversity as a potential source of organizational effectiveness. This article presents diversity as a key resource to create a high performing work culture that enables all members of the organization to do their best work. I share some of the lessons learned in over twenty-five years experience consulting with public and private organizations in their quest to build inclusive, high performing work environments. The article distinguishes between diversity and inclusion, describes a model for diagnosing an organization's culture, sets forth steps for implementing organizational change, and discusses the human resource professional's role. These concepts grew out of my work with organizations such as Mobil Corporation, Dun & Bradstreet, Apple Computer and the Cities of Portland, Maine; Columbus, Indiana; and San Diego, California.
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Ang’ana, Gilbert A., and James M. Kilika. "Collaborative Leadership in an Organizational Context: A Research Agenda." Journal of Human Resource &Leadership 6, no. 1 (March 14, 2022): 48–71. http://dx.doi.org/10.53819/81018102t2050.
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Organizations not only exist to make a profit and be financially sustainable but also to make a difference and have a meaningful legacy using specific business models adopted. To achieve that outcome organizations must establish effective authority relationships to work together efficiently. This is what entails collaborative relationships and leadership. The literature on collaborative leadership despite having significant developments over the last two decades has been faulted. There have been vast perspectives from scholars with minimal consensus on what constitutes acceptable dimensions of collaborative leadership and how that fits in an organizational context. These misalignments have resulted in challenges to the full realization of the benefits of collaborative leadership as a result of its skewed implementation and application in an organizational context. The result is a lack of appreciation and belief by business practitioners and organization leaders on the implications of collaborative leadership application on their organization’s financial sustainability. This effect goes deeper in that organization leaders are not very clear on the impact of their organization's business model and their role in facilitating successful collaborative leadership. This conceptual paper aimed to bridge that gap by reviewing and integrating extant conceptual, theoretical, and empirical literature on collaborative leadership and present a case for the development of a new theoretical model suitable for the expansion of the current understanding of deployment of collaborative leadership in an organizational context. The paper reviewed 397 articles from various journals, which were searched through the google search engine. 132 articles were finally used in the development of this paper sieved by the year of publication from 2001-2021. The findings lead to the development of a proposed and integrated conceptual framework model linking collaborative leadership to financial sustainability as an organizational outcome while acknowledging the significance of the role played by the organization’s business model and top echelon support in the relationship. Several propositions are presented for consideration and validation through empirical work. The study calls on future research to consider the adoption of the proposed model in extending research on leadership to new frontiers. Keywords: Collaborative Leadership, Organizational Commitment, Business Model, Financial Sustainability, Authentic Relationships, Collaborative Context, Leader’s Behavior
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Istiqaroh, Choirum Rindah, Indrianawati Usman, and Dhyah Harjanti. "How Do Leaders Build Organizational Resilience? An Empirical Literature Review." Jurnal Manajemen Teori dan Terapan | Journal of Theory and Applied Management 15, no. 3 (December 17, 2022): 449–62. http://dx.doi.org/10.20473/jmtt.v15i3.37640.
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Objective: The purpose of this study is to compile a synthesis of the application of leadership in building organizational resilience, especially when the organization faces a crisis or difficulty. Design/Methods/Approach: The approach used is a literature review, with a systematic search from a database of scientific journals indexed by SCOPUS as an indexing organization for reputable research journals. Selected journals that match the theme will be reviewed and data synthesized. Findings: When the organization is down, leaders play various roles in building organizational resilience. The leader develops and disseminates the organization's vision, builds awareness, ensures the learning process runs, builds capability and adaptability, strengthens physiological capital, and builds an organizational culture and team resilience. These roles are doable by implementing the right leadership style and strategy, configuring resources, and building relationships and collaborations. Furthermore, this research also identified the stages of the process and their mechanisms. From the results of this study, there are several opportunities for future research. Originality: This research generates a literature review on building organizational resilience with a leadership perspective and its synthesis model. Practical/Policy implication (optional): This research provides a more comprehensive understanding of how resilience is fostered in organizations and best practices regarding the role of leaders in building organizational resilience.
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Maheshwari, Reena. "A study on the strategic role of the Organizational Culture." International Journal of Management and Development Studies 11, no. 06 (June 30, 2022): 14–23. http://dx.doi.org/10.53983/ijmds.v11n06.003.
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The association between organisational culture and organisational strategy is established by this study. It also aims to learn how a successful firm uses its culture as a survival tactic in order to endure uncertain economic times. Only pragmatist articles on organisational culture and strategy were reviewed for this work. Previous studies' authors characterised organisational culture as an organization's assumptions, beliefs, and values, whereas an organisational strategy is all about the steps an organisation takes to accomplish long-term objectives. These two notions are related and have proven successful for organisations, according to the literature. The review discovered that organisational culture and strategy are interwoven and that organisational strategy starts with a summary of the organization's beliefs, norms, and values. Because both serve the same aim, the study further proved that organisational culture may be viewed as an organisational strategy. The study's findings demonstrate that organisational culture is a distinct organisational growth approach in and of itself. The findings imply that maintaining an organization's culture is a tactic used to outperform rival companies.
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Azmy, Ahmad. "Pengembangan Kompetensi Sumber Daya Manusia untuk Mencapai Career Ready Professional di Universitas Tanri Abeng." Binus Business Review 6, no. 2 (August 31, 2015): 220. http://dx.doi.org/10.21512/bbr.v6i2.971.
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This article discusses the development of competence in achieving organizational goals. This research discusses how the competence development of human resources in achieving the organization's motto, that is Career Ready Proffesional in Tanri Abeng University. This research objective is to analyze the organization's role in developing the human resource competencies in achieving organizational goals. The method used is descriptive. This research compared the theories related to the topic of research with applications that have been carried out and reinforced by previous studies. The results showed that development of human resource competencies needs to be done in achieving organizational goals. Organizational development and change must be done simultaneously and measured the results within a certain time. Both processes require competencies that are required by all members of the organization. Increased competence can be done by providing the process of knowledge transfer between members of the organization. The key of success is the commitment and communication.