To see the other types of publications on this topic, follow the link: Digitalisation, Leadership, Management, Organisation.
Journal articles on the topic 'Digitalisation, Leadership, Management, Organisation'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Digitalisation, Leadership, Management, Organisation.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Auvinen, Tommi, Pasi Sajasalo, Teppo Sintonen, Kaisa Pekkala, Tuomo Takala, and Vilma Luoma-aho. "Evolution of strategy narration and leadership work in the digital era." Leadership 15, no. 2 (February 6, 2019): 205–25. http://dx.doi.org/10.1177/1742715019826426.
Full textAbstract:
This paper examines the evolution of strategy narration, contributing to ongoing discussions in this field. Our empirical data, gathered from a large Finnish co-operative bank, cover three decades. According to our findings, digitalisation has brought about an epoch change in strategy narration, as top management has strongly adopted digital media in their leadership work, which has replaced ‘traditional’ face-to-face strategy meetings and public presentations by gatherings on digital platforms, including webcasting, intranet and Skype. This has brought about a leadership vacuum, and left organisational members long for their superiors to ‘exercise’ some traditional leadership practices, such as caring and presence, both calling for face-to-face interaction. Thus, leadership roles, in terms of human-to-human interaction, seem to still be desired, and digitalisation has not entirely replaced the importance of the presence of an embodied leader. In our data, the leaders did not resort to intentional fabrication of alternative facts in the post-truth sense, but rather fantasising in the sense that strategising always involves fictional narration without a reference to historical facts as it relates to forthcoming events. Due to this, the post-truth framework of alternative facts and intentional truth bending does not entirely fit in describing strategy narration in business context. However, increasingly digital plurivocal narration with several participants is likely to result in multiple organisational ‘truths’. Therefore, dealing with such ambiguity and the exercise of leadership power requires leaders’ awareness of the flux of quickly evolving digital organisational storytelling.
2
Dold, Luzian, and Christian Speck. "Resolving the productivity paradox of digitalised production." International Journal of Production Management and Engineering 9, no. 2 (July 28, 2021): 65. http://dx.doi.org/10.4995/ijpme.2021.15058.
Full textAbstract:
Although Industry 4.0 and other initiatives predict widespread adoption of digitalised technology on the factory floor, few companies use new digitalised production technology holistically in their ecosystems; in practical implementation, companies often decide against digitalisation for financial reasons. This is due to a paradox (akin to the so called “productivity paradox”) caused by the complexity of value creation and value delivery within digitalised production. This article analyses and synthesises cross-disciplinary research using a grounded theory model, thus offering valuable insights for businesses considering investing in digitalised production. A qualitative model and an associated toolbox (complete with tools for practical application by business leaders and decision-makers) are presented to address organisational uncertainty and leadership disconnect that often contribute to the paradoxical gap between digital strategy and operational implementation.
3
Bircher, Johannes. "Meikirch model: new definition of health as hypothesis to fundamentally improve healthcare delivery." Integrated Healthcare Journal 2, no. 1 (October 2020): e000046. http://dx.doi.org/10.1136/ihj-2020-000046.
Full textAbstract:
The unrelenting rise in healthcare costs over the past 50 years has caused policymakers to respond. Their reactions have led to a gradual economic transformation of medicine. As a result, detailed billing, quality controls, financial incentives, savings targets and digitalisation are now putting increasing pressures on the nursing and medical staff. In addition, the humanity of care of the patient–doctor and/or patient–nurse interactions has been cast aside to a great extent. Therefore, the immaterial side of care has been neglected or even removed from these relationships. These changes are now perceived as intolerable by most health workers and patients. Yet healthcare costs are still rising. This paper presents a hypothesis that should enable healthcare systems to respond more effectively. It proposes the introduction of the Meikirch model, a new comprehensive definition of health. The Meikirch model takes human nature fully into account, including health and disease. The inclusion of the individual potentials, the social surroundings and the natural environment leads to the concept of health as a complex adaptive system (CAS). Care for such a definition of health requires medical organisations to change from top–down management to bottom–up leadership. Such innovations are now mature and ready for implementation. They require a long-term investment, a comprehensive approach to patient care and new qualifications for leadership. The Meikirch model reads: ‘To be healthy a human individual must be able to satisfy the demands of life. For this purpose, each person disposes of a biologically given and a personally acquired potential, both of which are closely related to the social surroundings and the natural environment. The resulting CAS enables the individual to unfold a personal identity and to develop it further until death. Healthcare has the purpose to empower each individual to fully realize optimal health’.This hypothesis postulates that the new definition of health will further develop healthcare systems in such a way that better health results at lower costs.
4
Martinez, Felipe. "Process excellence the key for digitalisation." Business Process Management Journal 25, no. 7 (October 14, 2019): 1716–33. http://dx.doi.org/10.1108/bpmj-08-2018-0237.
Full textAbstract:
Purpose The new digital era brings several opportunities and challenges that accelerate the need to implement digital solutions in organisations. This speed of change creates many questions, but unfortunately, references cases to answer them or general guidelines to succeed are still rare. Therefore, the purpose of this paper is to present four cases that illustrate the procedure followed by companies to introduce digital elements in their operations (automotive industry supplier, toy industry, catering company and circuit trainings company). Each case offers inspiration and knowledge about the procedure to introduce digital elements and facilitates the proposal of a general procedure that aims to become guidance for practitioners. Design/methodology/approach The research implements comparative analysis in a multi-case design. It sensitises the concept of “digitalisation path” as a research instrument. Projects documentation and informal conversational interviews allow the researchers to describe each organisation and their digitalisation path. The interviewees review, enhance and approve the cases. Furthermore, the research compares the paths and summarises the findings into a digitalisation path model that explains the digitalisation of these organisations and it serves as a guide for other organisations. Findings The digitalisation paths evidence the necessity of business process management to develop digitalisation. Technology is not the goal, but the instrument and process excellence is the driver to introduce new technologies in the operations. Furthermore, the four organisations share a similar pattern and activities within their digitalisation paths. Research limitations/implications The multi-case methodology lacks generalisation, but it provides detail over the digitalisation paths. Practical implications The paper presents a guideline for practitioners to introduce digital elements in the organisation. Originality/value The paper presents a practical perspective to introduce digitalisation in organisations, which is currently rare in literature.
5
Maskun, Roozita, and Norzanah Matt Nor. "Digitalisation Success in Learning Organisation: Preliminary Outlook." Social and Management Research Journal 15, no. 2 (December 3, 2018): 133. http://dx.doi.org/10.24191/smrj.v15i2.5004.
Full textAbstract:
he use of digital information tools in our daily life, demands technicalcompetencies to navigate through digital information successfully. Everylearning organisation today, facing a lot of challenges to keep theirinstitutions going, increasing in growth and sustainable effectively in amodest world. Knowledge is the main resource and the important essencein any of learning organisations. Knowledge management nowadays ispractically accessible through digital tools. The need on which digitalcompetency level and resources availability, are the key factors ondigitalisation success process. This only a concept paper, hence the purposeof this paper is to reveal that in a learning organisation, the digitalisationprocess maybe success with the help of technology, resources and thecompetences of the users. The concept is developed by an extensive literaturereview of on digitalisation and analysis of different knowledge sources ina learning organisation. The key concept can be used by practitioners indeveloping a learning organisation to guide them to choose a sufficientsubset of tools that covers the digitalisation processes to ensure that noprocess is overlooked. The result of successful digitalisation is an interestingarea for further research. However, the current view on value underlies init offering practitioners in giving at least a starting point. The paper can beused by educational organisations to guide on successful in digitalisationprocess effectively and efficiently. The paper addresses some of the socialelements related to successful in learning organisations. However, it is more technically targeted. Researchers have analysed that holistic overview andthe effect of digital competence towards the successful of digitalisationprocess. Furthermore, limited research addresses the successful ofdigitalisation process because of the constrains in resources.
6
Betti, Nathanaël, Gerrit Sarens, and Ingrid Poncin. "Effects of digitalisation of organisations on internal audit activities and practices." Managerial Auditing Journal 36, no. 6 (August 16, 2021): 872–88. http://dx.doi.org/10.1108/maj-08-2020-2792.
Full textAbstract:
Purpose This paper aims to investigate how the internal audit function (IAF) modifies its activities and practices in relation to the digitalisation the organisation. This paper specifically examines the use of data analytics and the performance of consulting activities by internal auditors. Design/methodology/approach This paper is based on a survey conducted with 82 chief audit executives based in the USA and members of the institute of internal auditors. Findings Results indicate a positive relation between the organisation’s level of digitalisation and the use of data analytics by internal auditors during their missions. Results also indicate that the organisation’s level of digitalisation has an indirect effect on the proportion of the internal audit planning dedicated to consulting activities. Specifically, the use of data analytics mediates the relationship between the organisation’s level of digitalisation and the proportion of the internal audit planning dedicated to consulting activities. Research limitations/implications This research was conducted amongst internal auditors based in the US Future research could investigate the insights of other internal audit stakeholders and investigate different legal contexts. Practical implications Results show that digitalisation increases the use of data analytics by internal auditors and the performance of consulting activities. The results, therefore, highlight the importance of these two aspects for the IAF to continue to bring value to organisations. Originality/value This research provides more insights on internal audit working practices. The digitalisation of the organisation leads the IAF to use more data analytics and perform more consulting activities.
7
Umans, Timurs, Martin Kockum, Elin Nilsson, and Sofie Lindberg. "Digitalisation in the banking industry and workers subjective well-being." International Journal of Workplace Health Management 11, no. 6 (December 3, 2018): 411–23. http://dx.doi.org/10.1108/ijwhm-05-2018-0069.
Full textAbstract:
Purpose The purpose of this paper is to explore how bankers perceive digitalisation relating to their subjective well-being. The paper seeks to further explore how this relation is contingent on the aspect of structural organisation represented by the concept of individualist/collectivist organisational culture. Design/methodology/approach The study is based on the survey distributed to employees of 18 bank offices in the south of Sweden, which 161 employees answered. The analysis of the data was performed by descriptive statistics, principle component analysis, Pearson correlations, multiple linear and moderating multiple linear regression analyses. Findings The study indicates that bankers’ experience digitalisation as a four-faceted construct: a tool for information management, and work optimisation, customer relation management and as a change agent. The study suggests that the use of digital tools for work optimisation has a positive relation to the work- related dimensions of subjective well-being as well as a spillover effect on the life balance and life satisfaction dimensions. It also indicates that the information management dimension has a positive relation to the life satisfaction aspect of subjective well-being. Finally, the study found that increasing the degree of collectivist organisation culture has a positive moderating effect on the relation between the use of digital tools for work optimisation and life balance and subjective well-being, respectively. Originality/value The study reveals a new way of operationalising digitalisation in banks and is the first study of its type to explore the relationship between digitalisation different facets and banker subjective well-being.
8
Piasna, Agnieszka, and Jan Drahokoupil. "Gender inequalities in the new world of work." Transfer: European Review of Labour and Research 23, no. 3 (June 29, 2017): 313–32. http://dx.doi.org/10.1177/1024258917713839.
Full textAbstract:
Digitalisation, automation and technological change have brought about shifts in the occupational structure, the place and the timing of work, and career patterns, putting a further strain on the standard employment relationship. In the recent research on digitalisation, scant attention has however been paid to the gender impact of these changes. This article addresses this gap by developing a gender perspective on digitalisation, considering how these developments interact with existing social inequalities and gender segregation patterns in the labour market. We identify two broad areas in which digitalisation has thus far had a pronounced effect on employment: the structure of employment (including occupational change and the task content of jobs) and forms of work (including employment relationships and work organisation). We find that, despite the profound changes in the labour market, traditional gender inequalities continue to reassert themselves on many dimensions. With standard employment declining in significance, the policy challenge is to include new forms of work in effective labour protection frameworks that promote equal access of women and men to quality jobs and their equal treatment at work.
9
Chetiya, Anuradha R., and Kalpana Sharma. "Organisation, Management and Leadership for Six Sigma Approach." BULMIM Journal of Management and Research 1, no. 1 (2016): 47. http://dx.doi.org/10.5958/2455-3298.2016.00005.2.
Full text
10
Socha, Robert. "Leadership, management or command of a hierarchical organisation ?" ASEJ Scientific Journal of Bielsko-Biala School of Finance and Law 23, no. 3 (October 10, 2019): 59–62. http://dx.doi.org/10.5604/01.3001.0013.6547.
Full textAbstract:
Praxeology has accounted for a significant amount factors and information into the field of people’s leadership through scientific and management sections. The terms that constitute the Praxeology language have become universal in the management environment of practitioners and theorists. In the Polish thought devoted to scientific foundations of management, among others, praxeological definition of an organisation by T. Kotarbiński, has become universal. The organisation is an open and operating social system, which consists of people who perform in it specified functions and activities and who by means of carefully selected resources and methods are able to perform assigned tasks. Organisations are characterized by a specific structure in which hierarchical arrangement and structure can be separated. Therefore, is there in a such hierarchical organization leadership, management or command?
11
Bomsel, Olivier, and Gilles Le Blanc. "Digitalisation, innovation, and industrial organisation: the pivotal case of the auto industry." International Journal of Electronic Business 2, no. 2 (2004): 193. http://dx.doi.org/10.1504/ijeb.2004.005026.
Full text
12
Nagy, Judit, Zsófia Jámbor, and Anna Freund. "Digitalisation in the Food Industry – Case Studies on the Effects of IT and Technological Development on Companies." Agris on-line Papers in Economics and Informatics 12, no. 4 (December 30, 2020): 77–92. http://dx.doi.org/10.7160/aol.2020.120406.
Full textAbstract:
In recent decades as a result of the development of information and communication technologies (ICT) and the Internet, we have witnessed major changes in companies. The ICT support of the processes is becoming more and more extensive and comprehensive, which enables the realization of digitalisation. The interconnection of processes, machines, people in a single network makes another level of optimisation available. The changes turned up by digitalisation are not only technological, but they also have an impact on the company's organisation and strategy. Our study aims to create an analytical framework and map the opportunities that digitalisation promises in the food industry and the organisational changes that ICT and technological development bring, with special emphasis on the impact on strategy, employees, and corporate culture. Our results show that companies are not consciously engaged in digitalisation yet, but they exploit their opportunities and make improvements in this sense. Adaptation of digital solutions is often forced by the labour shortage, the pressure to achieve higher efficiency and thus to remain competitive and to service the growth strategy.
13
Craig, Ian. "Whatever happened to educational management? The case for reinstatement." Management in Education 35, no. 1 (October 7, 2020): 52–57. http://dx.doi.org/10.1177/0892020620962813.
Full textAbstract:
‘Leadership’ has now become one of the most over-used terms in school organisation, so much so that it is now difficult to find mentions of ‘management’ and ‘administration’ in school organisation literature. Papers published in Educational Management, Administration and Leadership and Management in Education over the last few years confirm this view. This article argues that although there is a significant overlap between them, leadership, management and administration are different from each other and this should be recognised when talking and writing about school organisation and development, with not all three being subsumed under the banner of ‘leadership’. In particular, the article argues for the re-establishment of management as a major element in the development and training of heads and prospective heads of schools and colleges.
14
Luo, Ming, NASRA Alhabsi, and Saad Zighan. "A systematic literature review exploring the impact of digitalisation on leadership towards a new style of leadership." International Journal of Business Innovation and Research 1, no. 1 (2020): 1. http://dx.doi.org/10.1504/ijbir.2020.10034308.
Full text
15
Gimet, Paul, and Corinne Grenier. "Gouvernance et leadership d’une méta-organisation innovante." Revue Française de Gestion 44, no. 273 (May 2018): 11–27. http://dx.doi.org/10.3166/rfg.2018.00222.
Full text
16
Delić, Milan, Terje Slåtten, Bojana Milić, Uglješa Marjanović, and Srđan Vulanović. "Fostering learning organisation in transitional economy – the role of authentic leadership and employee affective commitment." International Journal of Quality and Service Sciences 9, no. 3/4 (September 18, 2017): 441–55. http://dx.doi.org/10.1108/ijqss-02-2017-0012.
Full textAbstract:
Purpose The aim of this study is to examine how and in what way authentic leadership and affective employee commitment foster the learning organisation in the context of transitional market conditions. Acting as role factors, their relationships with the learning organisation were examined simultaneously, at leadership and employee level. Design/methodology/approach The study was conducted on a sample of 500 employees from various industries of Serbian transitional economy. For the research purposes, structural equation modeling (SEM) methodology was used. Findings The findings reveal that authentic leadership and employee commitment both play an important role. Specifically, authentic leadership directly and indirectly affects the learning organisation. The indirect effect is partially mediated by the employee affective commitment. Research limitations/implications The focus of this study is limited to the role of authentic leadership in fostering the learning organisation. Apart from leadership and employee commitment, it might be assumed that other variables have the potential to play a role in fostering the learning organisation as well. Originality value To the best of the authors’ knowledge, no previous study has focused on authentic leadership and employee commitment as an “enabling-mechanism” in fostering learning organisations in the context of transitional economies. Consequently, this paper provides theoretical and practical implications on how and in what way they impact a learning organisation by empirically studying them in the context of transitional market conditions.
17
Dormann, Markus, Stefan Hinz, and Eveline Wittmann. "Improving school administration through information technology? How digitalisation changes the bureaucratic features of public school administration." Educational Management Administration & Leadership 47, no. 2 (October 25, 2017): 275–90. http://dx.doi.org/10.1177/1741143217732793.
Full textAbstract:
Digital media and digital data processing have substantially influenced public institutions in recent years and changed their efficiency, effectiveness and organisational set-up (nature of organisations). Based on Fountain’s Technology Enactment Framework (TEF), this paper argues that, firstly, in a circular process, digital requirements transform the bureaucratic features of school organisation, and that the effects of digital technologies on the performance and efficiency of schools as bureaucratic organisations are ambivalent. We use interview data from a sample of 51% of the head teachers of vocational school centres in the jurisdiction of Bavaria in order to substantiate these assumptions by means of structured qualitative analysis. Email technology seems particularly significant from a quantitative perspective. Indications for the transformative nature of objective digital technologies with regard to the school bureaucracies can be found for all bureaucratic categories under consideration in this analysis, particularly for the feature ‘standardisation’. The examples presented here seem to highlight that gains in efficiency or reductions of losses in efficiency caused by digitalisation are mostly caused by the concrete use of digital technology within the respective school organisation.
18
AlHammadi, Fatima. "Leadership transformation in academic organisation: A case study." New Trends and Issues Proceedings on Humanities and Social Sciences 4, no. 8 (January 2, 2018): 08–20. http://dx.doi.org/10.18844/prosoc.v4i8.2957.
Full textAbstract:
The Higher Colleges of Technology (HCT) in the United Arab Emirates (UAE) is seeking to revolutionise its academic operations. HCT has 17 campuses across the UAE, creating both opportunities and challenges for management. The organisation needs to identify and implement an effective and efficient management structure and process to realise its new vision, HCT 2.0. HCT has developed a strategic plan 2017–2022, where it is implementing the corporate approach in an academic institution. This approach imposes 320 key performance indicators and 23 strategic initiatives to achieve the HCT 2.0 vision and mission. The key target of HCT 2.0 is to achieve 100% employment for its graduates by 2022. The management has solicited all stakeholders’ input in the transformation processes, to ensure alignment of its operations with the new paradigm. This paper demonstrates the transformation process and its impact at the leadership level. Keywords: Leadership, organisational transformation, HCT 2.0, change management
19
Lemmetty, Soila, and Kaija Collin. "Moment of dialogic leadership in Finnish IT organisation." Industrial and Commercial Training 52, no. 3 (August 3, 2020): 195–207. http://dx.doi.org/10.1108/ict-01-2020-0007.
Full textAbstract:
Purpose The purpose of this study is to describe the construction of leadership through authentic dialogues at work and leaders’ actions as contributors to dialogic leadership. Design/methodology/approach The authors collected the data by recording the organisation’s meetings and discussions and used content analysis of dialogic leadership and typifying of critical moments as analytical methods. Findings On the basis of the findings, this paper suggests that dialogic leadership begins with a startup critical moment and progresses through the different positions by manager and employees through democratic interaction. Individual and collective level learning of participants and the formation of new knowledge were used in decision- or conclusion-making. The manager promoted the construction of dialogic leadership in conversation by creating important critical moments, which enabled a dialogue to start or contributed to already ongoing dialogue. Originality/value The study proposes concrete actions that can be applied in working life. This study provides a new understanding of the leader’s activities in promoting dialogue.
20
Ziółkowska, Bogusława. "Management of ICT Implementations in Enterprises in Poland." Journal of WEI Business and Economics 8 (July 1, 2019): 61–75. http://dx.doi.org/10.36739/jweibe.2019.v8.i1.4.
Full textAbstract:
In order to develop and be competitive, modern enterprises, which function in an environment that is globalised, dynamic and subject to strong digitalisation pressure, need to implement information technologies in a way that will allow them, as they achieve further levels of virtualisation, to maintain, and even enhance, their ability to create value added. As business activity is moved to a space shaped by computers and IT networks and distance communication tools and forms are developed, the importance of establishing contacts and relations in the organisation and execution of value-creation business processes increases. Digitalisation of the economy and society is one of the most dynamic changes of our times, opening up new opportunities to create business models, while bringing uncertainty and various threats connected, among other things, with social consequences of the automation of production processes and security in a broad sense. The aim of the presentation is to indicate areas of activity in which information technologies are most often implemented in enterprises in Poland as well as managers' strategic approach to this problem in the face of digital transformation. The paper presents the level of Polish enterprises’ engagement in the process of digital transformation and shows how the progress in terms of implementation of modern ICT in the aspect of customer contacts, managing and executing contacts with suppliers and recipients and resource configuration, impacts the effectiveness of the enterprises surveyed.
21
Antonacopoulou, Elena P., Christian Moldjord, Trygve J. Steiro, and Christina Stokkeland. "The New Learning Organisation." Learning Organization 26, no. 3 (April 8, 2019): 304–18. http://dx.doi.org/10.1108/tlo-10-2018-0159.
Full textAbstract:
Purpose This paper aims to revive the old idea of the Learning Organisation by providing a fresh conceptualisation and illustration. The New Learning Organisation is conceptualised, focussing on the common good through responsible action. It is positioned as responding to the VUCA (Volatility, Uncertainty, Complexity and Ambiguity, Bennett and Lemoine, 2014) conditions with a VUCA approach to Learning Leadership fostering Institutional Reflexivity and High Agility Organising . Design/methodology/approach The paper presents a new organisational learning framework – the 8As – Sensuous Organisational Learning framework. It illustrates the operationalisation of this framework in PART II through the educational practices and learning culture of the Norwegian Defence University College, Royal Norwegian Air Force Academy’s (RNoAFA) approach to growing (Military) leaders. Findings The Sensuous Organisational Learning – 8As – framework illustrates how attentiveness, alertness, awareness, appreciation, anticipation, alignment, activation and agility form an integral part of the New Learning Organisation. Their unique contribution as aspect of a Sensuous Organisational Learning framework is that they explicate how the three principles of Institutional Reflexivity, High Agility Organising and Learning Leadership can be operationalised to serve the common good. Research limitations/implications The paper presents a novel way of reviving the Learning Organisation beyond an ideology as a practical approach to responding to VUCA conditions. It introduces a new learning theory and injects a fresh perspective in our understanding of the role and impact of learning in the workplace. Practical implications By focussing on Learning Leadership practices that extend previous Organisational Learning frameworks, The New Learning Organisation promoted here focuses on responsible action to serve the common good through Institutional Reflexivity and High Agility Organising. Social implications By focussing on how the common good can be better served, the New Learning Organisation becomes a mantra for social change to identify the higher purpose that social actions must serve. Originality/value The need for fresh contributions in the Organisational Learning debate is long overdue. This paper marks a new chapter in Organisational Learning research and practice by demonstrating the value of sensousness as a foundation for improving the practical judgements across professional practices.
22
Maduka, Nnamdi Stanley, Helen Edwards, David Greenwood, Allan Osborne, and Solomon Olusola Babatunde. "Analysis of competencies for effective virtual team leadership in building successful organisations." Benchmarking: An International Journal 25, no. 2 (March 5, 2018): 696–712. http://dx.doi.org/10.1108/bij-08-2016-0124.
Full textAbstract:
Purpose Global competition and advances in technology have enhanced the growing trend of virtual teams in order to execute business strategies. Thus, understanding the competencies needed for virtual leadership effectiveness is essential and vital to organisational success. The purpose of this paper is to identify and analyse the required competencies for virtual team leadership and its effectiveness in an organisation. Design/methodology/approach The study adopted case study methodology to undertake an exploratory study of a manufacturing organisation. Using a questionnaire that was designed following a focussed literature review to identify the specific virtual leadership competencies, structured interviews were conducted face-to-face with 14 respondents from two major virtual team groups. The interviews were designed to elucidate the opinions and perceptions of virtual team members with respect to selected characteristics of their virtual team leaders (VTLs). The responses obtained were analysed using descriptive statistics and thematic analysis. Findings The study identified the competencies required for effective leadership in virtual teams in order to achieve the organisational project success. The performance of the two VTLs in the organisation was then assessed in the light of these identified competencies. The study also identified transformational leaders as important to be considered when selecting VTLs because they are known to achieve high-performing team. However, the study found that considering the virtual leadership competencies, the two VTLs were found to have not, on the whole, performed well because they are lacking in some of the leadership competencies required for effective leadership in a virtual team and this has led to their organisation not achieving the required success in virtual teams. Practical implications The study has implications for organisations’ virtual team project leaders. The identification of specific leadership competencies for virtual team leadership will enable organisations to be more informed when looking for effective leaders in their virtual teams in order to achieve high-performing virtual teams, which will lead to organisational growth and success. The study is expected to enhance the success rate of any typical organisation using virtual teams. Originality/value The study would be highly beneficial to both the potential and current stakeholder organisations considering virtual teams to execute business strategies. This study has also added to the body of knowledge by further exploring the leadership competencies needed for virtual teams.
23
Johnson, James R. "Embracing change: a leadership model for the learning organisation." International Journal of Training and Development 2, no. 2 (June 1998): 141–50. http://dx.doi.org/10.1111/1468-2419.00042.
Full text
24
Silvestri, Marisa. "Visions of the Future: The Role of Senior Policewomen as Agents of Change." International Journal of Police Science & Management 1, no. 2 (May 1998): 148–61. http://dx.doi.org/10.1177/146135579900100205.
Full textAbstract:
Despite the plethora of research in policing, the majority of studies have focused almost exclusively on the lowest levels of the organisation and have paid little attention to gender issues. Very little is known about those involved in management and leadership in policing, even less is known about the ways in which management and leadership in the police organisation are gendered. As women move forwards and upwards in organisations, the tension between organisations and leadership as mediated by gender has become an increasingly topical area of study. This paper aims to explore and draw together some of the concerns with leadership and gender which are being raised during debates about new directions, functions and structures within organisations, and applies them to the police organisation. It proposes that empirical work be carried out to ascertain the role that senior policewomen play in organisational change, that is, to bring into focus the extent to which women in leadership positions in policing are and can become agents of change.
25
E Alam Afridi, Fakhr. "Reconceptualising Self-leadership and Management Style within the Organization." Revista Científica del Amazonas 4, no. 7 (May 7, 2021): 53–60. http://dx.doi.org/10.34069/ra/2021.7.05.
Full textAbstract:
Urge of self-leadership has become ubiquitous. Self-leadership strategies hasemerged to help individual, of which, when, effectively practiced, can lead to the path of rewarding performance and self-motivation. This study discussesthe importance of management style introduced within the organisation and its ability to demonstrateeffective self-leadership with the aim to organization objective achievement by taking the motivation of individual’s into consideration as an important factor, which could be beneficial to the organization to gaining a strong position in this modern competitive business world.
26
Shehabat, Issa Mahmoud. "Integration Between Knowledge Management and Total Quality Management in Jordanian Universities: Empirical Study." International Journal of Knowledge and Systems Science 8, no. 2 (April 2017): 43–63. http://dx.doi.org/10.4018/ijkss.2017040104.
Full textAbstract:
Knowledge management is important and necessary for the survival of an organisation and its superiority. It can be integrated into the philosophy of total quality management to play a role in the development of the basis of performance of modern organisations. It can be strengthened to achieve its strategic objectives. The total quality management philosophy seeks to achieve customer satisfaction through the commitment of the leadership of an organisation and its workers by a process of continuous improvement of the quality of performance in various aspects of an organisation. This study aims to identify the integration between knowledge management and total quality management, when applied to public Jordanian universities as a sample for the study, and to follow the descriptive analytical method research style. The online questionnaire responses were statistically analysed. The study found the presence of integrity and a strong correlation between knowledge management and total quality management.
27
de la Calle, Alberto, Inmaculada Freije, and Aitor Oyarbide. "Digital Product–Service Innovation and Sustainability: A Multiple-Case Study in the Capital Goods Industry." Sustainability 13, no. 11 (June 3, 2021): 6342. http://dx.doi.org/10.3390/su13116342.
Full textAbstract:
Digitalisation, servitisation, and sustainability are keywords for the current and future development of the manufacturing industry. However, their interaction in the context of an organisation and its supply chain is unclear. This study examines how digital product–service innovation (PSI) or digital servitisation affects sustainability, considering the triple bottom line perspective, as well as identifies the underlying causes. Moreover, this study analyses the role played by supply-chain strategic collaboration, both internal and external to the company, in digital PSI and sustainability. Using a multiple-case study methodology and B2B market perspective, four companies belonging to the capital goods industry were analysed. Our findings indicate that digitalisation is leveraging both basic and advanced services in their impact on economic and environmental sustainability dimensions, while the results are limited in social sustainability. In addition, supply-chain integration is relevant for digital PSI. Internal integration is required for both basic and advanced services, while external integration is especially important in advanced services. We conclude by emphasising that companies should acquire digital capabilities to develop defensive and offensive business strategies that ultimately affect sustainability.
28
Coulson‐Thomas, Colin. "“New leadership” and creating the high performance organisation: part 2." Industrial and Commercial Training 45, no. 2 (March 8, 2013): 92–98. http://dx.doi.org/10.1108/00197851311309534.
Full text
29
McClelland, R. J. "Management and leadership training: the need for an educational strategy." Psychiatric Bulletin 15, no. 12 (December 1991): 745–46. http://dx.doi.org/10.1192/pb.15.12.745.
Full textAbstract:
It is increasingly recognised that effectiveness and efficiency of health care delivery depends on sound clinical leadership. Few would now disagree that if doctors are to carry out their clinical and management roles effectively within the NHS they must have a full appreciation of the organisation within which they work and possess the necessary management and leadership skills. Good management is an integral part of good clinical practice.
30
Anne Loewenberger, Pauline, Mark Newton, and Kylie Wick. "Developing creative leadership in a public sector organisation." International Journal of Public Sector Management 27, no. 3 (April 8, 2014): 190–200. http://dx.doi.org/10.1108/ijpsm-11-2012-0152.
Full textAbstract:
Purpose – This paper aims to demonstrate the effective development of creative and innovative capability in a rigid bureaucratic public sector environment of an area of the British Transport Police, championed by the Area Commander and informed by extant literature. Design/methodology/approach – The focus is on an intervention that addressed two related issues suggested by extant literature, cognitive blocks to creative thinking and organisational barriers. A diagnostic assessment of the climate for creativity prompted reflection leading to simultaneous interventions, combining supervisory and senior management support with a structured process of creative problem solving focusing on problems generated at a strategic level. Findings – This has proved highly effective. At the end of the first year, five six-week cycles had already resulted in more than 600 new ideas, of which 52 were in the pipeline and 13 had already been endorsed. Few required financial investment and have increased effectiveness and optimised use of resources – literally doing more with less. Evidence is emerging of a climate more supportive of creativity and innovation. Practical implications – Positive outcomes have significant implications for the enhancement of creativity and innovation through intrinsic motivation. This example has potential for other public service organisations. Originality/value – Simultaneous interventions across multiple levels are rare. That this has been achieved in a rigid bureaucratic environment public sector organisation adds to the unique value of this contribution.
31
Frost, John. "Values based leadership." Industrial and Commercial Training 46, no. 3 (April 1, 2014): 124–29. http://dx.doi.org/10.1108/ict-10-2013-0073.
Full textAbstract:
Purpose – The purpose of the paper is to explore the power of values based leadership in connecting colleagues and clients to an organisation and in doing so creating sustainable business success. Design/methodology/approach – The paper is based on a model of values based leadership and case study examples of where the model is being successfully used in organisations. Findings – It was found that the organisations cited in the article who are using a values based approach such as Apple and Unilever create a connection with their organisations, that has a significant impact on organisational performance. Originality/value – The paper uses a new model of values based leadership to demonstrate its impact on organisational performance. The different elements of the model are explored using current successful organisational case studies. It will therefore be of value to anyone using or considering a values based approach to developing an exciting and successful leadership culture.
32
PUTRA, IRSYAM ASRI, ROFIATY ROFIATY, and DJUMAHIR DJUMAHIR. "INVESTIGATING THE INFLUENCE OF ENTREPRENEURIAL ORIENTATION AND TRANSFORMATIONAL LEADERSHIP ON ORGANISATIONAL PERFORMANCE WITH THE MEDIATION OF INNOVATION: EVIDENCES FROM A STATE-OWNED ELECTRICITY COMPANY IN INDONESIA." International Journal of Innovation Management 24, no. 07 (February 11, 2020): 2050085. http://dx.doi.org/10.1142/s1363919620500851.
Full textAbstract:
The research findings regarding the influence of entrepreneurial orientation and transformational leadership on organisational performance are inconsistent. This research aims to investigate the direct influence of entrepreneurial orientation and transformational leadership on organisational performance and their indirect influence with the mediation of innovation. The population of this research is 301 business units of Indonesia’s State-Owned Electricity Company of Java and Bali distribution region, from which 168 were selected as the sample. The managerial or practical implications of this research are that it provides a better understanding, proposes suggestions to the organisation in maximising and optimising its intangible resources in relation with entrepreneurial orientation, and encourages activities related to its innovation in order to increase its organisational performance, especially in the specific nature of state-owned enterprise’s context and business model. In addition, the organisation needs to encourage transformational leadership among its leaders to enhance activities related to innovation.
33
Dasgupta, Meeta, A. Sahay, and R. K. Gupta. "The Role of Knowledge Management in Innovation." Journal of Information & Knowledge Management 08, no. 04 (December 2009): 317–30. http://dx.doi.org/10.1142/s0219649209002427.
Full textAbstract:
Research on innovation practices reinforces the notion that majority of innovation projects fail systematically due to being managed as raw technology projects. Open forms of innovation where internal and external ideas are leveraged across the organisation are gaining importance over the internal and centralised approach to R&D. India, during the last 15 years, has been spiralling ahead towards ultimate economic success based on its 'knowledge-based talent pool'. Innovation has become a top strategic focus for most Indian companies. Seeing the growing importance of innovation and knowledge management, a need was felt to understand how organisations manage their knowledge capital so as to promote innovation. This paper aims to provide insights into how an organisation manages knowledge through culture, structure, technology and leadership, so as to promote acquisition and application of knowledge which leads to innovation. The study brings out the importance of tacit knowledge embedded in the firm's culture, structure and leadership as a complement to the explicit knowledge embedded in the firm's technology and documents.
34
Kuntz, Joana, Brendan Davies, and Katharina Naswall. "From transactional to transformational." Leadership & Organization Development Journal 40, no. 7 (September 9, 2019): 815–27. http://dx.doi.org/10.1108/lodj-01-2019-0012.
Full textAbstract:
Purpose The purpose of this paper is to explore whether Chief Executive Officers’ (CEOs) discrepant leadership styles are reflected on CEO succession outcomes, operationalised as changes to employee views of the organisation following the succession. Design/methodology/approach Hypotheses were tested in a sample of 230 employees who completed an online survey at four time points over a three-year period. Linear mixed models analyses tested for significant changes to alignment, participation, learning culture, organisational commitment and engagement perceptions over time. Qualitative data were content-analysed to ascertain the CEOs’ leadership styles and explore employee views of the organisation. Findings While alignment and participation scores did not significantly increase following the CEO succession, learning culture, organisational commitment and engagement increased significantly. Research limitations/implications This study adds to the limited research on CEO succession. It suggests that what renders a succession adaptive or disruptive may be contingent on the leadership styles of outgoing and incoming CEOs. Practical implications The transition from a transactional to a transformational CEO may have a stronger impact on motivational and attitudinal outcomes (e.g. engagement) than on operational outcomes (e.g. alignment). Originality/value This study is the first to longitudinally examine a range employee outcomes of CEO succession considering the incoming and outgoing CEOs’ discrepant leadership styles. It extends the leadership literature by empirically showing that, despite the disruption underlying a succession event, employee views of the organisation improve significantly following the transition from a transactional to a transformational leader.
35
Fonsén, Elina, and Ulla Soukainen. "Sustainable Pedagogical Leadership in Finnish Early Childhood Education (ECE): An Evaluation by ECE Professionals." Early Childhood Education Journal 48, no. 2 (October 18, 2019): 213–22. http://dx.doi.org/10.1007/s10643-019-00984-y.
Full textAbstract:
Abstract According to previous research, the leadership in early childhood education (ECE) needs to be strengthened and improved by building sustainable structures. The aim of the current research was to investigate how ECE professionals evaluate its leadership. The context of the study was a development project called Sustainable leadership in ECE conducted in two municipalities in Finland. The purpose of the project was to investigate and create a sustainable structure for ECE leadership with the aim of strengthening pedagogical leadership. The participants were 110 ECE professionals, comprising experts, directors, teachers, and nurses. The research was based on responses to an electronic questionnaire about the quality of ECE leadership built around six themes: leadership of the organisation, Human resource management, Structure of the organisation, Pedagogical leadership, Knowledge management and work well-being, and Leadership of self. The results indicate that only in the pedagogical leadership theme were there statistically significant differences between the groups of professionals. Having high professional status and being highly qualified seem to enhance the ability of professionals to reflect critically on pedagogical leadership and to have more demanding attitudes about the quality of pedagogical leadership.
36
Clifton, Jonathan. "Leaders as ventriloquists. Leader identity and influencing the communicative construction of the organisation." Leadership 13, no. 3 (May 21, 2015): 301–19. http://dx.doi.org/10.1177/1742715015584695.
Full textAbstract:
Traditionally leadership studies have focussed on psychological and quantitative approaches that have offered limited insights into the achievement of leader identity as an interactional accomplishment. Taking a discursive approach to leadership in which leaders emerge as those who have most influence in communicatively constructing the organisation, and using transcripts of naturally occurring decision-making talk, the purpose of this paper is to make visible the seen but unnoticed discursive resources by which leader identity emerges in talk. More specifically, using actor network theory as a methodology, this paper focusses on how the director of an organisation ventriloquises (i.e. makes another actor speak through the production of a given utterance) other entities to do leadership. Findings indicate that leadership is achieved by making relevant to the interaction hybrid presences of actants that allow certain organisational players to influence the communicative construction of the organisation and so manage the meaning of organisational reality. In this way, social actors talk into being a ‘leader identity’, which is not necessarily a purely human physical presence, but can also be a hybrid presence of human and nonhuman actants, which are dislocated across time and space. The hybrid production of presence(s) also allows leaders to enact authority as a way of influencing others to accept their version of organisational reality.
37
Aria Widjaja, Muhammad Yusuf, Mukhamad Yasid, and Abdurrahman Misno. "Pengaruh Budaya Organisasi dan Gaya Kepemimpinan Transformasional-Transaksional terhadap Kinerja Karyawan melalui Komitmen Organisasi dan Kepuasan Kerja pada Yayasan Nurul Hayat." BISMA (Bisnis dan Manajemen) 11, no. 1 (October 31, 2018): 77. http://dx.doi.org/10.26740/bisma.v11n1.p77-103.
Full textAbstract:
Cultural organisation as a system formed by the company management, has the same characteristics than other organisations. It is due to the leader has authority to change the old paradigm to a new transformation. The purposes are employees have a high commitment in organisation, satisfaction at work, and also to improve the performance of the given contribution. The purpose is to examine the Influence of Cultural Organisation and a leader style which is Transformational-Transactional sign to Employee Performance, High Commitment in Organisation, and also the satisfaction at work.. This study applies Structural Equation Modeling (SEM) with 5% alpha significance. Data is obtained from 116 employees “Nurul Hayat” Foundation with proportional sampling technique by using questionnaires, interviews and documentation. At P-Value (> 0,05) and T-Value (> 1,96) indicate that, Culture Organisation has positive and significant influence on employee performance, organisation commitment and job satisfaction. The leadership style has positive and significant influences on job satisfaction and organisation commitment. The leadership style has positive and insignificant effects on employee performances. Organisation commitment has positive and insignificant effects on employee performances. Job satisfaction has positive and significant effects on employee performances.
38
Eyring, Alison Romney, Angeline Lim, and Tania Danish. "Dubai Multi Commodities Centre Authority (DMCC): the transformation of a government-linked firm in Dubai." Emerald Emerging Markets Case Studies 4, no. 6 (November 20, 2014): 1–10. http://dx.doi.org/10.1108/eemcs-06-2013-0080.
Full textAbstract:
Subject area Strategy, organisation change, leadership. Study level/applicability MBA Level/Managing Change and Leadership courses. Case overview This case follows the journey of Malcolm Wall Morris, Chief Executive Officer of Dubai Multi Commodities Centre (DMCC), in his transformation of the organisation from a slow, unfocused organisation to one that is operationally efficient with a positive culture. The case ends by pushing students to think beyond the structural and cultural changes that took place, to the next level of change that must happen for DMCC to ensure sustainable growth. Expected learning outcomes Understand issues that are related to change management in an organisation and being aware of the potential ways to manage it; recognize the role of leadership in driving and managing change; recognize that the issues discussed are not limited to the case of DMCC, but are applicable to all other organisations who seek sustainable growth in the long run. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
39
Wray-Bliss, Edward. "A crisis of leadership: towards an anti-sovereign ethics of organisation." Business Ethics: A European Review 22, no. 1 (December 17, 2012): 86–101. http://dx.doi.org/10.1111/beer.12010.
Full text
40
Allen, Davina. "Care trajectory management: A conceptual framework for formalizing emergent organisation in nursing practice." Journal of Nursing Management 27, no. 1 (July 17, 2018): 4–9. http://dx.doi.org/10.1111/jonm.12645.
Full text
41
Pauliene, Rasa, Danuta Diskiene, and Emilija Matuzeviciute. "Complex Approach on Multicultural Teams Management & Leadership." Journal of Educational and Social Research 9, no. 2 (May 1, 2019): 8–16. http://dx.doi.org/10.2478/jesr-2019-0008.
Full textAbstract:
Abstract Culture plays a fundamental role in peoples’ perception of the world thus perception of the world and culture has a major impact on one another. Consequently, leadership cannot be effective if diversity of cultures, likewise values, habits, communication style, history, language, is not considered. Leadership is always associated with change, however, under continuously changing conditions of the competitive environment, managers may not always be initiators of positive changes, and employees themselves often know best what could facilitate their work and make it more successful. Therefore, leadership at multicultural organisations has started to be seen as the ability of an organisation as a whole, rather than an exceptional feature of a few top managers. The purpose of the study is to identify complex approach on multicultural team management and leadership. In order to reach the purpose of the study, qualitative research method and in-depth interviewing has been chosen. Questions and statements in the questionnaire reflect multicultural aspect: as people have different values, they are more culturally linked. It leads to differentiation of values and this can cause misunderstandings while communicating with co-workers from other cultures. Moreover, miscommunication can be caused by misperception, misinterpretation and misevaluation.
42
Close, Paul, and Adrian Raynor. "Five literatures of organisation: putting the context back into educational leadership." School Leadership & Management 30, no. 3 (July 2010): 209–24. http://dx.doi.org/10.1080/13632434.2010.485182.
Full text
43
Yarlagadda, Ramya, Catherine Bailey, Amanda Shantz, Patrick Briône, and Ksenia Zheltoukhova. "Purposeful leadership for the future police service." International Journal of Emergency Services 6, no. 3 (November 13, 2017): 200–208. http://dx.doi.org/10.1108/ijes-05-2017-0032.
Full textAbstract:
Purpose The purpose of this paper is to examine the prevalence of purposeful and ethical leadership in a UK county police force – referred to by the pseudonym PoliceOrg. The paper also evaluates the extent to which officers feel their values fit with those of the organisation, and the outcomes achieved by purposeful and ethical leaders. Design/methodology/approach A questionnaire survey, interviews and focus groups were conducted at PoliceOrg. The findings are compared with those from a public sector case study and with a representative sample of the UK working population. Findings Purposeful leaders at PoliceOrg have a positive impact on important outcomes for their direct reports and provide a sense of direction and guidance to those who do not feel a strong fit between their values and those of their organisation. Research limitations/implications The study focuses on a new construct (purposeful leadership) that has not previously been explored in the academic literature. Consequently, the findings cannot be directly compared with those of other studies. The survey focused on the views of police sergeants and constables, and only one police force participated as a case study; hence, the generalisability of the findings is limited. Practical implications Police organisations should nurture and sustain workplace environments where leaders can translate their personal moral code and ethical values into their role behaviours to address the policing challenges of the future. Originality/value This study elucidates the concept of purposeful leadership in the context of a police force.
44
Harvey, Jasmine, and John Powell. "Factors influencing the implementation of self-management solutions in healthcare: an interview study with NHS managers." British Journal of Healthcare Management 26, no. 3 (March 2, 2020): 61–70. http://dx.doi.org/10.12968/bjhc.2019.0070.
Full textAbstract:
Background/aims Research focusing on the perspectives of healthcare managers, who are often key in devising strategies for the implementation of self-management solutions, is limited. This study aimed to investigate the barriers to the implementation of technology-based self-management solutions in an NHS organisation and how this affects project delivery. Methods Semi-structured interviews were held with 15 NHS employees in various managerial roles from one organisation. As initial findings suggested that managers were not fully aware of how to approach the different stages of project delivery, a second analysis was conducted to explore their approaches and insights at various stages of a self-management project. Findings Participants were highly knowledgeable about key decision-making processes in the initial phases of a project, but clearly struggled during the organisation and implementation phases. Conclusions To support the successful implementation of projects, managers should focus more on unpacking the later stages of project delivery and addressing the contextual factors that influence them.
45
Goosen, C. J., T. J. De Coning, and E. V. D. M. Smit. "Corporate entrepreneurship and financial performance: The role of management." South African Journal of Business Management 33, no. 4 (December 31, 2002): 21–27. http://dx.doi.org/10.4102/sajbm.v33i4.708.
Full textAbstract:
It is hypothesised that a positive relationship exists between the financial performance of an organisation and the level of intrapreneurship within the organisation with causation running from entrepreneurship to financial outcomes. Using a three-factor key intrapreneurship model developed by Goosen, De Coning and Smit (2002) and financial outcomes from a sample of companies listed in the industrial sector of the Johannesburg Stock Exchange, this proposition is put to the test. The results support the hypothesis that the key factors innovativeness, proactiveness and management’s internal influence all significantly contribute to financial performance if regarded individually, but that the last factor dominates the first two external factors when used simultaneously. The conclusion underscores the importance of the impact of leadership on financial outcomes.
46
Martin, Helen Clare, Colin Rogers, Anthony John Samuel, and Martyn Rowling. "Serving from the top: police leadership for the twenty-first century." International Journal of Emergency Services 6, no. 3 (November 13, 2017): 209–19. http://dx.doi.org/10.1108/ijes-04-2017-0023.
Full textAbstract:
Purpose The police service in England and Wales faces unprecedented challenges as it moves further into the twenty-first century. Globalisation, increases and changes in types of crime, including cybercrime alongside perennial terrorist threats, coupled with budgetary constraints, mean that the way the police service has traditionally operated needs to change. In part, the police service sees the drive for professionalisation as assisting in providing an efficient and effective answer to the challenges ahead. Previous approaches to leadership styles, based upon hierarchy and rank, may not be the best approach for leaders in such a dynamic and professional organisation. The purpose of this paper is to argue for a debate and a rethink regarding the leadership styles employed by the police in their current role in the context of the influx of new graduate officers. Design/methodology/approach This paper presents a discursive argument based upon servant leadership (SL) models that aspire to address the multi-faceted challenges faced by the police service. Findings Leaders in the police service may well consider SL for its ability to release the potential and manage the aspirations of graduate officers. SL is also recognised for its potential in helping the police to better engage with important societal changes that will impact on its organisation and its structure in the future. Social implications Previous approaches to leadership styles, based upon hierarchy and rank, may not be the best approach for leaders in such a dynamic and professional organisation. This is discussed in relation to a suggested style of leadership. Originality/value This paper considers the problems faced in leading a professionalised police service and the suitability of a novel approach to leadership, that of the “Servant Leader”.
47
Sushil, N. A., and Sumant Kumar Bishwas. "Environmental uncertainty, leadership and organisation culture as predictors of strategic knowledge management and flexibility." International Journal of Knowledge Management Studies 11, no. 4 (2020): 393. http://dx.doi.org/10.1504/ijkms.2020.10031578.
Full text
48
Bishwas, Sumant Kumar, and N. A. Sushil. "Environmental uncertainty, leadership and organisation culture as predictors of strategic knowledge management and flexibility." International Journal of Knowledge Management Studies 11, no. 4 (2020): 393. http://dx.doi.org/10.1504/ijkms.2020.110669.
Full text
49
Arslan Yurumezoglu, Havva, and Gulseren Kocaman. "Predictors of nurses’ intentions to leave the organisation and the profession in Turkey." Journal of Nursing Management 24, no. 2 (April 21, 2015): 235–43. http://dx.doi.org/10.1111/jonm.12305.
Full text
50
Stravinskiene, Jurgita, Rimantė Hopenienė, and Indre Levickyte. "The Impact of CEO Image on the Consumer Trust in the Organization." Engineering Economics 31, no. 2 (April 30, 2020): 243–53. http://dx.doi.org/10.5755/j01.ee.31.2.24208.
Full textAbstract:
Corporate image entails several elements of which the image of Chief Executive Officers (CEOs) is regarded as one of the most significant in building the consumer opinion about the organisation. The study of academic literature has shown that the role of a leader, the impact of management styles for the achievements of the organisation are investigated quite extensively by researchers of leadership, psychology or sociology. However, from the prospect of marketing, the effect of CEO image and its elements on consumer behaviour and establishment of long-term relationships has not been analysed. The aim of the paper was to evaluate an impact of CEO image and its elements on consumer trust in the organisation. The empirical data was collected from 186 respondents who are potential consumers of successful Lithuanian business companies. The survey has showed that the psychological traits and verbal/non-verbal behaviour of the CEOs have the highest impact, and the leadership has the lowest impact on consumer trust on the organisation. The impact on the consumer trust with organisation varies and depends on the assessment of the overall image of CEOs, i.e. the CEO image has the most influence when the consumers are neutral about the overall image of the CEO and the lowest influence when the CEO is evaluated negatively.