Journal articles on the topic 'Organisational climate'
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ŞENER, Süreyya, and Erdinç BALLI. "THE EFFECT OF ORGANISATIONAL CLIMATE ON THE AFFECTIVE COMMITMENT AND JOB SATISFACTION." Business & Management Studies: An International Journal 8, no. 3 (September 25, 2020): 3302–27. http://dx.doi.org/10.15295/bmij.v8i3.1599.
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Organisational climate is expressed as the atmosphere/mood perceived indirectly or directly by the employees of the organisation. Organisational climate may be useful on several organisational variables, especially the behaviours and attitudes of the employees within the organisation. In this study, the organisational climate's effect on affective commitment and job satisfaction was investigated. The data were collected with a survey applied to 362 employees who were working in 4 or 5-star hotel enterprises in Adana and Mersin. Consequently, it was discovered that there is a significant positive relationship between the organisational climate, affective commitment (r=0,661; p<0.001) and job satisfaction (r=0,766; p<0.001) of the employees, and that the organisational climate affects the organisational commitment (R2=0,455) and job satisfaction (R2=0,596) levels of the employees in a positive way. Moreover, as a result of the multilinear regression analyses, the dimensions of organisational structure, rewarding, work environment and support, which are among the sub-dimensions of the organisational climate, were seen to play a role in the affective commitment and job satisfaction of the employees.
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Carlucci, Daniela, and Giovanni Schiuma. "Assessing and Managing Organizational Climate in Healthcare Organizations." International Journal of Information Systems in the Service Sector 4, no. 4 (October 2012): 49–61. http://dx.doi.org/10.4018/jisss.2012100103.
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During the past two decades a renewed interest about the role of intangible resources in determining performances of public services organisations has risen. This is particularly valid for HealthCare (HC) services, as they are knowledge intensive services and their performance are closely related, as the vast majority of their outputs, to intangible resources. Recently, scholars have examined the relevance of organisational climate for gathering outstanding performance in HC services. Literature suggests that organisational climate is a multifaceted concept deeply rooted in the intangible domain of an organisation. Several intangible resources intervene to shape organisational climate. Following this, the study shows how Intellectual Capital (IC) provides a useful and fresh frame for analysing intangible components of organisational climate and planning initiatives for their effective management. Especially, the examination of organisational climate through IC lens is proposed both as diagnosing tool for identifying elements which are hindering productivity, effectiveness and quality of HC services, and as tool for supporting managers in designing management initiatives aimed to enhance organisational performances by leveraging organisational climate. The study is based on the Action Research (AR) methodology and illustrates the results of an AR project, carried out at a public hospital.
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Pascoe, Celina, and Elizabeth More. "Communication Climate and Organisational Knowledge Sharing." Journal of Information & Knowledge Management 04, no. 04 (December 2005): 247–55. http://dx.doi.org/10.1142/s0219649205001225.
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This paper reports research on the role of communication in knowledge management, examined through the lens of communication climate. The research is being undertaken in a major public sector organisation. The organisation wishes to shift its culture to one characterised by internal information sharing and, to this end, it has undertaken a 3-year knowledge management initiative that comprises an integrated suite of formal and informal knowledge sharing activities. The research is being conducted on a longitudinal basis between 2003 and 2005, and results of the first survey of the organisation's communication climate are reported in this paper. It is proposed that communication audits can be used to gauge whether knowledge and information sharing are likely to occur by providing data on two antecedents to such sharing: perceptions of other organisational members' openness to the receiving as well as the sending aspects of sharing.
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Verster, R. "influence of organisational climate on communication in organisations." Communicare: Journal for Communication Studies in Africa 3, no. 2 (November 21, 2022): 42–49. http://dx.doi.org/10.36615/jcsa.v3i2.2152.
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The situation/environment in which a person finds himself, influences his behaviour - also his "communication" behaviour. A large part of this situation/environment in the organisational setting is accounted for by the organisational climate which is established and maintained in the particular organisation. In this paper the term organisational climate is defined and from the vast body of literature that exists on the topic, some common characteristics are emphasised. A model of organisational climate is presented, showing the components of organisational climate and their interaction and interrelatedness and how it affects communication in the organisation. The characteristics of a sound organisational climate will be stressed and reference will be made to some research in this field in the South African industry.
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Alghadeer, Abdulaziz, and Sherif Mohamed. "Diffusion of Organisational Innovation in Saudi Arabia: The Case of the Project Management Office (PMO)." International Journal of Innovation and Technology Management 13, no. 04 (July 25, 2016): 1650019. http://dx.doi.org/10.1142/s021987701650019x.
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Recent innovation diffusion in organisations literature suggests that innovation diffusion dimensions and characteristics are not independent of each other, rather organisational internal environment interacts with both an organisational external environment and an innovation’s characteristics. The purpose of this paper is to examine the validity of the framework consisting of organisational innovation dimensions and characteristics within Saudi Arabian organisations. We test this model with survey data from a large-scale survey of 223 Saudi public and private project-based organisations, these organisations had either adopted, or intended to adopt, the project management office (PMO). To obtain a broad representation of respondents, and to minimise bias, the survey did not target any specific industry. Statistical analysis, specifically exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) were conducted to ascertain the factors underlying each construct. Structural equations modelling (SEM) was sequentially utilised to determine the factor structure of the model and to assess the relationships between model constructs. This paper took an initiative step towards a conceptual framework for organisational innovation diffusion, represented by the PMO. Its results revealed that perceived organisational innovation climate functions as a gateway to the organisational innovation diffusion. It was also found that technology mediate the relationships between socio-culture and organisation climate for innovation. More importantly, PMO complexity was not related to the intention to implement the PMO. The quantitative study showed that the framework is a useful tool for studying the diffusion of organisation innovation. The model can potentially form the foundations of a framework for organisations seeking to enhance the organisational innovation diffusion that could in turn strengthen their business performance.
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King, Karin A. "The talent climate." Journal of Organizational Effectiveness: People and Performance 4, no. 4 (December 4, 2017): 298–314. http://dx.doi.org/10.1108/joepp-03-2017-0023.
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Purpose Navigating a dynamic global landscape, businesses must not only define talent strategy but apply it effectively in practice. By intentionally establishing consistent talent practices, discernible to employees, organisations signal priorities for talent, establishing a psychological “climate for talent” to sustain talent development over time. The strong talent system and talent climate are introduced. The purpose of this paper is to introduce the importance of organisational context to talent management. Design/methodology/approach A strategic climate for talent and strong talent system are theorised with “strong situation” specifications: distinctiveness, consistency, consensus and context. Findings A strategic climate for talent is defined. Empirical study is required to develop and validate the talent climate construct. Practical implications Employees’ interpretations of talent practices as signals of organisational priorities will influence the effectiveness of talent strategy implementation. This paper highlights the importance of a contextually relevant, consistently implemented talent system which signals the organisation’s invitation to employees to develop their potential in alignment with business strategy, enhancing career outcomes and supporting employees’ perceptions of inclusion and procedural fairness in talent management (TM). It supports management practice in an increasingly dynamic context to implement sufficiently distinct, consistent and contextually relevant talent practices. Originality/value The strategic climate for talent, perceivable by individual employees and resulting from a strong talent system, is introduced. This paper extends strategic human resources management, TM and climate literatures introducing a cross-level model of strategic organisational climate which examines proximal employee outcomes of TM practices.
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Thirion, Maria, and Anton Verwey. "Verband tussen Organisasiestruktuur en Kommunikasieklimaat." Communicare: Journal for Communication Studies in Africa 7, no. 2 (November 14, 2022): 17–23. http://dx.doi.org/10.36615/jcsa.v7i2.2066.
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The aim of this study was to determine the nature of the relationship between organisational structure and communication climate. Based on a specific schedule, interviews were conducted with senior human resource managers in six organisations to obtain a of organisational structure. These organisations were chosen for their apparent differences on five structural dimensions. The communication climate within each of these organisations was then assessed by means of a questionnaire. The communicate climate patterns of the organisations were then compared by means of profile analysis. The results seem to indicate that there is indeed a relationship between organisational structure and communication climate. Specifically a more positive climate for formal communication is found with in degrees of structuring.
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Nazem, Fattah. "The Compilation of Math Pattern for Productivity in Educational Organisations, Service Organisations (Municipalities), and Industrial Organisations Based on Organisational Climate in Iran." Journal of Information & Knowledge Management 07, no. 02 (June 2008): 75–82. http://dx.doi.org/10.1142/s0219649208001956.
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The purpose of the present study is to investigate the relationship between organisational climate with the productivity of managers' services in educational, service, and industrial organisations, in order to present a suitable management pattern. The population of the research consist of all managers who work in Tehran high schools, municipalities managers, and managers of the National Company Petro-Chemical Industries. Two hundred and forty five High School managers, 52 municipalities managers, and 349 managers of National Company of Petro-Chemical were selected. The research tools are the questionnaires of organisational climate (Litwin and Stringer, 1968) and productivity (Smith, et al., 1998). In this way that the questionnaires of organisational climate and the managers productivity were given to the staff. For each manager, three clerks were chosen to complete the questionnaires. The results of applying the analysis of multi-variation regression are as follows: (A) There is a relationship between the organisational climate and the productivity of the managers' services. (B) The math pattern for the productivity of the managers' services in educational, service (municipalities), and industrial organisations are as follows: (1) Productivity = 0.64 × organisational climate + (-22.62). (2) Productivity = 0.73 × organisational climate + (-15.825). (3) Productivity = 0.65 × organisational climate + (-29.19).
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Parkes, Louise P., and Peter H. Langford. "Work–life bal ance or work–life alignment? A test of the importance of work-life balance for employee engagement and intention to stay in organisations." Journal of Management & Organization 14, no. 3 (July 2008): 267–84. http://dx.doi.org/10.1017/s1833367200003278.
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AbstractIn an Australian sample of over 16,000 employees we assessed whether employees are satisfied with their ability to balance work and other life commitments. We tested the hypothesis that work–life balance is important for engaging and retaining employees in the context of other aspects of organisational climate. We also explored how individual and organisational variables were related to work–life balance aiding further development of theory integrating work with other aspects of life. Results showed that of 28 organisational climate factors, work–life balance was least related to employee engagement and intention to stay with an organisation. We discuss implications for how organisations position work–life balance strategies, particularly in relation to social responsibility and wellness, rather than the solution to employee commitment and retention.
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Parkes, Louise P., and Peter H. Langford. "Work–life bal ance or work–life alignment? A test of the importance of work-life balance for employee engagement and intention to stay in organisations." Journal of Management & Organization 14, no. 3 (July 2008): 267–84. http://dx.doi.org/10.5172/jmo.837.14.3.267.
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AbstractIn an Australian sample of over 16,000 employees we assessed whether employees are satisfied with their ability to balance work and other life commitments. We tested the hypothesis that work–life balance is important for engaging and retaining employees in the context of other aspects of organisational climate. We also explored how individual and organisational variables were related to work–life balance aiding further development of theory integrating work with other aspects of life. Results showed that of 28 organisational climate factors, work–life balance was least related to employee engagement and intention to stay with an organisation. We discuss implications for how organisations position work–life balance strategies, particularly in relation to social responsibility and wellness, rather than the solution to employee commitment and retention.
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Wills, Andrew R., Herbert C. Biggs, and Barry Watson. "Analysis of a Safety Climate Measure for Occupational Vehicle Drivers and Implications for Safer Workplaces." Australian Journal of Rehabilitation Counselling 11, no. 1 (January 2005): 8–21. http://dx.doi.org/10.1017/s1323892200000132.
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Safety climate, defined as workers' shared perceptions about the importance of safety to their organisation, has received increasing attention as a construct that is useful for benchmarking organisational safety and as a way of measuring the socio-organisational antecedents of safety performance. Few studies have utilised pre-existing safety climate measures and as a result of this, there is limited information about the generalisability of the construct and its underlying dimensions across organisations and industries. This is an important step towards establishing safety climate as a generic organisational construct which can be reliably measured. In those few cases where studies have used existing measures, results indicate inconsistencies in the underlying factor structures. Accordingly, using a sample of 321 employees from three separate organisations and industries, this study examined the factor structure of a modified version of an existing measure (the Safety Climate Questionnaire [SCQ]). Principal components factor analysis revealed that the original factor structure was upheld by the current sample (with the exception of two factors collapsing into one). This provides support for the generic nature of safety climate as it is operationalised by the SCQ. Additional items were included and emerged as two dimensions, providing support for the generalisability of these new factors across the organisations and industries employed. The results are of theoretical and practical significance as they provide evidence for the generic structure of the construct across organisations and industries, and exemplify how a measure of safety climate could be usefully employed in disability management planning and early intervention strategies.
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Clifton, Louise, and Paul Gentle. "The genie in the learning organisation? The experience of using multi-level action learning at the Leadership Foundation." International Journal of Public Leadership 11, no. 2 (May 11, 2015): 66–76. http://dx.doi.org/10.1108/ijpl-01-2015-0004.
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Purpose – The purpose of this paper is to examine the working practices and outcomes of an action research project in a specialist organisation engaged in the field of leadership development. The intention of the project was to enable the company involved to become a stronger learning organisation at a time when it was developing a future strategy. Design/methodology/approach – The paper uses a case study approach to describe and analyse a three-stage process involving the use of a focus group, organisational climate survey and voluntary action learning sets. Interviews with participants are analysed thematically in order to assess the impact of the action research project on the organisation’s culture. Findings – Participation by the majority of the Leadership Foundation’s staff in action learning and related opportunities for feedback within the organisation helped move its culture towards wider participation in strategy development and a whole organisation approach to working. Other organisations wishing to build collaborative working cultures can learn from the implications of the project, particularly those concerning the need to attend to the intended outcomes of action learning and the role of skilled, critical facilitators in action learning processes. Originality/value – The paper is innovative in that it explores practitioner-led action research work in a setting of leadership and organisational development. It will interest leaders and managers who seek to build learning organisations, as well as organisational developers with an interest in enhancing the impact of action learning.
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Simonsen, Anne Hege, and Jon Petter Evensen. "Crisis, What Crisis?" Nordicom Review 38, s2 (November 28, 2017): 87–102. http://dx.doi.org/10.1515/nor-2017-0416.
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Abstract As in most countries, Norwegian and Danish media houses struggle to adjust to new technological, economic and political realities. Photo departments have seen their budgets cut and people have been let go. It looks, however, as if the organisational response to the crisis is more nuanced than it may seem at first glance. We have examined three media organisations, with a reputation for an above average interest in photojournalism, through the filter of organisational psychology. By looking at the conjunction between organisational culture, the present climate, and what we may call visual editorial competence, which relates to a photo department’s relative power within the organisation, we try to shed some light on when and why photo departments are able to implement their own crisis management and thus influence their own situation. Our findings suggest that photo departments with a strong culture are more resilient to a climate marked by disruptive change. The overall visual editorial competence does, however, impact their manoeuvring space within the organisation.
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Ovesni, Kristinka. "Organisational Climate and the Work-related Learning of Employees." Andragoška spoznanja 26, no. 3 (October 23, 2020): 33–51. http://dx.doi.org/10.4312/as.26.3.33-51.
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The aim of this mixed methods research was to distinguish and to examine models of organisational climate regarding the work-related learning of employees. The theoretical rationale is found in the reflections of the learning supportive organisational climate as the main prerequisite of the process of participatory planning in adult education and learning, and as one of the core pillars in the process of building a learning organisation. For the purposes of triangulation and of complementarity, we adopted quantitative and qualitative methodology. The research was performed online from May to December 2018 and included employees from different companies in the Republic of Serbia. By using an explanatory sequential mixed methods research design with nested samples for the quantitative (Nqn=687) and the qualitative components (Nql=85), three models of organisational climate regarding the work-related learning of employees have been distinguished: the organisational climate of the fear of repression, the service-oriented organisational climate, and the learning supportive organisational climate.
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Boro, Moneswari. "ORGANISATIONAL CLIMATE AND JOB SATISFACTION OF FACULTY MEMBERS IN HIGHER EDUCATION:A STUDY ON BODOLAND UNIVERSITY, ASSAM, INDIA." International Journal of Advanced Research 9, no. 01 (January 31, 2021): 999–1007. http://dx.doi.org/10.21474/ijar01/12381.
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Organisational climate is a process of quantifying the culture of an organisation. The word climate usually describes the practices involved in communication, conflict, leadership and rewards. Job satisfaction is the level of gratification a person feels regarding his or her job. This feeling is mainly based on an individuals perception of satisfaction. Organisational climate and job satisfaction are distinct but related constructs, and both appear to influence employees understanding of the work environment and their level of job satisfaction. The present study is undertaken with a view to study the relationship between Organisational climate and Job satisfaction of faculty members and also to examine different dimensions of Organisational climate and Job satisfaction in Bodoland University. For the study, an established assessment instrument on organisational climate is used as organisational climate survey instrument which includes organisational design, communication, leadership, teamwork, decision-Making, culture, job satisfaction and motivation (Instrument development by Allen and Mayer, 1991). The survey questionnaire consisted of a series of 35 items which was administrated to selected respondents. The respondents were required to indicate based on a 7 – point scale from strongly disagree to strongly agree. The findings indicate that there is moderate level of relationship between organisational climate and Job satisfaction.
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Gonzalez Gonzalez, Jose Maria, and Constancio Zamora Ramírez. "Organisational communication on climate change." International Journal of Climate Change Strategies and Management 8, no. 2 (March 21, 2016): 286–316. http://dx.doi.org/10.1108/ijccsm-10-2014-0126.
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Purpose – This paper aims to analyse how the components of the institutional context and the adoption patterns of business practices determine the approach to carbon reporting used by organisations. Design/methodology/approach – Drawing on the New Institutional Sociology theory, this paper analyses, compares and interprets the results of the cases of four large Spanish companies which operate in different organisational fields and therefore they are subject to different institutional pressures. The results of these case studies illustrate the different approaches to carbon reporting used by organisations. Findings – The theoretical proposal of this paper establishes that the components of the institutional context (regulative, normative and cognitive), along with the adoption pattern used by organisations to control their carbon emissions (substantive or symbolic), contribute to determining their approach to carbon reporting (outside-in, inside-out, twin-track and isolated). Originality/value – The approaches to reporting and the adoption patterns have been considered independently in the previous literature, paying also scarce attention to the components of the institutional context that can have an influence on the approach to reporting used by organisations to share their environmental information. This paper contributes to bridge this gap, and its results can be of interest for supporting the decisions of policymakers, managers of organisations and society in general.
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Al-Khulaifi, Dr Ebrahim, and Muhammad Kashif Younus. "Transformational Leadership and Performance: Testing Mediation and Moderation in Qatari Hospitality Industry." Archives of Business Research 9, no. 8 (August 11, 2021): 12–27. http://dx.doi.org/10.14738/abr.98.10662.
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This study aimed to determine organisational performance with the perspective of employees' service performance by leadership in the hospitality industry. For doing so, we hypothesised the relationship of transformational leadership and employees' service performance via two roots, service climate and organisational identification. Furthermore, to examine the leadership role in service climate development and organisational identification, we used proactive personality as the boundary condition to these relationships. Data for the study was collected from a diverse range of organisations operating in the Qatari hospitality industry. Findings showed that the service climate fully mediates the relationship, while organisational identification failed to mediate the relationship. Considering the moderating effects, results suggested that strong proactive personalities will strengthen transformational leadership on service climate and organisational identification. This study als0 discussed various theoretical and managerial implications.
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Cafferkey, Kenneth, and Tony Dundon. "Explaining the black box: HPWS and organisational climate." Personnel Review 44, no. 5 (August 3, 2015): 666–88. http://dx.doi.org/10.1108/pr-12-2012-0209.
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Purpose – The purpose of this paper is to test the relationship between human resource practices (HRP) and employee outcomes at two distinct levels of analysis. While significant evidence exists as to the occurrence of a relationship, the mechanisms and process through which this happens remain largely unexplored. This paper aims to test the impact of organisational climate (OC) as a mediating mechanism between HRP and employees’ outcomes as the expected routed to organisational performance. Design/methodology/approach – The paper uses two related surveys to test the research propositions at two different levels. First a macro management-based survey of multiple top performing organisations provides the basis for locating a suitable case organisation to test the same propositions using an employee-based survey. Findings – The findings indicate that OC is shown to be an important and neglected mediating factor in the causal relationship between HR and employee outcomes. The findings also indicate that the strength of the relationship is dependent on the level of analysis employed. Originality/value – The originality/value of the findings argue that employees are better placed to report on items such as the impact of human recourse management practice and OC outcomes on performance indicators over and above their managerial counterparts.
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Maryam, Suryani, Ernie Tisnawati Sule, Joeliaty Joeliaty, and Rina Novianty Ariawaty. "Effects of Safety Climate and Employee Engagement towards Organisational Citizenship Behaviour of Sewage Workers." Asian Journal of Business and Accounting 14, no. 1 (June 29, 2021): 253–75. http://dx.doi.org/10.22452/ajba.vol14no1.10.
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Manuscript type: Research paper Research aims: This study aims to investigate the effects of safety climate and employee engagement on organisational citizenship behaviour (OCB). Design/Methodology/Approach: Drawing from the social exchange theory and flow theory, a theoretical framework was developed and tested using data collected from 610 freelance sewage workers. A questionnaire survey was used to collect the data, while structural equation modelling (SEM) analysis was used as the data analysis approach. Research findings: The results reveal that both safety climate and employee engagement have significantly positive impact on employees’ organisational citizenship behaviour amongst sewage workers in Indonesia. This finding indicates that although the sewage cleaners are often employed based on contract and may not be in a position to demand more from the organisations, they do appreciate the organisational commitment in producing a safe workplace environment. They, in return will demonstrate a higher engagement towards their work. Theoretical contribution/Originality: This study contributes to the organisational citizenship behaviour literature by examining how workplace environmental factors such as safety climate affects organisational citizenship behaviour. In the context of sewage cleaning, safety climate is important, as sewage workers are frequently exposed to and threatened by serious health problems. Yet, there has been a paucity of research on the sewage cleaning sector to understand the relationships. Research limitation/Implications: The study implies that when organisations are willing to improve safety climate, their employees will perceive improved safety climate, and then will have more engagement and organisational citizenship behaviour.
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Tokarski, Stefan, and Karolina Oleksa-Marewska. "The importance of organisational climate and commitment of knowledge workers for increasing the competitive advantage of enterprises." WSB Journal of Business and Finance 53, no. 1 (February 1, 2019): 13–21. http://dx.doi.org/10.2478/wsbjbf-2019-0002.
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Abstract As a result of socio-economic transformations and development of the Information Era, the competitive advantage of enterprises is based on intellectual capital. Competent employees as owners of knowledge, skills and creativity, essentially contribute to the strengthening of the position taken by their organisation on the market. In order to allow employees to use their capabilities in an effective way, it is crucial to provide them with favourable organisational conditions, which constitute organisational climate. The concept of organisational climate refers to employees’ perception of organisational conditions, which can be combined with the first level of economic analysis in the approach presented by New Institutional Economics, according to the model presented by O. Williamson (2000, p. 597). It is assumed that the employees’ positive assessment of the organisational climate is correlated with a higher level of the employees’ commitment, which leads to an increase in the competitive advantage of an organisation. In order to verify the hypothesis, some quantitative surveys have been carried out among knowledge workers (N = 639). In the research, two questionnaires have been used: the Organisational Climate Questionnaire (authors: L. Rosenstiel and R. Bögel) and the Oldenburg Burnout Inventory (OLBI developed by E. Demerouti), which examine the level of burnout and commitment to work. The results of the statistical analysis have shown a significant, strong relationship between the assessment of organisational climate dimensions and the level of employees’ commitment to work, which contributes to an increase in the competitive advantage of an enterprise.
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Naviza, April, Tavish Sehgal, Marianne Cherrington, and Farhad Mehdipour. "Assessing organisational climate change risk." Rere Āwhio - The Journal of Applied Research and Practice, no. 1 (2021): 75–85. http://dx.doi.org/10.34074/rere.00107.
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Strategy and risk are two sides of the same coin. Hindsight has proven that risk from a global pandemic was underestimated; Coronavirus forced organisations to re-evaluate their strategy. Furthermore, sophisticated assessments of risk are not only the trend, but they are also prudent and opportune. For organisations, the growing move to assess climate change risk is important from a mitigation perspective, but vitally, as an opportunity gauge as well. This paper will be a summary review of risk from an organisational climate change assessment perspective using traditional risk matrix traffic lights and risk dashboards, to more finetuned technologies. This paper will also examine changing, nascent trends in climate change risk assessment as well as opportunities that can be manifested by adapting now and responding with a longerterm view of strategy within a global economy. Currently many organisations are sentient to the rewards afforded to practitioners of sustainability. They are investigating and revising their risk management processes and risk appetite to form a culture more aligned to the imperatives that climate change action will require, given diverse stakeholder demands and expectations. This paper looks at leading organisations that are becoming more receptive and agile in a future that adapts alongside climate change. The conclusion recommends a strategy for climate change risk assessment and anticipates the world-leading disclosure requirements under The Financial Sector (Climate-related Disclosure and Other Matters) Amendment Bill.
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Douglas, Jackie, David Muturi, Alexander Douglas, and Jacqueline Ochieng. "The role of organisational climate in readiness for change to Lean Six Sigma." TQM Journal 29, no. 5 (October 9, 2017): 666–76. http://dx.doi.org/10.1108/tqm-04-2017-0046.
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Purpose The purpose of this paper is to examine the role of organisational climate in readiness for change (RFC) with particular focus on Lean Six Sigma (LSS) and to develop and operationalise an instrument to measure organisational climate to determine the organisational readiness of the Kenya Institute of Management (KIM) to progress to the next stage of the LSS implementation lifecycle. Design/methodology/approach A case study outlining the KIM journey to LSS is described. A quantitative survey was developed based on the ten organisational climate dimensions discovered by Ekvall (1983) and redefined by Lauer (1994). This was then used to measure the climate of the case study organisation. Data were analysed to determine individual perceptions of the climate dimensions within KIM. The average score for each dimension was used to determine overall organisational performance and hence RFC. Findings The generally positive scores across each dimension of the survey indicate that the KIM climate is ready for the next stage of its LSS implementation lifecycle although there may be some isolated pockets (individuals or groups) of resistance to change. However, the range of scores on each dimension indicates that there is disagreement within the survey group about the overall organisational climate. Research limitations/implications The response rate to the climate survey questionnaire was only two-thirds of the total staff at KIM Headquarters and approximately one-fifth of all staff. The views of non-respondents are therefore not known and this may bias the results. Practical implications Since climate influences RFC it is essential that an organisation can measure it to ensure its environment is conducive to the implementation of change generally and LSS particularly. The developed questionnaire is easy to use, easy to analyse and easy to interpret making it an ideal climate measurement instrument. Originality/value Previous papers on LSS concentrate on organisational culture rather that climate as a success factor for LSS implementation. This paper addresses that omission.
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Philip, Mary, Shivganesh Bhargava, and Sebastian Valiaparampil Joseph. "Impact of Organisational Climate, Organisational Commitment, Occupational Commitment and Self-Efficacy on Organisational Effectiveness of Human Service Organisations." Theoretical Economics Letters 09, no. 05 (2019): 1299–315. http://dx.doi.org/10.4236/tel.2019.95084.
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Black, Helen. "Organisational Climate for Change and Innovativeness." Asia Pacific Journal of Health Management 13, no. 1 (October 21, 2018): i22. http://dx.doi.org/10.24083/apjhm.v13i1.27.
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Purpose: Acute health services around the world are increasingly required to respond to accreditation institutes, the changing needs and expectations of patients and societal values that demand continuous improvement in quality and efficiencies. Many change initiatives and innovative attempts have failed or resulted in lower performance than expected. The purpose of this paper is to increase understanding of the organisational contextual factors such as social capital and organisational climate that interact with the change implementation processes and provide a new perspective for change management in the unique environment of acute health care.
Methodology: This mixed methods study was executed in three different sized operating theatre suites. A survey and in-depth interviews were used to reveal a current organisational climate for innovativeness through team member perspectives. The strength of each organisational climate was assessed with reference to the level of disparity in the participant responses. In-depth interviews and observations provided understanding of how social capital is developed and maintained, then examined in context with the climate for innovativeness to understand how contextual factors, social capital and climate interact.
Findings: It has been demonstrated that social capital in the operating theatre suite has bearing on the organisational climate for change and innovativeness. Size and structure of an organisation influence how social networks develop; policies and management practices influence how different networks interact; and, the combination of contextual factors and social capital influences the organisational climate for innovativeness.
Originality/value: Managing social capital can offer a people-focused perspective through which to design and implement change and enhance an organisational climate for innovativeness.
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Singh, Ajay Kumar, and Rajender Kumar. "Correlates of Professional Obsolescence among Researchers." Defence Science Journal 69, no. 6 (December 13, 2019): 557–63. http://dx.doi.org/10.14429/dsj.69.15043.
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Obsolescence setting in the employees of the organisations significantly hampers the organisational productivity. An empirical investigation of the associated factors and the efforts to minimise them help in designing strategies to deal with obsolescence and maintain optimum effectiveness of the organisation. As an attempt in this direction, the present study aimed at exploring the role of literature-suggested correlates of obsolescence in case of researchers in an Indian government organisation. The sample included 200 participants (146 males and 54 females) working as researchers in government scientific institutions with service experience ranging from two to 30 years. The participants were administered with standardised measures of obsolescence, work engagement, work motivation, resistance to change, organisational climate, human resource management (HRM) Policies and Practices, and Self Esteem. The obtained data were analysed with correlation and regression analyses. The findings revealed that in the target population obsolescence due to both organisational and individual level factors was found significantly and positively correlated with amotivation and resistance to change; whereas, negatively correlated with work engagement, organisational climate, HRM policies and practices, intrinsic motivation, and self-esteem. Regression analyses indicated that adequate recognition of efforts, better training and development, qualitative work availability (pressure), and enhanced concern to optimally maintain the intrinsic motivation and dedication of employees are significant factors for keeping check on obsolescence. The findings are explained and discussed in details.
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Poškienė, Eglė, Dafnis N. Coudounaris, and Rūta Kazlauskaitė. "The Relationship between Caring for Employees and the Well-being of the Organisation." Management of Organizations: Systematic Research 84, no. 1 (December 1, 2020): 45–60. http://dx.doi.org/10.1515/mosr-2020-0012.
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Abstract The aim of this paper is to better understand the meaning of caring for employees at the organisational level as well as to disclose its relationship with the well-being of the organisation. It explores literature on caring for employees at the organisational level by integrating two research streams – the relational and morality perspectives. Building on the findings of this literature review, a number of propositions are proposed that associate the well-being of the organisation with many antecedent factors, i.e., strategic caring, perceived organisational support, disinterested organisational support, organisational caring, caring culture, caring climate and caring leadership. This paper contributes to the literature on the well-being of the organisational members at the level of the organisation.
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Kia, Narges, Beni Halvorsen, and Timothy Bartram. "Ethical leadership and employee in-role performance." Personnel Review 48, no. 7 (November 4, 2019): 1716–33. http://dx.doi.org/10.1108/pr-12-2018-0514.
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Purpose Against the backdrop of the Royal Commission into Misconduct in the Banking, Superannuation and Finance Services Industry in Australia, this study on ethical leadership is timely. The purpose of this paper is to examine the mediating effects of organisational identification, customer orientated behaviour, service climate and ethical climate on the relationship between ethical leadership and employee in-role performance. Design/methodology/approach The hypotheses were tested using a two-wave survey study of 233 bank employees in Australia. Findings Evidence from the study indicated that organisational identification, service climate and ethical climate mediate the relationship between ethical leadership and employee in-role performance. Surprisingly, the proposed mediation effect of customer orientation was not supported. However, ethical leadership was positively associated with customer orientated behaviour among employees. Research limitations/implications Limitations of the study include collecting data at two time points, thereby rendering the study cross-sectional. Employee in-role performance was a self-rated measure. Practical implications This study showed that ethical leadership is critical to improving employee perceptions and experience of an organisation’s service climate, ethical climate, organisational identification, customer orientated behaviour and employee in-role performance. The authors raise a number of HRM implications for the development and enablement of ethical leaders in the banking context. Originality/value The findings presented in this paper highlight that ethical leadership is critical to improving employee perceptions and experience of an organisation’s service climate, ethical climate, organisational identification, customer orientated behaviour and employee in-role performance.
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Pecino, Vicente, Miguel A. Mañas, Pedro A. Díaz-Fúnez, José M. Aguilar-Parra, David Padilla-Góngora, and Remedios López-Liria. "Organisational Climate, Role Stress, and Public Employees’ Job Satisfaction." International Journal of Environmental Research and Public Health 16, no. 10 (May 21, 2019): 1792. http://dx.doi.org/10.3390/ijerph16101792.
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The Job Demands-Resources (JD-R) model is an integrative theoretical framework for monitoring workplaces with the aim to increase job engagement and prevent burnout. This framework is of great interest since the management of job resources and demands can negatively affect employees, especially in organisational contexts characterised by high job demands. This study uses the job demands-resources model to investigate the relationships between organisational climate, role stress, and employee well-being (burnout and job satisfaction) in public organisations. This is a descriptive, cross-sectional study. The research participants are 442 public employees. A structural equation model was developed (organisational climate, job satisfaction, burnout, role stress). These confirm that organisational climate is correlated with role stress (−0.594), job satisfaction (0.746), and burnout (−0.408), while role stress is correlated with burnout (0.953) and job satisfaction (−0.685). Finally, there is a correlation between burnout and job satisfaction that is negative and significant (−0.664). The study confirms that a positive organisational climate could lead to less stressed and burned-out workers and, at the same time, to more satisfied employees with improved well-being.
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R.Dev, R. Dev, and Dr D. Venkatarama Raju Dr.D.Venkatarama Raju. "A Study on Organisational Climate in the BPO Concern." International Journal of Scientific Research 2, no. 12 (June 1, 2012): 326–27. http://dx.doi.org/10.15373/22778179/dec2013/99.
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Furlan Matos Alves, Marcelo Wilson, Ana Beatriz Lopes de Sousa Jabbour, Devika Kannan, and Charbel Jose Chiappetta Jabbour. "Contingency theory, climate change, and low-carbon operations management." Supply Chain Management: An International Journal 22, no. 3 (May 8, 2017): 223–36. http://dx.doi.org/10.1108/scm-09-2016-0311.
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Purpose Drawing on the theory of contingency, the aim of this work is to understand how supply chain-related contingencies, arising from climate change, are related to changes in the organisational structure of firms. Further, the authors explore how this relationship influences the perception of sustainability managers on the adoption of low-carbon operations management practices and their related benefits. Design/methodology/approach To achieve this goal, this research uses NVivo software to gather evidence from interviews conducted with ten high-level managers in sustainability and related areas from seven leading companies located in Brazil. Findings The authors present four primary results: a proposal of an original framework to understand the relationship between contingency theory, changes in organisational structure to embrace low-carbon management, adoption of low-carbon operations practices and benefits from this process; the discovery that an adequate low-carbon management structure is vital to improve the organisations’ perceptions of potential benefits from a low-carbon strategy; low-carbon management initiatives tend to emerge from an organisation’s existing environmental management systems; and controlling and monitoring climate contingencies at the supply chain level should be permanent and systematic. Originality/value Based on the knowledge of the authors, to date, this work is the first piece of research that deals with the complexity of putting together contingency theory, climate-change contingencies at the supply chain level, organisational structure for low-carbon management and low-carbon operations management practices and benefits. This research also highlights evidence from an emerging economy and registers future research propositions.
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Oh, Seok-Young, and Seonhui Koo. "Protean career attitude and organisational commitment in learning organisation climate." Leadership & Organization Development Journal 42, no. 6 (May 25, 2021): 837–55. http://dx.doi.org/10.1108/lodj-10-2020-0458.
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PurposeThis study aims to identify the relationship between protean career attitude (PCA) and organisational commitment (OC) in a learning organisation (LO) climate. The study also identified whether negative relationships exist between the structure dimension of LO (SDLO) and PCA, and between PCA and OC, and whether such relationships can be moderated by the people dimension of LO (PDLO).Design/methodology/approachData collected from 305 employees of 26 firms were analysed using the PROCESS macro for SPSS.FindingsThis study found that SDLO had a negative relationship with PCA, whereas PCA was negatively associated with OC. Furthermore, this study found that PDLO moderated these relationships, in that the negative relationships were absent when PDLO activities were stronger, in contrast to when they were weaker.Originality/valueThe study is among the first to identify the negative relationships that exist between SDLO and PCA and between PCA and OC in Korean firms. An important implication for managers or OD professionals is that PDLO plays an important role in not only reducing the negative mediation effects of PCA in the relationships but also making the relationships positive.
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Molines, Mathieu, Pierre-Yves Sanséau, and Mladen Adamovic. "How organizational stressors affect collective organizational citizenship behaviors in the French Police." International Journal of Public Sector Management 30, no. 1 (January 9, 2017): 48–66. http://dx.doi.org/10.1108/ijpsm-02-2016-0043.
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Purpose Stress issues are a major concern for public organisations, especially in law enforcement. Organisational context is to blame for high levels of stress and low performance. Thus, the purpose of this paper is twofold. First, the authors aim to understand how one contextual variable – organisational stressors that emanate from the police station’s characteristics – affect organisational citizenship behaviour (OCB). The second research aim is to assess how promoting trust in the police station can help mitigate the negative effects of these stressors. Based on the job demands – resources framework, the model posits that organisational stressors initiate a health-impairment process through an emotional-exhaustion climate, that can ultimately damage collective OCBs. The authors also propose that fostering a trust climate, as job resource, buffer the undesirable and negative impact of organisational stressors on exhaustion climate and collective OCB. Design/methodology/approach The paper opted for a quantitative study. Based on a sample of 718 police officers from 70 French Police stations, the authors follow the procedure outlined by Preacher (2013) to test the moderated-mediation model. Findings The study show that organisational stressors initiate a health-impairment process through an emotional-exhaustion climate, that can ultimately damage collective OCBs. The authors also demonstrate that fostering a trust climate, as job resource, will not decrease negative effects of organisational stressors but only contained them. Low-trust climate and moderate trust climate will, on the contrary, amplified the negative effects of these organisational stressors. Originality/value This paper fulfils an identified need to study stressors-strain-performance relationship at the collective level in a large sample of police officers. The paper includes implications for the development of interventions at the collective level.
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Alias, Mazni, Chew Kok Wai, Zauwiyah Ahmad, and Abdul Mutalib Azim. "Workplace Deviant Behavior among Malaysia hotel Employees. Does organizational Factors Matter?" International Journal of Engineering & Technology 7, no. 4.38 (December 3, 2018): 960. http://dx.doi.org/10.14419/ijet.v7i4.38.27617.
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This study aims to develop a theoretical model of the determinants of workplace deviant behaviour among Malaysia hotel employees. From our extensive reviews, we found that organisational-related factors are potential in predicting hotel employee’s deviant behaviour. We established that organisational justice, trust in management, work autonomy, organisational constraint and organisational ethical climate as the organisational-related factors potential to influence deviant behaviour. Practical involvements of HR professionals were recommended to support organisation in eradicating deviant behaviour at workplace.
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Verwey, Sonja. "Beinvloedingspatrone van Kommunikasieklimaat op Organisasiegedrag." Communicare: Journal for Communication Studies in Africa 7, no. 1 (November 14, 2022): 50–55. http://dx.doi.org/10.36615/jcsa.v7i1.2103.
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THIS article examines the patterns of influence that exist between organisational behaviour and communication climate. A comprehensive over view of the literature and research findings form the basis of this discussion. From this discussion It is evident that communication is a very important process in the organisation and that management is becoming increasingly aware of the influence that communication climate exerts on a wide range of organisational behaviours.
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While, Alison. "Patient safety and organisational climate." British Journal of Community Nursing 19, no. 9 (September 2, 2014): 466. http://dx.doi.org/10.12968/bjcn.2014.19.9.466.
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Gray, Roderic J. "Organisational climate and project success." International Journal of Project Management 19, no. 2 (February 2001): 103–9. http://dx.doi.org/10.1016/s0263-7863(99)00060-5.
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Klem, C., and A. F. Schlechter. "The relationship between leader emotional intelligence and psychological climate: An exploratory study." South African Journal of Business Management 39, no. 2 (June 30, 2008): 9–23. http://dx.doi.org/10.4102/sajbm.v39i2.557.
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This study, which was conducted in a clothing manufacturing plant, investigated the relationship between two important constructs for organisations, namely: leader emotional intelligence and psychological climate. A random cluster sample of 600 participants were drawn from a total employee population of 1725 and 297 completed responses were returned for analyses (49,5% response rate). An Exploratory Factor Analysis (EFA) was conducted on both the Swinburne University Emotional Intelligence Test (SUEIT) and the Organisational Climate Questionnaire of Koys and DeCotiis (1991). Both scales were found to be valid and reliable. Stepwise Discriminant analysis provided evidence that a single psychological climate existed in the organisation. The results of a Pearson correlation analysis and Hierarchical Multiple Regression further indicated that leader emotional intelligence is significantly positively related to the psychological climate.
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Übius, Ülle, Ruth Alas, and Tiit Elenurm. "IMPACT OF INNOVATION CLIMATE ON INDIVIDUAL AND ORGANISATIONAL LEVEL FACTORS IN ASIA AND EUROPE." Journal of Business Economics and Management 14, no. 1 (February 22, 2013): 1–21. http://dx.doi.org/10.3846/16111699.2011.642081.
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Organisation climate plays an important role for the innovation of an organisation. The purpose of this paper is to investigate connections between the innovation climate and individual and organisational level factors. Surveys were conducted among Japanese, Chinese, Estonian, Czech and Slovakian enterprises. Linear regression analysis was conducted. The results of an empirical study show that the innovation climate predicts differently some individual and organisational level factors in studied countries. Two innovation climate facets – commitment and freedom predict individual level factors– attitude toward the firm in all 5 countries. In two studied Asian countries, Japan and China, commitment predicts meaning of work and job satisfaction whereas in all three new European Union member states some links between facets of the innovation climate and individual meaning of work and job satisfaction were missing. Although individual job satisfaction and meaning of work in is still shaped by to some extent different mechanisms in studied countries, implications of the innovative climate for organisation are more similar, at least in industries that are influenced by rapid technological development and globalization.
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Brand, H. E., and J. Wilson. "The impact of organisational restructuring on organisation climate and employee attitudes." South African Journal of Economic and Management Sciences 3, no. 1 (March 31, 2000): 97–108. http://dx.doi.org/10.4102/sajems.v3i1.2601.
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This study investigated the impact of an organisational restructuring intervention on the climate of an organisation and the attitudes of its employees. An organisation climate and employee attitude questionnaire were used as measuring instruments. A convenience sample was used, comprising all personnel of the specific organisation. Results show that the restructuring did in fact influence the organisation climate and affected employee attitudes. Recommendations based on the results of and experiences gained from the study, are that effective communication should be seen as having a direct influence on successful organisation restructuring and that an effective performance management system is essential in providing employees with opportunities to measure own performance against organisation performance standards during a period of restructuring and change.
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Gilfillan, Daniel, Stacy-ann Robinson, and Hannah Barrowman. "Action Research to Enhance Inter-Organisational Coordination of Climate Change Adaptation in the Pacific." Challenges 11, no. 1 (May 27, 2020): 8. http://dx.doi.org/10.3390/challe11010008.
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Pacific regional organisations focusing on climate change have overlapping adaptation-related mandates. With the growing importance of regional organisations in supplying financial and technical resources for climate adaptation in small island developing states, it is important to understand how well these supranational organisations work together on these issues. In this paper, theories of regionalism and neofunctionalism, complex systems, and superordinate group identity are used to design an action research project that tests the level of coordination between Pacific regional organisations. It presents and discusses a pre-analysis plan for the project, the goal of which is to determine the ways in which virtual team structure can be used to enhance inter-organisational coordination of adaptation interventions across small, dispersed, resource-constrained country jurisdictions. The proposed study represents an important intermediary step in developing more robust climate-related organisational policies at the regional scale in the Pacific and beyond.
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Gupta, Ritu, and Pratyush Banerjee. "Antecedents of Organisational Creativity: A Multi-Level Approach." Verslas: Teorija ir Praktika 17, no. 2 (June 20, 2016): 167–77. http://dx.doi.org/10.3846/btp.2016.624.
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The purpose of this literature review is to provide a better understanding of the antecedents of organisational creativity with a multi-level approach. Organisational creativity is a sum total of the creativity accounted for by the individual employees of the organisation, the cumulative creativity of a team or group and creativity arising out of different structural components of an organisation. Some of the antecedents identified from the literature include personality, intrinsic motivation, group cohesion, social inhibition, cognitive interference, leader member exchange, organisational culture and climate, amongst others at individual, group and organisational level. Based on the literature review, suggestions for future research and research propositions have been proposed.
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Gudeta, Tadesse Gezahegn. "The Role of Organisational Climate in Determining Academicians’ Organisational Loyalty." Journal of Economics, Management and Trade 21, no. 11 (November 5, 2018): 1–12. http://dx.doi.org/10.9734/jemt/2018/44593.
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Wallace, Joseph, James Hunt, and Christopher Richards. "The relationship between organisational culture, organisational climate and managerial values." International Journal of Public Sector Management 12, no. 7 (December 1999): 548–64. http://dx.doi.org/10.1108/09513559910305339.
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Julmi, Christian. "Organisational atmospheres: the missing link between organisational culture and climate." International Journal of Work Organisation and Emotion 8, no. 2 (2017): 131. http://dx.doi.org/10.1504/ijwoe.2017.086446.
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Julmi, Christian. "Organisational atmospheres: the missing link between organisational culture and climate." International Journal of Work Organisation and Emotion 8, no. 2 (2017): 131. http://dx.doi.org/10.1504/ijwoe.2017.10007610.
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K.Selvarajan, K. Selvarajan, and Sunder Arumugam. "Organisational Climate A Module for Employee Performance – Knoweledge Based Perspective." Global Journal For Research Analysis 3, no. 4 (June 15, 2012): 119–20. http://dx.doi.org/10.15373/22778160/apr2014/40.
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Coskun, Guliz, Orhan Akova, Cihan Cobanoglu, and Mehmet Sariisik. "The influence of organisational climate on organisational silence: a comparison of public and private organisations in Turkey." European J. of International Management 1, no. 1 (2021): 1. http://dx.doi.org/10.1504/ejim.2021.10029619.
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Zhao, Na, Congcong Lei, Hui Liu, and Chunlin Wu. "Improving the Effectiveness of Organisational Collaborative Innovation in Megaprojects: An Agent-Based Modelling Approach." Sustainability 14, no. 15 (July 25, 2022): 9070. http://dx.doi.org/10.3390/su14159070.
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As the complexity, breadth of expertise and number of agents involved in megaprojects grow, collaborative innovation models become invaluable for helping to achieve sustainable project development. On this basis, the purpose of this study is to explore the innovation output mechanisms used for collaborative innovation in megaproject (CIMP) systems by the agent-based modelling (ABM) approach, and to promote the efficiency and effectiveness of organisational collaborative innovation through variable controls. A multi-agent simulation CIMP model was developed using the NetLogo tool. The model encompasses the behavioural factors and interaction rules that affect organisational CIMP. Four simulations were conducted, and the results showed that (1) the innovation environment, including policy environment, cultural climate, and engineering demand, has a positive effect on the output rate of CIMP; (2) a larger scale of innovative network organisation accelerates innovation output; (3) innovative organisations must avoid enforcing high standards for cooperation, communication, and recognition abilities when selecting partner organisations; (4) innovative organisations’ ability to absorb technology, information, and knowledge is positively related to output, while an increase in behavioural costs reduces the scale of innovative network organisations, thereby affecting their output. This study developed its CIMP theory from the perspective of organisational behaviour. The findings are expected to provide methodological and practical guidance for the selection of innovation agents, behavioural patterns, and for guaranteeing efficient innovation in collaborative megaproject organisations.
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Machin, M. Anthony, Gerard J. Fogarty, and Steven F. Bannon. "Predicting Employees' Commitment To and Support for Organisational Change." Australian and New Zealand Journal of Organisational Psychology 2 (August 1, 2009): 10–18. http://dx.doi.org/10.1375/ajop.2.1.10.
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AbstractThis study aimed to identify factors that predict employees' commitment to and support for organisational change. The three components of Herscovitch and Meyer's (2002) commitment to organisational change model were hypothesised to mediate the relationship between organisational climate and behavioural support for organisational change. Data were collected from a Queensland government department (N = 342). Analysis of correlations revealed that organisational climate, commitment to change, and behavioural support for change variables were all significantly related. Structural equation modelling demonstrated that affective, normative, and continuance commitment to change were all predictors of behavioural support for organisational change. Positive work climate also contributed directly to the prediction of behavioural support for change over and above the indirect influence through commitment to organisational change, indicating a partial mediation effect. These findings support Herscovitch and Meyer's (2002) three-component model of commitment to organisational change and extend their nomological network by showing the relevance of two types of organisational climate to the core components of the model. Affective commitment to organisational change is a positive influence on employees' behavioural support for change and also reflects healthy aspects of the organisational climate. However, continuance commitment to organisational change is detrimental influence on employees' behavioural support for change and is linked with unhealthy dimensions of the organisational climate.
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Uran Maravić, Maja, Dejan Križaj, and Miha Lesjak. "Innovation in Slovenian tourism organisations." Tourism and hospitality management 21, no. 1 (2015): 51–62. http://dx.doi.org/10.20867/thm.21.1.4.
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The purpose – Slovenian tourism organisations must constantly focus on developing variety innovations for organisations. In this paper, we present a study conducted on innovation practices in Slovenian tourism organisations. Design/methodology – In a survey conducted on Slovenia tourism organisations, we obtained data and identified their innovation performance and the innovation climate in their area of business. There are three main hypothesis tested. Findings – The research sample of 41 organisations found that most innovation in tourism organisations came through the introduction of new services (90%), followed by innovation through new organisational methods (73%), and found a high-level climate for innovation. Worse was its assessment of research activity within organisations and cooperation with external institutions (eg. universities and research institutes) and investment in innovation activities within their research and development. Results obtained from the research showed a mean value for the innovation climate-instrument of 3.83 indicating a high innovation climate for the Slovenian tourism companies included in the sample survey. Mostly, (publicly known as) more innovative active organisations responded to our survey. From such results, we find that tourism organisations included in the survey are aware of the importance of innovation, teaching organisations to communicate well and network with other organisations, are adaptable to change and engaged with their own ideas in support of the organisation's management. Originality of the research – The contribution of the research is that it has applied the generic instrument for measuring innovation climate on tourism and the first time climate is measured in Slovenia.