Relevant bibliographies by topics / Organisation Behavior

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Organisation Behavior'

Author: Grafiati
Published: 6 September 2023

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Journal articles on the topic "Organisation Behavior"

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Nagabhaskar, Dr M., and Mr Ch Chandra Sekhar. "Impact of OCTAPACE Model on Banking Employees: a Comparative Study of Private and Public Sector Banks with reference to Andhrapradesh." International Journal of Innovative Research in Engineering & Management 9, no. 4 (2022): 122–25. http://dx.doi.org/10.55524/ijirem.2022.9.4.21.

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Organisational culture is a facet that impacts every organisation’s functioning, different organisation needs different quite culture to be set up. it’s defined in terms of shared meaning, patterns of beliefs, rituals, symbols, and myths that evolve over time, service to scale back human variability and control and shape employee behavior in organisation. this research aims to compare private sector and public sector banks in terms of values of employees. The study attempts to understand the impact of OCTAPACE model on banking employees of private and public sector banks in Andrapradesh.The main implication of this research on organisational culture suggest that there is a scope for further improvement in the sample study organisations which would improve their work life by overcoming the monotony.
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Joshi, Marjo Susanna. "Holistic design of online degree programmes in higher education – a case study from Finland." International Journal of Educational Management 36, no. 1 (November 9, 2021): 32–48. http://dx.doi.org/10.1108/ijem-12-2020-0588.

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PurposeThe purpose of this paper is to present design principles for holistic design of online degree programmes (ODPs) in higher education (HE). The study adds to previous research on online programme design by examining how the digital competence and pedagogical strategy of a HE organisation can inform holistic ODP design.Design/methodology/approachThis paper presents a case study placed in the context of a Finnish applied HE organisation. Design-based research (DBR) process is used to create holistic design principles for new ODPs. Theoretical framework for the study is digitally competent organisation (Kampylis et al., 2015) and pedagogical strategy is innovation pedagogy (Kettunen et al., 2013).FindingsDesign principles for pedagogically informed holistic design of ODPs are presented as a three-tiered model comprising organisational, pedagogical and ODP layers. Each layer includes various principles for holistic design to integrate an organisation's pedagogical strategy in a digitally competent context to create quality ODPs.Research limitations/implicationsThe paper presents a case study from a HE organisation in Finland, but results are applicable to a wider global audience.Practical implicationsAs a contribution to practitioners, this paper presents a three-tiered holistic design of ODP in HE organisation, where the design principles are categorised in organisational, pedagogical and ODP design layers. In addition, suggestions to managers, instructional designers and educators are made for the holistic design of ODPs.Social implicationsBuilding the sense of community in ODPs and offering continuous support in pedagogy and technology are valuable for the well-being of the staff, students and the wider society.Originality/valueThe paper draws relationships between holistic design of ODPs, digital competence and pedagogical strategy. The paper provides managerial and operational viewpoints to managers, administrators and educators of HE organisations that plan to create new ODPs with a holistic focus on the educational organisation, its pedagogical strategy and digital competence. Recommendations for further development, possible applications and research of ODP education are made.
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Mayuri-Ramos, Elizabeth, Angel Gabriel Melendez-Villanueva, Yuri Vanessa Conde-Beltran, Woendy Peralta-Ugaz, and Franklin Cordova-Buiza. "Factors of job satisfaction that influence organisational behavior: A correlational analysis in event companies." International Conference on Tourism Research 6, no. 1 (May 26, 2023): 186–93. http://dx.doi.org/10.34190/ictr.6.1.1115.

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Organising an event is a process that integrates agents from various tourism sectors such as restaurants, hotels, travel agencies and transportation companies; and as in any organisation, it requires an adequate management of its human resources. Organisational behavior defines the way in which people act in the organisation and the impacts it generates; the key to a company's success is to generate a solid organisational culture that allows a positive organisational behavior within the company and that achieves that the collaborators provide greater productivity and profitability to the company. The purpose of this research is to determine the relationship between organisational behaviour and job satisfaction in a company that organises events in Lima, capital of Peru. The research has a correlational, cross-sectional and non-experimental design; the sample consisted of 20 employees, the type of sampling was census and the technique used was the survey. The data was processed and analysed by the SPSS program, using descriptive and inferential statistics. The results show that 55% of the collaborators indicate that there is a good organisational climate in the company, which is reflected in the behaviour of the workers; also, 50% have a high level of job satisfaction in the organisation where they work. A correlation level of 0.976 and sig = 0.00 < 0.05 were obtained as a result, showing the correlation between the variables. It is concluded that organisational behaviour maintains a direct and significant relationship with job satisfaction in the study group.
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Beatson, Amanda, Ian Lings, and Siegfried P. Gudergan. "Service staff attitudes, organisational practices and performance drivers." Journal of Management & Organization 14, no. 2 (May 2008): 168–79. http://dx.doi.org/10.5172/jmo.837.14.2.168.

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AbstractWe provide conceptual and empirical insights elucidating how organisational practices influence service staff attitudes and behaviours and how the latter set affects organisational performance drivers. Our analyses suggest that service organisations can enhance their performance by putting in place strategies and practices that strengthen the service-oriented behaviours of their employees and reduce their intentions to leave the organisation. Improved performance is accomplished through both the delivery of high quality services (enhancing organisational effectiveness) and the maintenance of front-line staff (increasing organisational efficiency). Specifically, service-oriented business strategies in the form of organisational-level service orientation and practices in the form of training directly influence the manifest service-oriented behaviours of staff. Training also indirectly affects the intention of front-line staff to leave the organisation; it increases job satisfaction, which, in turn has an impact on affective commitment. Both affective and instrumental commitment were hypothesised to reduce the intentions of front-line staff to leave the organisation, however only affective commitment had a significant effect.
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Barnard, Peter Alexander. "Developing secondary schools as learning organisations: a systemic contribution." International Journal of Educational Management 36, no. 3 (March 1, 2022): 233–46. http://dx.doi.org/10.1108/ijem-03-2021-0100.

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PurposeThe purpose of this paper is threefold: first, to explain the link between traditional same-age school structure and the impact this has on a school’s capacity for individual and organisational learning; second, to explain why attempts to develop schools as learning organisations (LOs) invariably reify existing structures and practice, and finally, to provide an example of how and why schools that have adopted a multi-age form of organisation, a vertical tutoring (VT) system, have stumbled upon an embryonic form of LO.Design/methodology/approachThis conceptual paper draws on a critical review of the LO literature and its defining characteristics. The paper adopts a multi-disciplinary approach combining autopoiesis and complexity science to explore differences in learning capacity between traditional same-age schools (year or grade-based structure) and schools that have transitioned to multi-age organisation (vertical tutoring system).FindingsThe traditional form of same-age organisational “grammar” used in secondary schools is highly resistant to change, and any attempts at reform that fail to focus on organisation only reify existing systemic behaviour. VT schools change their form of organisation enabling them to create the capacity needed to absorb the unheard voices of participant actors (staff, students, and parents) and promote individual and organisational learning (constituent features of the LO).Originality/valueThis conceptual paper argues that for secondary schools to develop any semblance of an LO, they must abandon the restrictions on learning caused by their same-age form of organisation. The VT system provides the kind of organisational template needed.
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Karhapää, Sari-Johanna, Taina Savolainen, and Kirsti Malkamäki. "Trust and performance: a contextual study of management change in private and public organisation." Baltic Journal of Management 17, no. 6 (November 28, 2022): 35–51. http://dx.doi.org/10.1108/bjm-06-2022-0212.

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PurposeAlthough previous studies have addressed the positive relationship between trust and performance, existing research has paid limited attention to management that shapes valued organisation behaviours important for effectiveness and wellbeing. This paper examines how organisational trust and performance unfold in the context of one private and one public sector case organisation in management change.Design/methodology/approachA multiple case study design using qualitative methods is applied to analyse textual data gathered from management and employee perspectives, juxtaposing private and public organisations.FindingsManagement change renewed decision-making in both organisations through role clarification. Through clearer roles, expectations were better managed in the collaborating units of a private organisation case and of the employees in a public organisation case impacting on organisational ability and predictability. Along with organisational communication, these develop trust which seems to be reflected in employee job performance at the organisational level.Originality/valueThis paper contributes to the gap in qualitative, empirical and contextual research by providing understanding about how intra-organisational trust is related to performance. Further, this paper sheds light on the vulnerability within an organisation during management change and adds to the somewhat scarce studies of relationships between trust and performance by juxtaposing the two contexts. Consequently, this enables one to reveal different approaches to trust and performance between the two sectors.
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Pekkola, Sanna, Sanna Hildén, and Johanna Rämö. "A maturity model for evaluating an organisation’s reflective practices." Measuring Business Excellence 19, no. 4 (November 16, 2015): 17–29. http://dx.doi.org/10.1108/mbe-05-2014-0011.

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Purpose – This study aims to examine how to measure and evaluate the level at which the management control system of the organisation supports reflective practices. Though the literature on management control has recently recognised the value of reflection as a tool for organisational learning, there are few practical means of analysing the management control system alongside reflective activity. To improve and develop reflective practices for more comprehensive and systematic utilisation, the management control system has to support these practices. Design/methodology/approach – The study is based on the current literature on reflection, reflective practices and management control and the pulling together of these three areas to determine how the evaluation and measurement of reflective practices should be organised. Based on that, the maturity model for measuring how the management control system supports reflective practices is elaborated. The empirical data testing the maturity model was collected from three case organisations. Findings – As its main contribution, the study composes a maturity model for evaluating the stage of reflective practices within organisations/an organisation. The existing literature does not present models or frameworks for evaluating the maturity of this kind of competence development activity. The presented model has many advantages that make it useful for pragmatic assessment and facilitation of competence development processes. Practical implications – As a practical tool, the maturity model helps to prioritise development actions when there is a need to enforce creative thinking (transformative learning) and sense-making within the organisation. Because an organisation cannot implement all the best practices in one phase, the maturity model can be used to introduce them in stages. Originality/value – The study advances one way of defining measures for reflective practices such that they are led from the literature on such practices. In addition, the study composes a maturity model for evaluating an organisation’s stage of reflective practice. Before an organisation can develop and manage its reflective practices or identify necessary changes, the current state of its reflective practices should be analysed.
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Nanayakkara, Kusal, Sara Wilkinson, and Dulani Halvitigala. "Influence of dynamic changes of workplace on organisational culture." Journal of Management & Organization 27, no. 6 (November 2021): 1003–20. http://dx.doi.org/10.1017/jmo.2021.69.

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AbstractChallenged by the effects of organisational flexibility and high corporate real estate costs, organisations are increasingly seeking flexibility and operational efficiency in their office spaces. To date, the literature relating to flexible office spaces has focused mainly on their physical characteristics. The full effects of such spaces on human reactions and the corporate culture of organisations are less understood. The objective of this paper is to examine the influence of introducing activity-based working (ABW) on existing organisational culture. It was addressed from the perspective of the management of large corporate organisations. A mixed-method research that included a qualitative approach followed by a quantitative approach was adopted. The first stage included semistructured interviews with 19 large organisations who had introduced flexible layouts. The second stage involved a questionnaire survey of 32 organisations which had experienced office layout changes. Findings identify that the nature of workplace designs has a considerable impact on the corporate culture of an organisation and can be used to leverage and change its culture. Workplace designs directly influence culture by supporting the systems, symbols, engagement/motivation and behaviours of the organisation and employees. However, some differences between the perceptions of public and private organisations were identified. In conclusion, office layouts are artefacts that can either support, or change, the existing organisational culture. Therefore, the critical achievement of workspace design is to integrate the cultures, values and behaviours of organisations to meet their ultimate goals.
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Latha. D. S, Latha D. S., and Dr P. Jaya Kumar. "Organisation Citizenship Behavior Among The Employees in Automobile Industry." International Journal of Scientific Research 2, no. 2 (June 1, 2012): 224–26. http://dx.doi.org/10.15373/22778179/feb2013/74.

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Crossman, Joanna E. "Being on the outer: The risks and benefits of spiritual self-disclosure in the Australian workplace." Journal of Management & Organization 21, no. 6 (March 4, 2015): 772–85. http://dx.doi.org/10.1017/jmo.2015.6.

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AbstractSelf-disclosure has been connected to a number of organisational benefits such as increased motivation, trust building, employee well-being, organisational identification, the communication of organisational values and commitment. Curiously, however, little work about self-disclosure has been published in management and organisation journals and still less that is concerned with spiritual self-disclosure, despite increasing employee diversity as globalisation intensifies.This paper reports on the analysis of semi-structured, qualitative, interview data collected from 40 Australian managers and professionals. The findings reveal that spiritual self-disclosure was largely perceived as taboo, ‘risky’ and stigmatising with the potential for negative consequences. These risks are all captured in the concept of being on the outer, a metaphor denoting marginalisation from the social, cultural and spiritual identity of the organisation. In contrast, ‘safe’, inclusive organisational cultures are likely to encourage spiritual self-disclosure and the benefits it can bring to employees, managers and organisations.
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Dissertations / Theses on the topic "Organisation Behavior"

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Küppers, Tanja. "Role of organisational culture when shaping a shared service organisation into a lean system." Thesis, University of Gloucestershire, 2016. http://eprints.glos.ac.uk/4431/.

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The importance of managing organisational culture for the sustainable implementation of lean systems in shared services is of increasing interest to researchers and practitioners. The current state of research demonstrates that companies have failed to establish a sustainable lean system with a virtuous continuous cycle of improvements. People and conflicting organisational cultures are conceived as the predominant reasons for lean failures. This study explains and explores the interdependencies of organisational culture and lean systems in captive shared services with regard to their potential of sustained performance and competitiveness. Hence, the research identifies the organisational cultural attributes and types that are addressed by a lean system, explores how culture management happened during a lean system implementation, and challenges the sustainability of the implemented lean system. So far, research has looked into the topics of organisational culture, shared service organisation, and lean system in isolation. This study is original as it synthesises all 3 topics. As this research places organisational culture influenced by leadership at the centre of its investigation, it critically applies not only Cameron and Quinn’s competing values framework (CVF), but also Martin’s 3 perspectives of culture as well as a synthesis of different relationship frameworks demonstrating the link between leadership, organisational culture, and organisational performance. This study is ground breaking as it critically looks at lean systems and their sustainability through the lens of organisational culture. Drawing on an in-depth case study conducted in a shared service organisation (SSO) of a global service company, this investigation applied a critical realist-based mixed-methods approach with a variety of primary data collection techniques. Different types of secondary data were used, also for the purpose of triangulation. A critical realist approach to thematic analysis was used to identify relevant stratified, institutional mechanisms. By applying a critical realist worldview, this research offers a multilevel understanding of the dynamics, contradictions and complexities when establishing a lean system. As a result, the study reveals that the implementation of lean systems in the service industry is not a linear approach as each instance and stage of culture management is unique. This multidimensional, culture-oriented interpretation, based upon pioneering empirical evidence from a global service company’s SSO, extends and deepens the understanding of the dynamic contradictions and complexity of lean system implementation that both constrain and enable organisational change. Key words: culture, shared services, lean, performance, leanness, lean sustainability, visual management, Competing Values Framework, leadership, mixed-methods, critical realism, culture management, continuous improvement.
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Drummond, Geoffrey, and n/a. "Understanding organisation culture, leadership, conflict, and change." Swinburne University of Technology, 1996. http://adt.lib.swin.edu.au./public/adt-VSWT20060821.092317.

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While many studies have been carried out on organizational culture, leadership, conflict and change, mostly from an instrumentalist perspective, studies have left unanswered the question of how they are related. This thesis employs narrative theory and especially that of Ricoeur together with the social theory of Bourdieu. By considering organization culture (and its sub cultures) as being configured by multiple narratives; leaders as enacting or developing narratives; conflict as the attempt by one or more persons to impose their narratives on others as the correct interpretation of a given situation; and change as the adoption of new narratives it has been possible to impart new understandings to these concepts. Extensions are offered of the narrative theory of Ricoeur and the social theory of Bourdieu (which has strong implications for culture and the operation of power). They are then combined and applied to a narrative presentation of empirical data. This new or extended theory has powerful explanatory value with regard to the relationship between the chosen organisational aspects. Emphasis is given to the dynamic interplay which prevails between the individual (habitus) and the organisation (field).
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Turner, Simon Phillip. "Social organisation and resource requirements of pigs housed in large groups." Thesis, University of Aberdeen, 2000. http://digitool.abdn.ac.uk:80/webclient/DeliveryManager?pid=158508.

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The resource requirements and social behaviour of pigs housed in large groups were examined in a series of experiments. (i) The nipple drinker requirement was addressed by using four treatments (60 pigs, 3 drinkers; 20 pigs, 1 drinker; 60 pigs, 6 drinkers and 20 pigs, 2 drinkers). Drinker provision had no effect on water use, but in a larger group more water was used in less time (p<0.001). The diurnal pattern of drinking, overt aggression and lesion score indicated no difference between treatments. (ii) Pigs, housed on deep straw in groups of 20 or 80, were provided with a low (50 kg/m2) or high (32 kg/m2) floor space allowance. Large groups had a lower growth rate. Skin lesions were elevated and immune response was lowered by a low space allowance. (iii) Two feeder space allowances (32.5 and 42.5 mm/pig) for pigs housed in groups of 20 or 80 were investigated. Food intake was lower in the low feeder allowance treatments and pigs in large groups tended to have a reduced growth rate. (iv) Pigs from the same pen in an unfamiliar arena maintained a similar degree of proximity regardless of origin group size. (v) Pigs from groups of 80 demonstrated reduced aggressiveness (increased latency to fight, decreased rate of aggression) towards unacquainted pigs in an arena, but showed even less aggression towards pen mates. (vi) No evidence of spatial sub-division of the large group into smaller units capable of maintaining a dominance hierarchy was found. Resource provision and group size largely did not interact, but may independently compromise productivity and behaviour. A large group was associated with a reduction in performance. The dominance hierarchy was of less importance in large groups, despite recognition being intact, and sub-grouping behaviour did not provide an alternative strategy for group social organisation.
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Hudson, Ken. "Designing a continuously creative organisation /." View thesis View thesis, 2001. http://library.uws.edu.au/adt-NUWS/public/adt-NUWS20030328.140346/index.html.

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Routledge, Michael Henry Collis. "Organisation development: a formative evaluation of an OD intervention." Thesis, Rhodes University, 1999. http://hdl.handle.net/10962/d1002553.

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Rapid changes and increased competitiveness in business environments, together with greater demands by employees for improvements in the quality of their work lives, make it necessary for organisations to review their operating styles and functions. Many companies have found an answer in Organisation Development (OD) which focuses on ways in which people associated with organisations learn to diagnose and solve those problems which limit organisational effectiveness. The present study evaluates the progress of an OD intervention underway in an organisation in Zimbabwe. A formative evaluation is undertaken during an OD intervention. It is designed to assess the change effort's progress in such a way that steps can subsequently be taken to correct, modify or enhance such aspects of the intervention as may be determined by the evaluation. The study begins with a review of the company's original and revised Mission Statements as well as the present and last two sets of corporate three-year plans. These documents inform the construction of an interview guide. Individual interviews are then used to ascertain attitudes of respondents to the OD intervention and the changes it is bringing about. In addition the interviews are used to gauge the degree of commitment of respondents to the intervention. All the senior managers in the organisation are interviewed as well as the holding company's chief executive and the external consultant facilitating the intervention. The study records fundamental changes taking place in the attitudes of top managers and the first signs of an impact of these attitude changes on the formulation of company plans. Management styles and the culture of the organisation also show some change and influence on routine business operations. In addition there are early indications of an alteration of behaviour at other levels in the organisation. Business outcomes are improving and it is proposed that the benefits are due to fortuitous market developments assisted to an extent by the culture and attitude changes brought about by the OD intervention.
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Runnberg, Andreas. "Consumer Benefit and Anti-trust : A Studie on Microsoft’s Anticompetitive Behavior." Thesis, Jönköping University, JIBS, Economics, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-905.

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Denna uppsatts ämnar ge bättre förståelse för företagsstrategier som kan, och har blivit be-visade, strida mot konkurrenslagarna i USA samt Europa. Konkurrenslagarna har skapats för att upprätthålla perfekt konkurrens på marknaden. Konsumentnytta står ofta i fokus när vi ska definiera den perfekta marknadsplatsen. Vi kommer att se hur perfekt konkur-rens är skapad och sedan krossat med fusioner, kombinationsförsäljning och försök att bygga monopolistiskt övertag. För att vinna marknadsandelar och differentiera från kon-kurrenter på marknaden använder sig företag av olika strategier. Här kommer vi att se kvantitetsättade strategier samt produktbindande strategier.

Denna studie fokuserar på Microsoft fallet där vi får följa företaget genom rättsprocesserna i USA och Europadomstolen, där företaget har använt sig av tekniska inställningar för att tvinga konsumenter fortsätta använda deras produkter. Microsoft har större delen av marknaden för persondatorer och har bevisligen utnyttjat sin monopolistiska position på marknaden för att exkludera konkurrenter från marknaden. Många ekonomer har påstått att Shermanakten är tillräckligt utförlig för att döma alla konkurrensfall, medan andra påstår att man inte kan applicera konkurrenslagarna vid Microsoft fallet då nätverkseffekter skapar en odefinierbar marknad.

Utmaningen visar sig vara att jämföra värdet och standardiseringsfördelarna med skadan mot marknadskonkurrenter. De nuvarande konkurrenslagarna förutsätter, i de flesta avse-enden, att det är fler än en aktör som tillsammans agerar för att bestämma prissättningen på marknaden. Det har därför varit svårt att se hur Microsoft skulle kunna bryta mot dessa la-gar som en ensam aktör. Konkurrenslagarna är skapade för kunders nytta, och det finns inga bevis att Microsoft hämmar detta, tvärtom har Microsoft bara främjat konsumentnyt-tan.

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Hudson, Ken. "Designing a continuously creative organisation." Thesis, View thesis View thesis, 2001. http://handle.uws.edu.au:8081/1959.7/601.

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This research confirms that organisational creativity is of growing interest to leaders due to an an anticipated move into the information age, and the growth of the new economy. For some leaders it also represents a new post-cost-cutting strategy to ensure organisational growth and sustainability. The research used a grounded theory approach and consisted of in-depth interviews with leaders from both the profit and non-profit sectors and included 3 case studies -- the Four Corners unit at the ABC, the advertising industry and 3M. The research also includes two comparison studies, between a range of profit and non-profit organisations, most of which are renowned for creativity. The core question attempted to be answered was how can organisations become more creative.
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Gethin-Jones, Rachel. "The impact of employee perceptions and organisation-related employee attributes on employee outcomes after restructuring /." St. Lucia, Qld, 2004. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe17814.pdf.

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Kranz, Olaf. "Interaktion und Organisationsberatung : interaktionstheoretische Beiträge zu Profession, Organisation und Beratung /." Wiesbaden : VS, Verlag für Sozialwissenschaften, 2009. http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&doc_number=017003884&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA.

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Originally presented as the author's Thesis (doctoral--Halle/Wittenberg) under the title: Interaktionstheoretische Organisationssoziologie und soziologische Organisationsberatung : das Professionalisierungsdefizit der Organisationsberatung und die Professionalisierungschancen der Soziologie, 2008.
Includes bibliographical references (p. [417]-441).
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Milne, Claire. "Employees' experience of job satisfaction within a successful organisation." Thesis, Rhodes University, 2013. http://hdl.handle.net/10962/d1007639.

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In the present organisational climate characterised by intense competition, the success of an organisation is increasingly dependent on its employees' expertise and knowledge (Carrel, Elbert, Hatfield, Grobler, Marx & Van der Schyf, 1997). Employees need to be motivated to contribute to the organisation's goals, for their knowledge and expertise to benefit an organisation (Lawler III, 1994). Organisations need to foster a situation in which employees have a positive attitude towards work and are able to benefit personally through directing their effort towards organisational goals. (Robbins, 2000) This study focuses on an organisation that has managed to link job satisfaction with organisational gain, and explores the link between these two subjects. A case study of a South African mining operation is reported on, and examined in-depth. The mine, a successful operation in terms of productivity, is recognised by its holding company as exemplary and is competing with the best base metal producers in the world. The research was conducted in two stages. The first stage consisted of 20 semi-structured individual interviews. Ten employees were selected from both the lower employee-levels and the higher employee-levels. The individual interviews focused on the experience of working at the mine with particular reference to interpersonal dynamics, job satisfaction, leadership style, and reward systems. During the second stage of the research, focus groups were conducted with two groups of seven employees each, one group from the lower-levels and one from the higher-levels. The focus groups aimed at obtaining a deeper understanding of the issues that emerged from the individual interviews. Grounded theory analysis was used during both the first, and second phase of the study. The results indicated that the mine's employees experience a high level fulfilment of higher-order needs, and that this experience is a reaction to the mine's performance enhancing culture. It is further shown that the same factors that create job satisfaction, when applied in excess, or in certain circumstances may lead to dissatisfaction within the same context.
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Books on the topic "Organisation Behavior"

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Organisational behaviour: Individuals, groups and organisation. 4th ed. Harlow, England: Pearson Prentice Hall, 2009.

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Franz, Sauter. Transaktionskostentheorie der Organisation. München: GBI, 1985.

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Joe, Johnson. Know your organisation. Manchester: Open College, 1995.

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Nicole, Côté, ed. Individu, groupe et organisation. Chicoutimi, Québec, Canada: G. Morin, 1986.

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Schmidt, Götz. Organisation im Bankbetrieb. Giessen: G. Schmidt, 1987.

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Lynn, Ashburner, ed. Organisational behaviour and organisation studies in health care: Reflections on the future. Houndmills, Basingstoke, Hampshire: Palgrave, 2001.

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Hales, Colin. Managing through organisation: The management process, form of organisation, and the work of managers. London: Routledge, 1993.

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L, Van Tonder C., and Roodt G, eds. Organisation development: Theory and practice. Pretoria: Van Schaik, 2008.

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J, Jarman Peter, and Rossiter Andrew, eds. Animal societies: Individuals, interactions and organisation. Kyoto: Physiology and Ecology Japan, 1994.

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Neil, Barnwell, ed. Organisation theory: Concepts and cases. 4th ed. French Forest, NSW: Prentice Hall, 2002.

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Book chapters on the topic "Organisation Behavior"

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Ioannou, Christos C., Iain D. Couzin, Richard James, Darren P. Croft, and Jens Krause. "Social Organisation and Information Transfer in Schooling Fish." In Fish Cognition and Behavior, 217–39. Oxford, UK: Wiley-Blackwell, 2011. http://dx.doi.org/10.1002/9781444342536.ch10.

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Tipurić, Darko. "External Adaptation." In The Enactment of Strategic Leadership, 93–120. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-03799-3_4.

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AbstractThe central concept in this chapter is external adaptation—an inextricable element of strategic leadership architecture which, together with strategic direction and integration of the collective, affects organisational action and guides it towards the expectations and outcomes that contribute to the organisation’s survival. The chapter illustrates the role of environmental turbulences, institutional context, and institutional pressures in shaping organizational and leader behavior. Strategic leaders have to adapt their actions to the basic characteristics of the organisation’s environment. Their task is to find a way to get the organisation harmonized and almost imbued with its overall surroundings, both present and future. External adaptation, therefore, is a link created by strategic leaders between the organisation and its environment.
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Phung, Van Dong, Igor Hawryszkiewycz, and Muhammad Binsawad. "Exploring How Environmental and Personal Factors Influence Knowledge Sharing Behavior Leads to Innovative Work Behavior." In Lecture Notes in Information Systems and Organisation, 97–112. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-74817-7_7.

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Langley, David J., Remco Wijn, Sacha Epskamp, and Riet van Bork. "Encouraging Vaccination Behavior Through Online Social Media." In Lecture Notes in Information Systems and Organisation, 307–18. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-38974-5_24.

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Metallo, Concetta, Maria Ferrara, Alessandra Lazazzara, and Stefano Za. "Digital Transformation and Human Behavior: An Introduction." In Lecture Notes in Information Systems and Organisation, 1–7. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-47539-0_1.

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Adinolfi, Paola, Gabriella Piscopo, Davide de Gennaro, Nicola Capolupo, and Valerio Giampaola. "Organizational Followership: How Social Media Communication Affects Employees’ Behavior." In Lecture Notes in Information Systems and Organisation, 165–78. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-83321-3_12.

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Fabbri, Tommaso, Anna Chiara Scapolan, Fabiola Bertolotti, Federica Mandreoli, and Riccardo Martoglia. "Work Datafication and Digital Work Behavior Analysis as a Source of HRM Insights." In Lecture Notes in Information Systems and Organisation, 53–65. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-83321-3_4.

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Song, Lianlian, Geoffrey Tso, Zhiyong Liu, and Qian Chen. "Understanding User Visiting Behavior and Web Design: Applying Simultaneous Choice Model to Content Arrangement." In Lecture Notes in Information Systems and Organisation, 207–17. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-07040-7_20.

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Biselli, Tom, and Christian Reuter. "On the Relationship Between IT Privacy and Security Behavior: A Survey Among German Private Users." In Lecture Notes in Information Systems and Organisation, 388–404. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-86797-3_26.

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Niechoy, Adriana, Kristin Masuch, and Simon Trang. "How Do Employees Learn Security Behavior? An Integrated Perspective on Social Learning and Rational Decision Making." In Lecture Notes in Information Systems and Organisation, 149–64. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-47539-0_11.

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Conference papers on the topic "Organisation Behavior"

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Rebbechi, Brian, B. David Forrester, Fred B. Oswald, and Dennis P. Townsend. "A Comparison Between Theoretical Prediction and Experimental Measurement of the Dynamic Behavior of Spur Gears." In ASME 1992 Design Technical Conferences. American Society of Mechanical Engineers, 1992. http://dx.doi.org/10.1115/detc1992-0055.

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Abstract A comparison was made between computer model predictions of gear dynamic behaviour and experimental results. The experimental data were derived from the NASA gear noise rig, which was used to record dynamic tooth loads and vibration. The experimental results were compared with predictions from the Australian Defence Science and Technology Organisation Aeronautical Research Laboratory’s gear dynamics code, for a matrix of 28 load-speed points. At high torque the peak dynamic load predictions agree with experimental results with an average error of 5 percent in the speed range 800 to 6000 rpm. Tooth separation (or bounce), which was observed in the experimental data for light-torque, high-speed conditions, was simulated by the computer model. The model was also successful in simulating the degree of load sharing between gear teeth in the multiple-tooth-contact region.
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Covacio, Silvia. "Misinformation: Understanding the Evolution of Deception." In 2003 Informing Science + IT Education Conference. Informing Science Institute, 2003. http://dx.doi.org/10.28945/2656.

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The ensuing discussion of the evolutionary principles surrounding misinformation describes how misinformation creates similar mindsets and behaviour patterns. The evolutionary process of misinformation is often a battle of opposing entities or forces - the rhythm of domination and subservience, altruism and egoism. For misinformation to succeed it requires all interrelated actors to remain, inadvertently or voluntarily, silent and cooperative with the misinformation sender. The negativity breeds negativity, which creates an unstable organisational environment leading to the collapse of the system supported on a misinformation foundation. Many organisations are based on this rhythm, and Michel Foucault affirms that organisations are repressive systems that require misinformation to control and dominate through knowledge management. The dominating organisational forces often include the use of unethical practices utilizing misinformation to dominate individuals, committees, other organisations, and the market. The hope of survival lies in the rise of Comte’s altruistic and ethical behaviour patterns beginning on an individual level, spreading within the unethical organisation to related organisations, and governments.
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MIKUŠOVÁ, Beáta, Nikoleta JAKUŠ, and Marián HOLÚBEK. "Voluntary cooperation of citizens in the community model of public service delivery." In Current Trends in Public Sector Research. Brno: Masaryk University Press, 2020. http://dx.doi.org/10.5817/cz.muni.p210-9646-2020-9.

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Most of the developed countries have implemented new principles of public sector reform – new approaches to the management of the public sector. A major feature of the new public management (NPM) is the introduction of market type mechanisms (MTM) to the running of public service organizations: the marketization of the public service. The marketization of public services aims at a continuous increase in public expenditure efficiency, continual improvements in public services quality, the implementation of the professional management tools in the public sector, and last but not least, charge for public services. Price of public services in mainstream economics theory is connected with preference revelation problem. Economic models explain the relationship between consumer behavior (revealed preferences) and the value of public goods, and thus determine the value of the goods themselves. The aim of the paper is to determine the success of the community model of public service delivery based on the demonstrated preferences of individuals in the consumption of public services / public goods. The direct way of determining the preferences of individuals was used in this paper (willigness to pay and willigness to accept). These preferences will be identified based on the crowdfunding campaign as an example of community model of public goods provision by using survey experiment method. The willingness of individuals to pay is dependent on the individual's relationship with the organisation, the organisation's employees, or sympathise with those for whom the collection is, for whom the project is designed.
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Erić Nielsen, Jelena, Jelena Nikolić, Marko Slavković, and Dejana Zlatanović. "How to Make Health Organisations More Agile During the Pandemic? Challenges of Managing Entrepreneurial Behaviour." In Challenges in Economics and Business in the Post-COVID Times. University of Maribor Press, 2022. http://dx.doi.org/10.18690/um.epf.5.2022.37.

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The COVID-19 pandemic has put health systems around the world under the ultimate pressure, unseen in the modern age. The main purpose of this research is to investigate how to make health organisations more adaptable in the pandemic circumstances, more precisely how the internal organisational climate affects entrepreneurial initiative on a daily basis. Entrepreneurial initiative thrives in an organisation with an organisational culture based on values promoted by entrepreneurial management, highlighting the possibility of individual initiative, through appropriate compensation mechanisms, given the organisational context and time constraints. During the pandemic year 2020, we conducted a pilot study as part of more comprehensive research, in which data were collected from primary care health centers in Serbia. The Corporate Entrepreneurship Climate Instrument (CECI) was used in order to estimate and evaluate the internal environment and overall propensity toward entrepreneurship. The instrument encompasses five relevant determinants that influence employees’ entrepreneurial activities: management support, work discretion, time availability, rewards/reinforcement, and organisational boundaries. The value of the research is reflected in the creation of empirically and theoretically substantiated evidence about the relevance of these factors for creating a favourable internal organization climate, thus allowing a more flexible and creative health service.
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Balanescu, Ramona cristina. "COMMITMENT AT THE WORKPLACE -IMPLICATIONS AT PERSONAL AND ORGANISATIONAL LEVEL." In eLSE 2017. Carol I National Defence University Publishing House, 2017. http://dx.doi.org/10.12753/2066-026x-17-131.

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The concept of commitment at the workplace is one of the concepts raising a wide interest in the field of the human resource management and organisational management. This interest is proven by the evolution the concept has seen in over half a century, starting with Becker (1960) - the one-side-bet theory, Porter (1974) – the affective dependence theory, O'Reilly and Chatman (1986), Meyer and Allen (1984, 1990) - the multidimensional period, and ending with Cohen (2007) - the bidimensional model, and Somers (2009) – a combined theory, each of them making a contribution to the way the term of organisational commitment is known and interpreted nowadays. Practice proves that certain people are dedicated to the workplace, because they do what they love or because their career objectives are similar to those of the organisation. Others show their fear of leaving a “safe” workplace or are afraid they cannot find a better one. This type of behaviour can have negative effects both on the person’s wellbeing, self-respect or professional satisfaction and on the institution where the person works. Or, the organisational commitment is precisely what makes the difference and a decisive impact on obtaining performance and on how people act at the workplace. Employees are usually energetic, motivated, and positive immediately after employment in a company or organisation. A Leader/Manager is not only interested in finding the Company commitment level at a certain point in time, but also to act in order to keep that same level and to even grow it, to know the employees, their characteristics (their needs and wishes, and what is important for them). It is only this way that commitment can make a strong impact on the success of an organisation, since devoted employees identify themselves with the company purpose and values, have a strong desire to belong to the organisation, a desire to go over and beyond the responsibilities required by the job. Furthermore, if the human resources are an organisation’s best asset, then devoted human resources should be regarded as competitive advantages of the company. This study has an exploratory character, aiming at determining the extent to which employees show commitment or nu to the organisation they are a part of, as well as at identifying the determining vectors for this behaviour. The study participants are the result of a non-probabilistic sampling, based on availability criteria. The sample includes employees of private organizations (small, medium, and large enterprises), holding various positions (entry level, expert, management, top management). The data were collected via a self-administered online questionnaire. The study analyses the commitment related to other elements specific for the organisational flow, providing managers with useful reference-marks in building an organisational climate sustaining performance and supporting the employees’ work satisfaction increase.
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Arslanparcasi, Yusuf. "The Importance of Well-Being for Organisational Culture." In 14th International Conference on Applied Human Factors and Ergonomics (AHFE 2023). AHFE International, 2023. http://dx.doi.org/10.54941/ahfe1003084.

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The culture of an organisation is an abstraction that unfolds in social and organisational situations. Following Schein’s (1984) 3-level-model, organisational culture reflects the behaviour of all members of an organisation. However, an important concept in organisational culture research that is often neglected is well-being in the work context, which is often conceptualised in a hedonic and context-free way (Taris & Schaufeli, 2014). This paper argues that well-being allows the exploration of individual aspects of organisational culture and serves to capture an overall picture. To do so, a different approach to thinking about well-being in the work context is needed, based on an adaptation of Carol Ryff's (1989) Psychological Well-Being Model and Bakker and Demerouti's (2018) Job Demands-Resources Model as a theoretical framework. Such a holistic approach to researching organisational culture will allow to identify and explore interdependencies and interactions between individual aspects.
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Pandey, Ravindra, and Jaya Chitranshi. "The impact of organisational culture on employees’ behaviour in research and development organisation." In 11TH ANNUAL INTERNATIONAL CONFERENCE (AIC) 2021: On Sciences and Engineering. AIP Publishing, 2023. http://dx.doi.org/10.1063/5.0110634.

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Martos, Manuel C. Vallejo, José M. Antequera Solís, and M. Carmen Ruiz Jiménez. "Are Family Firms More Harmonious Organisations?: An Analysis of the Effects of Organisational Harmony on Their Performance." In 3rd Annual International Conference on Business Strategy and Organizational Behaviour (BizStrategy 2013). Global Science and Technology Forum Pte Ltd, 2013. http://dx.doi.org/10.5176/2251-1970_bizstrategy13.09.

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Romanelli, Mauro. "Rethinking Public Administration through Managers as Leaders." In 2nd International Conference Global Ethics - Key of Sustainability (GEKoS). LUMEN Publishing House, 2021. http://dx.doi.org/10.18662/lumproc/gekos2021/2.

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Rethinking public administration helps to drive public managers as agents of change who assume behaviours coherently with a leadership identity. Public administration is rediscovering the sustainability as a key source and goal for strategic and organisational change by promoting the organisational dimension that relies on enhancing the quality of people as human resources, strengthening both the public manager as a leader and public servants as employees who are committed and motivated to public service. Managers as leaders help to drive public administration as an organisation which is able to proceed towards future as a sustainable public organisation which develops the quality of human capital and improves performances, supports public trust and enhances democratic life. Rediscovering the organisational dimension helps to develop the leadership as identity and source for ethical and transformational behaviours of a leader, and enables public managers to assume coherent values, attitudes and behaviours developing the leadership as central identity. Today, driving public administration requires effective public managers who are able to behave as ethical and transformational leaders who motivate, support and drive the employees at work.
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Jones, Michael, and Valerie He. "Cycles of Diversity – An Approach towards Building Diversity Acceptance in Volunteer Organisations." In InSITE 2016: Informing Science + IT Education Conferences: Lithuania. Informing Science Institute, 2016. http://dx.doi.org/10.28945/3459.

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Many organisations around the world are beginning to move towards a position of increased diversity in their numbers. There are many ways to look at the issue and achieve satisfactory outcomes. This paper explores an approach which offers strong advantages and benefits for the functional integration of minority groups. Operating on the theoretical principles of Diversity Acceptance and Organisational Inclusive Behaviour, the paper will explore the two cycles of diversity. The first cycle follows a ‘vicious’ path, where diversity adjustments are not applied or effective. This cycle highlights the problems that occur as a result of increased heterogeneity. The second cycles follows a ‘virtuous’ path, where diversity adjustments are successful, and the benefits of Diversity Acceptance and Organisational Inclusive Behaviour can be realized. The paper will close with a presentation of the strategies that can be employed to deliver effective diversity adjustments through Diversity Acceptance and Organisational Inclusive Behaviour.
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Reports on the topic "Organisation Behavior"

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Peñaloza, Blanca. Do external inspections of compliance with standards improve quality of care in healthcare organisations? SUPPORT, 2016. http://dx.doi.org/10.30846/161111.

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External inspection systems are used in healthcare to improve adherence to quality standards. They are intended to promote changes in organizational structures or processes, in healthcare provider behavior and consequently in patient outcomes.
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Coleman, Sarah, and Mike Bourne. Project leadership: skills, behaviours, knowledge and values. Association for Project Management, October 2018. http://dx.doi.org/10.61175/wwes1121.

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This research has sought to draw out project leadership competences from the perspective of practising project leaders, aspiring project leaders, heads of profession, project sponsors and clients. The aim of this research report is to help focus, develop and refine our understanding of project leadership so we can support continued capability building for project professionals and their organisations. To compile this report, the authors Sarah Coleman and Professor Mike Bourne conducted in-depth interviews with 38 individuals across five multinational organisations (BAE Systems, IQVIA, Jacobs, Shell and Siemens). These organisations were chosen because of their reliance on complex projects for the delivery of strategy and performance, and the individuals for their substantial knowledge and experience of project delivery, and their range of perspectives. The interviewees held and had experience of a wide variety of roles, from the aspiring leaders delivering smaller projects to the most experienced project leaders (responsible for £1bn+ budget major, complex projects), heads of profession, project sponsors and clients. Together, these individuals have over 500 years of project experience.
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Patricio Javier, Saavedra Morales. PhD supervisors and faculty members might help to avoid burnout as well as enhance engagement and organisational citizenship behaviour (OCB) among PhD students. University of Sussex, January 2019. http://dx.doi.org/10.20919/psych(2019).001.

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Unterhitzenberger, Christine, and Kate Lawrence. Fairness and unfairness in projects: A study exploring what individuals perceive as fair or unfair treatment. Association for Project Management, August 2022. http://dx.doi.org/10.61175/ejnb1873.

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“Life is not fair, get used to it” – A quote often attributed to Bill Gates, but originally by Charles J. Sykes, which we believe should be challenged. Life should not be about getting used to unfairness, but about how we can create an environment that provides a fairer experience for everyone. The motivation for this is not only about being good and decent humans, but also about the negative impact unfair treatment has on individuals, organisations and projects. This study, conducted by Christine Unterhitzenberger and Kate Lawrence (both University of Leeds), explores what individuals perceive as fair or unfair treatment in projects, which factors influence their perceptions and subsequent behaviours and how these impact individuals, organisations and projects.
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Kangave, Jalia, Ronald Waiswa, and Nathan Sebaggala. Are Women More Tax Compliant than Men? How Would We Know? Institute of Development Studies, March 2021. http://dx.doi.org/10.19088/ictd.2021.006.

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Most research on tax compliance, including research on gender differences in compliance, is based on one of two problematic sources of data. One is surveys enquiring about attitudes and beliefs about taxpaying, or actual taxpaying behaviour. The other is experiments in which people who may or may not have experience of paying different types of taxes are asked to act out roles as taxpayers in hypothetical situations. Much more accurate and reliable research is possible with access to ‘tax administrative data’, i.e. the records maintained by tax collection organisations. With tax administrative data, researchers have access to tax assessments and tax payments for specific (anonymised) individual or corporate taxpayers. Further, tax administrative data enables researchers to take account of a phenomenon largely ignored in more conventional compliance research. Tax payment is best understood not as an event, but as part of a multi-stage process of interaction between taxpayers and tax collectors. In particular, actually making a tax payment typically represents the culmination of a process that also involves: registering with the tax collecting organisation; filing annual tax returns; filing returns that indicate a payment liability; and receiving an assessment. The multi-stage character of this process raises questions about how we conceptualise and measure tax compliance. To what extent does ‘compliance’ refer to: registration, filing, accurate filing, or payment? The researchers employed this framework while using tax administrative data from the Uganda Revenue Authority to try to determine gender differences in compliance. The results are sensitive to the adoption of different definitions of compliance and subject to year-to-year changes. Finding robust answers to questions about gender differences in tax compliance is more challenging than the research literature indicates.
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Pyta, V., Bharti Gupta, Shaun Helman, Neale Kinnear, and Nathan Stuttard. Update of INDG382 to include vehicle safety technologies. TRL, July 2020. http://dx.doi.org/10.58446/thco7462.

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Driving is one of the riskiest work tasks, accounting for around one third of fatal crashes in the UK. Organisations are expected to manage work-related road safety (WRRS) in the same way that they manage other health and safety risks. The Health and Safety Executive (HSE) and Department for Transport (DFT) issue joint guidance on this in INDG382 ‘Driving at work: managing work-related road safety’. HSE and DFT were seeking to update INDG382 to include reference to vehicle safety technologies that could enable employers to monitor safety related events or driver behaviours, to support learning and safety improvements. They commissioned TRL to - Conduct a literature review focused on evaluations of the impact of these technologies on work-related road safety (specifically, crash risk) Lead in-depth interviews with representatives of organisations who had implemented technology-based safety monitoring in their fleet and stakeholders and experts who provided further insights into factors affecting successful implementation. TRL found that telematics systems, drowsiness and distraction recognition systems, and collision warning systems have significant potential safety benefits, but rigorous published evaluation of safety-focused telematics in the fleet context is limited. There is good evidence for the safety benefits of intelligent speed assist in private and fleet vehicles. Successful implementation relies on procuring systems that match needs, managing the potential for data to overwhelm and embedding monitoring and driver feedback within good management systems and strong safety leadership. This report provides recommendations for updating guidance for organisations considering implementing vehicle safety monitoring technologies (telematics).
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Vet, Cassandra. Diffusion of OECD Transfer Pricing Regulations in Eastern Africa: Agency and Compliance in Governing Profit-Shifting Behaviour. Institute of Development Studies, April 2023. http://dx.doi.org/10.19088/ictd.2023.022.

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Eastern African countries have codified transfer pricing regulations in their efforts to ring fence corporate tax revenue against profit shifting by multinational companies. Kenya (in 2006), Uganda (2011) and Rwanda (2020) used the dominant OECD transfer pricing guidelines as a template for reform. The wisdom of this approach for developing countries is contested in academic and civil society literature. According to this view, Western states largely dominate rule-setting procedures, and the costly enforcement of transfer pricing drains the scarce resources of revenue authorities. How can we reconcile the critical perspective in global debates with the roll-out of OECD type transfer pricing regimes on the ground? Case study evidence collected in these countries reveals that policymakers prefer anti-avoidance measures that are widespread and considered global practice. The widespread adoption of OECD transfer pricing norms worldwide gives them a unique compatibility advantage – this allows governments to adopt them as a way to raise public revenue, without compromising their attractiveness to investors. These network externalities are among the powerful lock-in effects that have cemented the position of the OECD guidelines in global tax governance. This study complements this narrative with a more bottom-up perspective. This highlights how domestic coalitions drive support for the OECD framework by mobilising both ideational and economic network effects. From this perspective the OECD rules are still an authoritative focal point for policymakers because interested social groups leverage concern about investor attractiveness. Ideational incentives shape bureaucratic policy advice to OECD standards. Civil society organisations, despite their critical stance towards the OECD guidelines at a global level, did not coalesce around a specific alternative – and instead raised the urgency of increasing public revenue.
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Cavill, Sue, Chelsea Huggett, and Jose Mott. Engaging Men and Boys for Gender-Transformative WASH: Part 2, Frontiers of Sanitation. The Sanitation Learning Hub, Institute of Development Studies, July 2022. http://dx.doi.org/10.19088/slh.2022.004.

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This issue of Frontiers of Sanitation explores the extent to which engaging men and boys in WASH processes is leading to transformative change in gender roles, attitudes, and sustainable change in reducing gender inequalities across households, communities, organisations, and policy. This document is an update to Frontiers Part 1 produced in 2018. In Part 1, the differing roles of men and boys were reviewed in terms of objects to change (i.e. to change sanitation or hygiene behaviours), agents of change (in promoting improved practices), and partners for change in gender-transformative WASH processes. This update reviews progress and provides practical examples of the opportunities and challenges with this endeavour. It also includes recommendations for those thinking about why and how to include engaging men and boys as part of their WASH programmes.
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Lam, Terence, and Keith Gale. Construction frameworks in the public sector: Do they deliver what they promise? Property Research Trust, November 2021. http://dx.doi.org/10.52915/sbuk7331.

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We demonstrate that the use of Performance Frameworks for the procurement of construction projects by public sector organizations in the UK (specifically, in England) leads to significantly improved outcomes in terms of time, cost, quality, sustainability and closer relationships, than the traditional ‘open tender’ approach of procuring discrete projects, individually. We identify the factors that lead to such improvements. We label these: supplier’s task performance factors (project staff, execution approach, competence of firm and structure of firm); supplier’s contextual performance factors (trust and collaboration, culture and conscious behaviour); and client’s organisational factors (incentives, performance monitoring, procurement approach and communication). And we offer a performance improvement model that will help project managers to select the most appropriate suppliers at the procurement phase, to achieve successful project outcomes. The model can also be used to drive project performance further, by adopting client’s organisational factors during the procurement and construction phases. By applying the research conclusions, suppliers will be able to focus on communicating their strengths in the relevant aspects of task and contextual performance for technical tender proposals, and so increase the value of their services and the probabilities of winning work. And the analysis can be used by policy makers to help in drafting regulations and legislation on formal frameworks, in ways that will improve the delivery of policy objectives.
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Fowler, Camilla. Automation in transport - Leading the UK to a driverless future. TRL, July 2021. http://dx.doi.org/10.58446/tawj9464.

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The gap between technology development and automated vehicle deployment has been underestimated and the challenges involved with delivering autonomy have been far greater and more complex than first envisaged. TRL believe that in order for the UK to achieve its potential for automation in transport, the following activities are key in overcoming these challenges: Develop a UK regulatory approval system that enables the safe and secure deployment of automated vehicles in the future. A flexible and responsive regulatory system is needed that can enable innovation by streamlining entry into emerging markets and lessen the initial regulatory burden on developers and manufacturers. Provide a simple, consistent but robust approach to assuring safety during trials and testing to enable and facilitate trials across all UK locations and environments. The approach to safety assurance varies between stakeholders and this inconsistency can provide a barrier to testing in multiple locations or avoiding areas with more stringent requirements. TRL is developing a software tool that could be used to guide and support stakeholders when engaging with trialling organisations. Develop and implement a UK safety monitoring and investigation unit to monitor safety, analyse data, investigate incidents and provide timely feedback and recommended actions. TRL can identify road user behaviours that are likely to lead to a collision. These behaviours could be monitored using in-vehicle data and supplemented with environmental and location data from intelligent infrastructure. This proactive approach would drive safety improvements, promote continuous improvement, accelerate innovation and development and make Vision Zero a more realistic and achievable target. Enable more advanced trials to be undertaken in the UK where the boundaries of the technology are extended and solutions to the identified challenges are explored without compromising safety. London’s Smart Mobility Living Lab (SMLL) provides a unique real-world test facility to conduct advanced tests and validate vehicle behaviour performance. Through testing in a real-world environment and monitoring performance using cooperative infrastructure, we can accelerate learning and technology progression. Accelerate the adoption and safe implementation of automated vehicles for off- highway activities and minimise worker exposure to high risk environments and working practices within the UK and globally. As part of an Innovate funded project on Automated Off-highway Vehicles, TRL has developed and published a draft Code of Practice providing guidance to operators of automated vehicles in all sectors of the off-highway industry.
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