To see the other types of publications on this topic, follow the link: Organisational contexts.
Journal articles on the topic 'Organisational contexts'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Organisational contexts.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Limpanitgul, Thanawut, Pattana Boonchoo, Somboon Kulviseachana, and Supawadee Photiyarach. "The relationship between empowerment and the three-component model of organisational commitment: an empirical study of Thai employees working in Thai and American airlines." International Journal of Culture, Tourism and Hospitality Research 11, no. 2 (June 5, 2017): 227–42. http://dx.doi.org/10.1108/ijcthr-07-2015-0069.
Full textAbstract:
Purpose The purpose of this paper is to empirically examine the moderating role of organisational culture on the relationship between empowerment and the three dimensions of organisational commitment amongst flight attendants working in a collectivist organisation and an individualist organisation. Design/methodology/approach Data were collected from a sample of 439 Thai cabin service attendants from two major flag-carrier airlines (one based in Thailand and the other based in the USA) using self-administered questionnaires. Structural equation modelling was utilised to examine the hypotheses. Findings Overall, the findings revealed associations between empowerment and organisational commitment in both sample groups. Nonetheless, the extent and direction to which empowerment influenced the different dimensions of organisational commitment differed significantly. Research limitations/implications Cross-sectional study of Thai employees may limit generalisability of the findings to other contexts. Practical implications In use of empowerment for developing employee commitment to organisation, practitioners should take organisational culture into consideration. As such, relationship is weakened or strengthened based on whether the organisation is more individualist- or collectivist-oriented in its organisational culture. In an individualistic context, organisations can foster affective commitment through empowerment more easily than in a collectivist context. On the contrary, in a collectivist organisational context, it is easier to build normative commitment among employees through empowerment than to do it in an individualist context. Originality value Provide empirical evidence in regards to the role of organisational culture in conditioning the relationship between empowerment and organisational commitment in a non-Western context.
2
Kourti, Isidora. "Using personal narratives to explore multiple identities in organisational contexts." Qualitative Research in Organizations and Management: An International Journal 11, no. 3 (September 12, 2016): 169–88. http://dx.doi.org/10.1108/qrom-02-2015-1274.
Full textAbstract:
PurposeThe purpose of this paper is to explore and incorporate personal narratives as a new methodological tool into the qualitative research of complex organisational issues such as identity. Particularly, this study provides a fresh methodological perspective on organisational identity exploration by using personal narratives to examine multiple identities that occur in dynamic organisational contexts. Design/methodology/approachIn order to examine multiple identities, personal narratives found in the 43 semi-structured in-depth interviews collected were analysed. These narratives were examined following a textual and performative analysis. FindingsThe paper furthers methodological discussions in organisations in three ways. First, it responds to the need for a methodological approach that allows multiple identity exploration in organisations while it presents personal narratives as a valuable methodological perspective within organisational research. Second, it extends the methodological use of personal narratives for the in-depth qualitative study of complex organisational issues such as identity. Finally, the study stretches the boundaries of mainstream organisational research by illustrating that personal narratives can be used as a methodological approach to explore organisational identities. Originality/valueThis research integrates personal narratives as a methodological tool into the qualitative research of dynamic organisational issues. Employing personal narratives has allowed the exploration of multiple identities that take place in organisations in a manner not previously achieved in organisational studies. The study, therefore, challenges previous organisational research and expands the boundaries of organisational identity studies, offering a new qualitative methodological account for identity exploration in organisations.
3
Gnes, Davide, and Floris Vermeulen. "Non-Governmental Organisations and Legitimacy: Authority, Power and Resources." Journal of Migration History 5, no. 2 (September 11, 2019): 218–47. http://dx.doi.org/10.1163/23519924-00502002.
Full textAbstract:
In the analysis of non-governmental organisations (NGOs), legitimacy and legitimation are useful concepts because they bring to light the processes through which organisational entities justify their right to exist and their actions within a particular normative context. Theories of legitimacy underscore the moral basis of organisational power as grounded in the relationship between organisations and different kinds of audiences. In this article, we look at how those concepts and theories relate to the study of NGOs. Those theories not only help us understand how organisations establish themselves, strengthen their position and survive over time despite very limited material resources of their own, but also how organisations may build political power. In our review of the literature on organisational legitimacy, we focus on three main aspects of legitimacy: the conceptualisation of the term in organisational sociology, political sociology and political science; the constraining role of institutionalised normative contexts and competing audiences in the legitimation processes; the agentic role of organisations within both institutional and strategic contexts.
4
Wickham, Mark, and Melissa Parker. "Reconceptualising organisational role theory for contemporary organisational contexts." Journal of Managerial Psychology 22, no. 5 (July 3, 2007): 440–64. http://dx.doi.org/10.1108/02683940710757182.
Full text
5
Ajayi, Oluseyi Moses, Kayode Odusanya, and Susan Morton. "Stimulating employee ambidexterity and employee engagement in SMEs." Management Decision 55, no. 4 (May 15, 2017): 662–80. http://dx.doi.org/10.1108/md-02-2016-0107.
Full textAbstract:
Purpose The purpose of this paper is to contribute to the emerging theory of ambidexterity by developing measures to assess employee ambidexterity. Specifically, it identifies and tests the importance of the relationship between the organisational context and employee ambidexterity within small and medium enterprises (SMEs). Design/methodology/approach The research used a survey method to investigate SMEs in Nigeria. Two hundred SMEs were selected from across Nigeria to participate in the study and 72 companies responded, representing a 36 per cent response rate. The study sample comprised 398 shop-floor employees from 72 small and medium-sized manufacturing and service organisations. Findings The paper tests a model that sheds insight into the linkages between the organisational context, employee ambidexterity and employee engagement. Specifically, the model portrays significant relationships that exist between organisational context, employee ambidexterity and employee engagement. The results show that understanding the appropriate organisational contexts improves employee ambidexterity. Therefore, SMEs with the appropriate organisational contexts for employee ambidexterity and employee engagement will increase their potential for growth and survival. Originality/value The paper develops a conceptual model of the organisational context that improves employee ambidexterity and employee engagement.
6
Ozmen, Y. Serkan. "How employees define organisational trust: analysing employee trust in organisation." Journal of Global Responsibility 9, no. 1 (February 5, 2018): 21–40. http://dx.doi.org/10.1108/jgr-04-2017-0025.
Full textAbstract:
Purpose Most business organisations try to create and maintain trustful relationships with their various stakeholders. Among all, sustaining a trustful relationship with employees has been particularly important for organisations. However, due to the multidimensional structure and changing nature of concept across settings, it is difficult to identify what makes an organisation trustworthy for its employees. The purpose of this study is to analyse the concept of organisational trust and identify how employees actually define organisational trust. Design/methodology/approach In the study, a survey was conducted on a sample of 104 employees who were working in Turkey. Following a qualitative and quantitative approach, the data were analysed to categorise the definitions of respondents according to the theoretical framework. Findings The findings of study closely overlap with the relevant literature, but they also extend the scope of definition with including new factors such as reputation management, strategic management or ethics and values. According to results, the perceptions of employees on organisational trust vary depending on their individual and organisational characteristics. Practical implications The study reveals the context depending nature of organisational trust. Developing a wider sense by capturing its full meaning and reflecting the different expectations of employees can increase the trust in organisations. Originality/value Based on the detailed review of literature, the study identifies the major dimensions of organisational trust and then reveals the similarities and differences with the literature. The study provides a viable perspective on the concept to capture its meaning in different contexts.
7
Parker, Martin. "Working Together, Working Apart: Management Culture in a Manufacturing Firm." Sociological Review 43, no. 3 (August 1995): 518–47. http://dx.doi.org/10.1111/j.1467-954x.1995.tb00614.x.
Full textAbstract:
This paper presents a case study of management culture in a manufacturing organisation. Its general aim is to assess the usefulness of the concept ‘culture’ as it applies to organisations. After first establishing that the organisational members had a sense that their organisation was an unique ‘family’ the article then proceeds to argue that this ‘togetherness’ was, in many contexts, divided. Managers also had a series of conflictual orientations to other members that were partially defined by the managers organisational role but were also underwritten by assumptions about organisational history, community, biography and profession. The paper concludes by suggesting that, at this level of analysis, managers are not often an unified block with a common identity and that management culture is hence best seen as a map of oppositions and commonalities that reflects the wider culture that the organisation is a part of.
8
Daya, Preeya. "Diversity and inclusion in an emerging market context." Equality, Diversity and Inclusion: An International Journal 33, no. 3 (March 11, 2014): 293–308. http://dx.doi.org/10.1108/edi-10-2012-0087.
Full textAbstract:
Purpose – The extreme demographic misrepresentation of organisations is a key business and societal issue in South Africa (SA). The purpose of this paper is to provide organisations that are committed to the creation of a diverse and inclusive environment with key considerations that need to be managed in order to create more diverse drive transformation. Design/methodology/approach – This research uses a combination of quantitative and qualitative techniques to gain an understanding of the elements that need to be managed to enhance perception of inclusion in the SA workplace. Findings – The study finds that key inclusion elements that need to be transformed at an organisational level include “senior leadership”, “organisation climate”, “organisational belonging”, “communication” and “transparent recruitment, promotion and development”. At an interpersonal level or relational level, inclusion components include respect and acceptance, the “line manager/subordinate relationship” (which includes the subordinates experience of dignity, trust and recognition), “engagement” which includes decision-making authority and access to information, and finally the “individual's relationship with the organisation's vision and values”. Finally, at an individual level, factors which influenced inclusion, and therefore required attention in recruitment or management were “personality”, “locus of control”, self-confidence which includes self-esteem and “power”. Research limitations/implications – While this research facilitated “deep” insight into the diversity and inclusion components, this study could have been enriched through exploring diversity and inclusion in other organisational contexts. Second, while the InclusionIndex™ survey provided a useful base measure of inclusion for this research, the use of a survey as the primary research tool might have been leading to the respondents. Third, because the InclusionIndex™ survey was used as the exploratory tool, and was the respondents’ first exposure to the diversity and inclusion terminology, the survey became the informal frame of reference for diversity and inclusion, and thus might have influenced the focus group discussion and semi-structured interview responses. Practical implications – Using these diversity and inclusion considerations, leaders of pluralistic and multicultural organisations can focus their attention on developing inclusion areas that are weak and require more consideration. Second, this research aims to establish that inclusion extends beyond recruitment of diverse individuals to a process driven at organisational, interpersonal and individual levels. Originality/value – These management considerations are important and valuable because they can be used to guide systemic change in organisations, driven at organisational, interpersonal and individual levels. This approach will help organisations to move beyond employment equity compliance, to a commitment to multicultural diverse and inclusive organisations.
9
Poirier, Erik, Sheryl Staub-French, and Daniel Forgues. "Embedded contexts of innovation." Construction Innovation 15, no. 1 (January 5, 2015): 42–65. http://dx.doi.org/10.1108/ci-01-2014-0013.
Full textAbstract:
Purpose – The purpose of this paper is to study the radical innovation process behind the adoption and implementation of building information modelling (BIM) for a specialty contracting small or medium enterprise (SME). This paper offers two distinct perspectives on BIM adoption and implementation, which are underrepresented in the current literature: the SME perspective and the specialty contractor perspective. It also attempts to bridge the gap between the growing literature on BIM adoption and implementation and the established literature on innovation by developing the notion of embedded contexts in the innovation process. Design/methodology/approach – A mixed-method, longitudinal case study approach was used in this research project to study the evolution of the innovation process and its impact on the Organisation over time. The objectives of this research were to investigate and document the different factors mediating the BIM adoption and implementation process for the Organisation across various contexts, the mechanisms put in place to facilitate this process and the perceived impact within the Organisation. Findings – The initial transition to BIM represented a radical innovation for the Organisation. Subsequently, a series of incremental innovations took place to further advance the Organisation’s BIM capabilities. This innovation process is influenced by different layers of embedded contextual factors, which can be mitigated by, among others, a clear strategic approach towards the innovation process. Furthermore, despite a limited sphere of influence, specialty contractors can leverage BIM within their own supply chain to reap significant benefits. Originality/value – This paper offers an in-depth study of radical innovation within a specialty contracting SME. This study discusses the influence of four embedded contexts on innovation for a specialty contracting SME: the industry context, the institutional context, the organisational context and the project context. It also offers insight into the factors, mechanisms and their impact on the innovation process.
10
Swift, Hannah, Vanessa Dias, and Dominic Abrams. "WHOM WOULD YOU HIRE? AGEISM IN ORGANIZATIONAL CONTEXTS." Innovation in Aging 3, Supplement_1 (November 2019): S570. http://dx.doi.org/10.1093/geroni/igz038.2112.
Full textAbstract:
Abstract People want to work at older ages, yet ageism and discrimination remain a barrier. Using theories of prejudice, social role theory, and conceptual models of age diversity in organisational contexts, we explore age-bias in hiring practices (Study 1) and how to reduce it (Study 2). Study 1 (N=150) investigated pro-youth bias in hiring practices and how this manifests depending on job/occupation. Study 2 (N=150) investigated whether pro-youth bias is reduced by manipulating organisational culture. In both studies, participants were given a fictional organisation, a job ad, and two applicants’ profiles manipulated to represent men one each in their 30s and 50s. Study 1 supported the social role theory hypothesis: people match candidates to the age profile of the job. In the age-neutral job occupation participants chose equally between candidates. Study 2 supported the hypothesis that pro-youth bias can be mitigated when age-diverse nature of the organisational culture is made salient.
11
Ahrens, Thomas, and Rihab Khalifa. "The impact of regulation on management control." Qualitative Research in Accounting & Management 12, no. 2 (June 15, 2015): 106–26. http://dx.doi.org/10.1108/qram-04-2015-0041.
Full textAbstract:
Purpose – This paper aims to contribute to our understanding of the impact of regulation on management control practices. It explores the processes by which the institutionalised properties of certain management controls are adapted to organisational contexts and underpin organisational routines. The authors are interested in the voluntary adoption of management controls with highly developed institutional logics, how organisations respond initially to the institutional logics of new management controls and by what means those logics become a workable basis for institutionalising controls in the organisation. Design/methodology/approach – The paper explores some of the ways in which the institutional logics of management control come to have organisational effects, studying a seemingly simple organisational response to institutional processes: compliance. The argument is illustrated with examples from university accreditation as a management control institution that combines cultural and administrative controls. The paper is based on participant observation in three universities. Findings – The authors find that compliance requires considerable organisational meaning-making and that organisational work of compliance separates into adaptation and execution. Moreover, the process of compliance produces distinctions between experts of the accreditation logic, users of the accreditation logic, agnostics and sceptics. Rather than passive acquiescence, compliance with regulated management control is a creative process of arranging and translating general prescriptions for use in a specific context. Originality/value – This is the first study of university accreditation as a management control institution. It adds to a still emerging literature on the effects of institutional logics, and in particular regulatory logics, on organisational management control.
12
Hayes, Catherine, and Michael Collins. "Organisational contexts of communication in healthcare." British Journal of Healthcare Assistants 7, no. 11 (November 2013): 553–55. http://dx.doi.org/10.12968/bjha.2013.7.11.553.
Full text
13
Hyde, Paula, and Alan B. Thomas. "Organisational defences revisited: systems and contexts." Journal of Managerial Psychology 17, no. 5 (August 2002): 408–21. http://dx.doi.org/10.1108/02683940210432646.
Full text
14
Millar, Ross, and Helen Dickinson. "Planes, straws and oysters: the use of metaphors in healthcare reform." Journal of Health Organization and Management 30, no. 1 (March 21, 2016): 117–32. http://dx.doi.org/10.1108/jhom-11-2013-0242.
Full textAbstract:
Purpose – The purpose of the paper is to examine the metaphors used by senior managers and clinicians in the delivery of healthcare reform. Design/methodology/approach – A study of healthcare reform in England carried out a series of semi structured interviews with senior managers and clinicians leading primary and secondary care organisations. Qualitative data analysis examines instances where metaphorical language is used to communicate how particular policy reforms are experienced and the implications these reforms have for organisational contexts. Findings – The findings show how metaphorical language is used to explain the interactions between policy reform and organisational contexts. Metaphors are used to illustrate both the challenges and opportunities associated with the reform proposals for organisational change. Originality/value – The authors provide the first systematic study of patterns and meanings of metaphors within English healthcare contexts and beyond. The authors argue that these metaphors provide important examples of “generative” dialogue in their illustration of the opportunities associated with reform. Conversely, these metaphors also provide examples of “degenerative” dialogue in their illustration of a demarcation between the reform policy proposals and existing organisational contexts.
15
Sarris, Aspa. "Applying Organisational Theory to Isolated, Confined and Extreme Settings." Australian and New Zealand Journal of Organisational Psychology 1 (August 1, 2008): 1–6. http://dx.doi.org/10.1375/ajop.1.1.1.
Full textAbstract:
AbstractResearch on person–environment fit theory has largely developed within the context of people and organisations in urban settings. There has been little research of this kind within organisations in isolated and confined contexts. The purpose of this article was to examine the implications of person–environment fit theory within the context of the complementary fit and supplementary fit paradigm (Muchinsky & Monahan, 1987), for people working in isolated and remote organisational settings. Using a sample of Antarctic personnel, this study examined the extent to which psychological need fulfilment and subjective fit with Antarctic station culture were equally important in predicting individual attitudes, including satisfaction with being an expedition member, intent to return and willingness to recommend the Antarctic to others. Results showed that gender and subjective fit with Antarctic station culture predicted satisfaction with station membership. Results also showed that subjective fit predicted willingness to recommend the Antarctic as a good place to work, while psychological need fulfilment was not a predictor of any of the outcome variables examined. Results suggest that outcomes such as intention to return (or to stay) may be less relevant in such settings because of the unique and temporary nature of the experience and the work. Results also attest to the need for further development of organisational theories, including person–environment fit theory, using data collected from organisations in isolated, confined and extreme environmental contexts.
16
Saoula, Oussama, Muhammad Fareed, Saiful Azizi Ismail, Nurul Sharniza Husin, and Rawiyah Abd Hamid. "A Conceptualization of the Effect of Organisational Justice on Turnover Intention: The Mediating Role of Organisational Citizenship Behaviour." International Journal of Financial Research 10, no. 5 (June 10, 2019): 327. http://dx.doi.org/10.5430/ijfr.v10n5p327.
Full textAbstract:
Considering employees are the ultimate valuable assets, most companies nowadays give lots of effort and capitalise vital resources to preserve them. The turnover of those employees will affect the achievement of the organisations’ goals as well as the maintaining of the competitive advantage. Therefore, it is imperative to call for more studies to understand the factors affecting this phenomenon in different settings and contexts of research, particularly in the non-western perspectives such as Malaysia who is facing big challenges toward the employees’ turnover in many sectors. Therefore, the drive of this paper is to examine the relationship between organisational justice (OJ), organisational citizenship behaviour (OCB) (benefiting the individual OCB-I and benefiting the organisation OCB-O) and turnover intention (TI). Consequently, this study proposed framework to study the effect of organisational justice on turnover intention via the mediation role of organisational citizenship behaviour (OCB-I, OCB-O). Also, the direct impact between the variables has been discussed. Hence this paper is expected to fill the research gap and contribute to the body of knowledge in this area of research.
17
Livingston, Wulf. "Practicing within the Context of Self, Individuals and Organisational Contexts." Practice 33, no. 2 (March 15, 2021): 83–85. http://dx.doi.org/10.1080/09503153.2021.1909918.
Full text
18
Eljiz, Kathy, David Greenfield, John Molineux, and Terry Sloan. "How to improve healthcare? Identify, nurture and embed individuals and teams with “deep smarts”." Journal of Health Organization and Management 32, no. 1 (March 19, 2018): 135–43. http://dx.doi.org/10.1108/jhom-09-2017-0244.
Full textAbstract:
Purpose Unlocking and transferring skills and capabilities in individuals to the teams they work within, and across, is the key to positive organisational development and improved patient care. Using the “deep smarts” model, the purpose of this paper is to examine these issues. Design/methodology/approach The “deep smarts” model is described, reviewed and proposed as a way of transferring knowledge and capabilities within healthcare organisations. Findings Effective healthcare delivery is achieved through, and continues to require, integrative care involving numerous, dispersed service providers. In the space of overlapping organisational boundaries, there is a need for “deep smarts” people who act as “boundary spanners”. These are critical integrative, networking roles employing clinical, organisational and people skills across multiple settings. Research limitations/implications Studies evaluating the barriers and enablers to the application of the deep smarts model and 13 knowledge development strategies proposed are required. Such future research will empirically and contemporary ground our understanding of organisational development in modern complex healthcare settings. Practical implications An organisation with “deep smarts” people – in managerial, auxiliary and clinical positions – has a greater capacity for integration and achieving improved patient-centred care. Originality/value In total, 13 developmental strategies, to transfer individual capabilities into organisational capability, are proposed. These strategies are applicable to different contexts and challenges faced by individuals and teams in complex healthcare organisations.
19
Clarke, Julie, and Rachel Kirk. "Housing associations diversifying into market renting: local contexts and (re)interpretation shaping strategic decision making." Voluntary Sector Review 11, no. 1 (March 1, 2020): 3–20. http://dx.doi.org/10.1332/204080520x15793388961252.
Full textAbstract:
Within the context of housing associations as fluid third sector hybrid organisations, this article examines the dynamics of strategic decision making in relation to diversification into the market rented sector. A convergence of factors shaped an agenda for associations to engage with such commercial activity, crystallising debates about opportunities versus tensions and the remit of organisations. Qualitative research with senior housing association professionals operating in northern England illustrates the significance of external local and internal organisational contexts in making and justifying decisions; this is highlighted within an emergent typology of organisational responses. Depending on interpretation, the interplay between social and financial justifications varied, including legitimising activity within a broader social purpose. The potential for (re)interpreting parameters illustrates the importance of understanding the variety and complexity of interacting dynamics that influence the strategic decisions of third sector hybrid organisations and what they deliver at the local level.
20
Mackenzie, Kelly, Elizabeth Such, Paul Norman, and Elizabeth Goyder. "Using Co-Production to Develop “Sit Less at Work” Interventions in a Range of Organisations." International Journal of Environmental Research and Public Health 18, no. 15 (July 22, 2021): 7751. http://dx.doi.org/10.3390/ijerph18157751.
Full textAbstract:
Prolonged periods of sitting are associated with negative health outcomes, so the increase in sedentary jobs is a public health concern. Evaluation of interventions to reduce workplace sitting have suggested that participatory approaches may be more effective. This paper describes the use of co-production in four diverse organisations. Workshops with staff in each organisation were conducted to develop an organisation-specific strategy. The first workshop involved creative activities to encourage participants to develop innovative suggestions. The second workshop then developed a feasible and acceptable action plan. An ecological approach was used to consider behaviour change determinants at a range of different levels including intrapersonal, interpersonal, organisational, and environmental-level factors. 41 staff volunteered for workshops (seven in a small business, 16 in a charity, 15 in a local authority, and three in a large corporation). Of those, 27 were able to attend the first workshops and 16 were able to attend the second. Whilst there were some similarities across organisations, the smaller organisations developed a more tailored and innovative strategy than large organisations where there were more barriers to change and a more diverse workforce. Co-production resulted in bespoke interventions, tailored for different organisational contexts, maximising their potential feasibility and acceptability.
21
Viitala, Riitta, and Jenni Kantola. "Temporary agency workers shake a work community: a social capital perspective." Employee Relations 38, no. 2 (February 8, 2016): 147–62. http://dx.doi.org/10.1108/er-01-2015-0012.
Full textAbstract:
Purpose – The purpose of this paper is to investigate the kinds of effects that using a temporary agency workforce may cause on an organisational level, especially on relations between employees. In this study the authors explore the organisation as a community, leaning on the theory of social capital. Design/methodology/approach – The data were gathered via semi-structured interviews with 18 temporary agency workers and five employees in permanent positions. Discourse analysis with some degree of pragmatism was employed in comprehending the speech of the interviewees. Findings – The position of agency workers may be problematic from the perspective of social capital formulation in a work organisation. The short duration of contracts and different conditions of employment shake relations in a work group. Agency workers may also be outside the information flows. Additionally the norms and rules may be different for temporary and permanent employees and thus cause confusion. Research limitations/implications – The findings will hopefully provoke researchers to investigate the effects of using a temporary agency workforce in different organisational contexts. In addition, the study indicates that the theory of social capital is fruitful for investigating the topic on the organisational level. Practical implications – The use of agency workforce should be considered comprehensively in organisations. Its effects on work organisations may be conflicting. If temporary agency workers are needed as interim help, HRM practices should be developed in order to minimise the potential problems in terms of social capital. Originality/value – The study adopted an organisational perspective on the agency workforce, which is still rare in studies on the topic.
22
Dadich, Ann, Aileen Collier, and Michael Hodgins. "Navigating and understanding organisational complexity in health services: The value of POSH-VRE." Journal of Management & Organization 26, no. 3 (December 9, 2019): 375–90. http://dx.doi.org/10.1017/jmo.2019.82.
Full textAbstract:
AbstractThis methodological article introduces positive organisational scholarship in healthcare and video reflexive ethnography (POSH-VRE) as a methodology to cut through the challenges of accessing and engaging organisations for research. We demonstrate how POSH-VRE can open space to navigate and better understand organisational complexity and build capacity. Organisational complexity denotes the interrelated components of a system. POSH-VRE can be helpful within complex organisations, such as health services, because it focuses on positive healthcare practices and experiences. We exemplify this with reference to a study on brilliant community-based palliative care. Using fieldnotes and video-recordings, we reveal the value of positive recognition – or celebration; video-cameras; and courtesy, whereby we adapted to different contexts. POSH-VRE can be of scholarly, methodological, and organisational value. It enables researchers to navigate organisational complexity and co-construct findings with nonacademic experts. Furthermore, it can encourage nonacademic experts to improve practice by learning from their own capacities to navigate organisational complexity.
23
Lucia-Casademunt, Ana M., Deybbi Cuéllar-Molina, and Antonia M. García-Cabrera. "The role of human resource practices and managers in the development of well-being." Cross Cultural & Strategic Management 25, no. 4 (October 1, 2018): 716–40. http://dx.doi.org/10.1108/ccsm-05-2017-0054.
Full textAbstract:
Purpose Organisational change is increasingly important and interesting to study. Change may affect employees’ attitudes and impact on their well-being. In this regard, it is important to examine how organisations enhance employees’ well-being when the competitive environment requires organisational changes whose implementation could cause well-being to deteriorate. Research suggests that human resource management practices (HRMPs) may have a positive impact on well-being. However, there is little research that analyses how the internal and external contexts of changing organisations may influence the outcome of HRMPs as regards well-being, which is of interest as it pertains to the application of suitable HRMPs in every setting. Thus, to address this research gap, the purpose of this paper is to analyse how employees’ perceptions of HRMPs and support from supervisors enhance well-being, taking into account the national cultural context of organisations. Design/methodology/approach Linear regression models tested the proposed hypotheses on a sample of 10,866 employees from 18 European countries who participated in the Fifth European Working Conditions Survey. Of the total sample, 5,646 respondents were involved in substantial restructuring and organisational change. Findings Results confirm the importance of national “uncertainty avoidance” values in the choice of the proper HRMPs to enhance employees’ well-being. Originality/value The literature highlights that HRMPs and supervisor support have a positive impact on well-being, and it also warns that national culture may condition the outcomes of human resource (HR) interventions. Based on this, the current study analyses how such HR interventions enhance well-being, taking into account national cultural context of organisations in both stable contexts and those involving change.
24
Jones, Lorelei, Linda Pomeroy, Glenn Robert, Susan Burnett, Janet E. Anderson, Stephen Morris, Estela Capelas Barbosa, and Naomi J. Fulop. "Explaining organisational responses to a board-level quality improvement intervention: findings from an evaluation in six providers in the English National Health Service." BMJ Quality & Safety 28, no. 3 (October 31, 2018): 198–204. http://dx.doi.org/10.1136/bmjqs-2018-008291.
Full textAbstract:
BackgroundHealthcare systems worldwide are concerned with strengthening board-level governance of quality. We applied Lozeau, Langley and Denis’ typology (transformation, customisation, loose coupling and corruption) to describe and explain the organisational response to an improvement intervention in six hospital boards in England.MethodsWe conducted fieldwork over a 30-month period as part of an evaluation in six healthcare provider organisations in England. Our data comprised board member interviews (n=54), board meeting observations (24 hours) and relevant documents.ResultsTwo organisations transformed their processes in a way that was consistent with the objectives of the intervention, and one customised the intervention with positive effects. In two further organisations, the intervention was only loosely coupled with organisational processes, and participation in the intervention stopped when it competed with other initiatives. In the final case, the intervention was corrupted to reinforce existing organisational processes (a focus on external regulatory requirements). The organisational response was contingent on the availability of ‘slack’—expressed by participants as the ‘space to think’ and ‘someone to do the doing’—and the presence of a functioning board.ConclusionsUnderperforming organisations, under pressure to improve, have little time or resources to devote to organisation-wide quality improvement initiatives. Our research highlights the need for policy-makers and regulators to extend their focus beyond the choice of intervention, to consider how the chosen intervention will be implemented in public sector hospitals, how this will vary between contexts and with what effects. We provide useful information on the necessary conditions for a board-level quality improvement intervention to have positive effects.
25
Chabane, Mazri, Alexis Tsoukias, and Katherine A. Daniell. "Decision Support in Participatory Contexts." International Journal of Decision Support System Technology 11, no. 3 (July 2019): 47–80. http://dx.doi.org/10.4018/ijdsst.2019070104.
Full textAbstract:
Organizing the participation of multiple stakeholders in decision processes is now a widespread request with a visible consequence being the expansion of the analyst's role from problem solver to facilitator of stakeholder interactions. Within this evolutionary movement, this article claims that an analyst creates the organisation through which the set of stakeholders involved in the decision process interact. This article also claims that the ability of this organisation to fit contextual requirements is of utmost importance for the success of an analyst's intervention. This article is organised to support these two claims. Firstly, it describes the terms of organisational design and the mechanisms through which it may influence the decision processes. Secondly, the authors review how these aspects are already discussed within OR/MS literature so as to highlight current limitations and future possibilities for greater investigation of the place and role of organizational design in OR/MS research and practice.
26
Phillipson, Chris, Sue Shepherd, Mark Robinson, and Sarah Vickerstaff. "Uncertain Futures: Organisational Influences on the Transition from Work to Retirement." Social Policy and Society 18, no. 3 (June 22, 2018): 335–50. http://dx.doi.org/10.1017/s1474746418000180.
Full textAbstract:
The promotion of extended working life has created a period of uncertainty between the ending of work and the beginning of retirement. This period of the life course is now ‘open-ended’ in respect of whether older workers decide to remain in employment or leave working. However, the choices available are framed within public policy and organisational contexts as well as personal circumstances. The study reviews the organisation of ‘work-ending’, the construction of age within organisations, and the influences on provision of support in late working life. The article concludes with a discussion on the range of pressures that might limit control over pathways through middle and late working careers.
27
Templeton, Gary F., and Charles A. Snyder. "Precursors, contexts and consequences of organisational learning." International Journal of Technology Management 20, no. 5/6/7/8 (2000): 765. http://dx.doi.org/10.1504/ijtm.2000.002895.
Full text
28
Pretorius, Tinus, and Leon Oerlemans. "Project-based production and project management: Findings and trends in research on temporary systems in multiple contexts." South African Journal of Economic and Management Sciences 17, no. 1 (February 11, 2014): 105–8. http://dx.doi.org/10.4102/sajems.v17i1.905.
Full textAbstract:
Globalisation is challenging almost every aspect of the political, economic, social and technological environment. Organisations, whether public or private, have to adapt their strategies and operations to stay competitive and efficient. Historically, organisations adopted project-based operations as a mode to stay competitive, although the applications tended to be the oneoff type of operations such as construction and system development projects (Edum-Fotwe & McCaffer, 2000). As the world changed from an industrially driven to a more knowledge driven economy and the pace of continuous change became more intense, organisations adopted a project-based mode of operations on a broader scale. The knowledge economy lead to the creation of many service orientated industries. Organisations started facing portfolios of projects where the nature of these projects differed in technological complexity, urgency, customer value and social impact (Gutjahr & Froeschl, 2013). Based on their experience with more technically orientated projects, organisations focused their attention more intensely on new project management methods, tools and processes and not necessarily on the human and organisational interfaces. This paradigm changed however, especially since the 1980s and more and more organisations adopted temporary organisational forms (Bakker, 2010) in order to improve their competitiveness. The contributions in this special edition of the South African Journal of Economic and Management Sciences have a common focus on the importance of the human and organisational interface of project-based operations on project success. The purpose of this concluding article is to analyse the findings and recommendations in these papers and to detect trends and future research opportunities in the field of project-based operations.
29
Assefa, Temtim, Monica Garfield, and Million Meshesha. "Barriers of Knowledge Sharing Among Employees: The Case of Commercial Bank of Ethiopia." Journal of Information & Knowledge Management 12, no. 02 (June 2013): 1350014. http://dx.doi.org/10.1142/s0219649213500147.
Full textAbstract:
Commercial banks are one of the main engines that enhance the economic growth of the country by managing financial transactions. Banks process and use information to run their business. Knowledge is one of the strategic resources that commercial banks use to increase their internal efficiency and to operate competitively. Knowledge-sharing barriers hinder the smooth flow of knowledge among employees which often results in negative consequences such as customer dissatisfaction, low employee learning and poor service quality. This research identified complex individual, organisational and technological factors that affect knowledge sharing and puts forward interventions that can improve the culture of knowledge sharing in an organisation. The research also revealed that although organisations put much emphasis on the development of a technological infrastructure as a means to develop their knowledge management, it is the organisational and individual factors that may prove to be more important in improving organisational knowledge management. This research has a theoretical contribution for the generalisability of existing knowledge sharing theory across different socioeconomic contexts, in particular in Ethiopia.
30
Katou, Anastasia A. "How does human resource management influence organisational performance? An integrative approach-based analysis." International Journal of Productivity and Performance Management 66, no. 6 (July 10, 2017): 797–821. http://dx.doi.org/10.1108/ijppm-01-2016-0004.
Full textAbstract:
Purpose Drawing on the contingency perspective between business strategies and human resource (HR) practices, the purpose of this paper is to examine the effects of human resource management (HRM) system (which integrates both content and process of HR practices) on both proximal organisational outcomes (such as job satisfaction, motivation, and organisational commitment) and distal organisational outcomes (such as employee engagement, organisational citizen behaviour (OCB), co-operation among employees, intention to quit, and operational performance). Design/methodology/approach The analysis is based on a sample of 996 Greek employees working in 108 private organisations and the statistical method employed is structural equation modelling with bootstrapping estimation. Findings The results indicate that HRM content is more positively related to job satisfaction and motivation and less related to organisational commitment than HRM process. Moreover, HRM system is sequentially related to organisational outcomes (both directly and indirectly) and significantly influences employee job satisfaction and motivation, as well as OCB and co-operation among employees, and operational performance. Research limitations/implications The data were collected using a questionnaire at a single point in time, and thus, not allowing dynamic causal inferences. Considering that Greece is experiencing a severe financial crisis, the findings from this unique context may not generalise across other contexts. Practical implications The core messages to decision makers are that employee development and rewards are the major dimensions of the content of an HRM system and that consistency and distinctiveness are the principal features of the process of an HRM system, even in cases where the organisation is operating under an economic crisis environment. Originality/value Investigations into the relationship between HRM systems and organisational performance have become increasingly common. Nevertheless, empirical studies that measure the impact of HRM systems, which being contingent on business strategies integrate both content and process of HR practices on organisational performance are still rare. This paper partially fills this gap.
31
Barry, Sarah. "Contextual Analysis for Practical Action (CAPA): a framework for understanding how context works and how to apply it for practical learning and implementing change in complex systems." HRB Open Research 4 (February 10, 2021): 18. http://dx.doi.org/10.12688/hrbopenres.13199.1.
Full textAbstract:
Background: This concept paper presents Contextual Analysis for Practical Action or ‘CAPA’ as an action-oriented tool to understand and implement interventions in real-life service delivery contexts. Understanding how contexts work is a critical challenge for Health and Social Care Systems seeking to become more integrated. CAPA is a tool for understanding and empowering agents in local contexts. The local context is understood here as a key factor in implementation success. This concept paper offers rich theorising to underpin the translation of systems reform initiatives into meaningful local engagement and change. Methods: Analysis of the ‘implementation conundrum’ highlights the problem, while a review of the organisational learning literature identifies ‘sensemaking in organisation’ as a powerful mechanism to address it. Based on earlier phenomenological research the dynamics of organisational sensemaking are presented. Finally, applications for CAPA are explored and next steps outlined. Results: CAPA makes tangible the implicit and interpretive nature of organisational life as ‘sensemaking in context’. This phenomenon is analysed as a determinant of implementation success. As such, CAPA opens a path to working with contextual complexity by framing it as a dialectic pattern of topical, ecological, dialogical, and pragmatic modes that ‘contextualise’. CAPA is a tool for researchers and practitioners to explore the complexity of local contexts and their implementation challenges, and working-with local agents for learning and change. Conclusions: Health reform needs new approaches for understanding implementation in context. CAPA is a tool for understanding and working-with contextual factors central to the complexity of policy or knowledge translation for example. This paper outlines its rationale, principles, and functionality. Possible applications are explored for co-designed practical learning experiences. It concludes with a call to policy makers, service managers and researchers to use the approach in specific settings so it can be developed and refined.
32
Edmonstone, John Duncan. "Organisational learning." Leadership in Health Services 31, no. 4 (October 1, 2018): 434–40. http://dx.doi.org/10.1108/lhs-08-2017-0050.
Full textAbstract:
Purpose The understanding of “organisations” has changed fundamentally from seeing them as concrete entities to viewing them as communities of meaning. Mature adults in healthcare learn best when addressing pressing problems in company of their peers. Healthcare is unlike other sectors because of the emotional labour which is part of the experience of clinical staff. Absorptive capacity offers a conceptual model for viewing organisational learning and the encouragement of systemic eloquence can be enabled through a variety of approaches, provided they are designed and delivered as part of a well-thought-through approach to developing local absorptive capacity. Design/methodology/approach This is a viewpoint paper. Findings Healthcare differs from other sectors. Organisational learning can be enabled by a range of approaches, but these need to be sensitive to local circumstances. Originality/value The paper asserts that healthcare is unlike other sectors because of emotional labour on the part of clinical staff. It maintains that organisations are communities of meaning, rather than concrete entities. Systemic eloquence can be enhanced by the concept of absorptive capacity, applied in local contexts.
33
Mathew, Jossy. "The relationship of organisational culture with productivity and quality." Employee Relations 29, no. 6 (October 9, 2007): 677–95. http://dx.doi.org/10.1108/01425450710826140.
Full textAbstract:
PurposeThe purpose of this paper is to explore the impact of organisational culture on productivity and quality in software organisations, with special reference to India.Design/methodology/approachThe empirical study was done in two phases. The first phase adopts qualitative methodology and examines the significant aspects of organisational culture, productivity, and quality and the nature of the relationship organisational culture has with productivity and quality. The second phase makes a quantitative analysis of this relationship.FindingsThe study develops a range of insights into the way cultural processes tend to influence productivity and quality in people centric and knowledge intensive work contexts such as software.Research limitations/implicationsThis study employed perceptual measures of productivity and quality in the quantitative analysis. Future studies can develop objective criteria, which would facilitate robust quantitative analysis. Future studies should also explore whether the findings of this study have generalisability beyond the Indian context.Practical implicationsThe study provides insights into the management of productivity and quality in contexts where work is characterised by high levels of abstraction and invisibility.Originality/valueThere are very few empirical studies on this relationship in dynamic and sophisticated work contexts such as software and this further contributes to the debate concerning the impact of organisational culture on effectiveness.
34
Chakraborty, Shreyashi, and Leena Chatterjee. "Rationales of gender diversity management policies and practices in India: an exploratory empirical study in the Indian IT/ITeS industry." Equality, Diversity and Inclusion: An International Journal 39, no. 6 (April 8, 2020): 667–88. http://dx.doi.org/10.1108/edi-04-2019-0124.
Full textAbstract:
PurposeThe Indian context is marked with weak anti-discrimination laws and patchy implementation of protection of civil rights of women at workplaces. The purpose of this paper is to unearth the rationales of the adoption of gender diversity management policies and practices in India, in the absence of laws and regulations.Design/methodology/approachInspiration is drawn from previous studies on diversity management in other national contexts, and a survey methodology was adopted. The lead researcher administered the questionnaires personally to all respondents to ensure that the understanding of the questions is uniform across respondents as gender diversity management is a relatively new concept in India.FindingsSize of the organisation (number of full-time employees), the influence of external organisations and perceived enhanced organisational flexibility were found to explain the adoption of gender diversity management policies and practices in the Indian IT/ITeS industry. Findings also indicate that Indian subsidiaries of foreign multinationals tend to adopt more gender diversity management policies and practices as compared to Indian-owned organisations.Research implicationsThis study provides evidence that organisations do not always enact structures or behaviours in the pursuit of normative rationality and also consider the economic value of them, establishing an organisational agency in adopting legitimated norms or practices. The study also shows that gender diversity management policies and practices are not only dependent on the enactment of laws but also are adopted because of the economic benefit perceived.Originality/valueDiversity management policies and practices have been mostly studied in national contexts with anti-discrimination laws or affirmative action programs and have been claimed to be a successor of equal employment opportunity (EEO) policies. In the absence of stringent laws to reduce or eliminate discrimination against women employees in Indian workplaces, this study contributes to the literature by determining whether the business case for gender diversity drives the adoption of gender diversity management in the Indian context.
35
Lautenbach, P., K. Johnston, and T. Adeniran-Ogundipe. "Factors influencing business intelligence and analytics usage extent in South African organisations." South African Journal of Business Management 48, no. 3 (September 29, 2017): 23–33. http://dx.doi.org/10.4102/sajbm.v48i3.33.
Full textAbstract:
Through extensive use of business intelligence and analytics, organisations are better positioned to support fact-based decision making, ultimately leading to improved organisational performance. However, while some organisations recognise and exploit the benefits of business intelligence and analytics use, others fail to capitalise on its potential. It is pertinent therefore to examine factors influencing Business Intelligence and Analytics use within organisations. The three contexts of the Technology-Organisation-Environment (TOE) framework was used as the foundational framework. It is hoped that the findings presented will contribute to a greater understanding of factors influencing business intelligence and analytics usage extent to researchers and practitioners alike. Organisations seeking to promote fact-based decision making through greater business intelligence and analytics use will apply and be better equipped to drive such endeavours.
36
Crotty, Jo, and Sergej Ljubownikow. "Creating Organisational Strength from Operationalising Restrictions: Welfare Non-profit Organisations in the Russian Federation." VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations 31, no. 6 (September 15, 2020): 1148–58. http://dx.doi.org/10.1007/s11266-020-00271-0.
Full textAbstract:
AbstractThe work of non-profit organisations (NPOs) in non-democratic country contexts tends to be judged on their contribution to the democratisation process rather than the activities they undertake. This neglects the potential impact NPOs have on societies within such contexts. In this study, we highlight that NPOs can influence public policy deployment in the Russian Federation even if they cannot affect public policy itself. By operationalising the very restrictions placed upon them, NPOs use their relationships with the state to effect change within their immediate environment and scope of their operational remit, even if they cannot hold authorities to account or influence policy development. The key to this is strong organising capabilities and engagement with the Russian public. We reflect on the implications of our findings to the understanding of civil society development and NPOs in Russia and in other similar non-democratic contexts.
37
A. Kreindler, Sara, Bridget K. Larson, Frances M. Wu, Josette N. Gbemudu, Kathleen L. Carluzzo, Ashley Struthers, Aricca D. Van Citters, Stephen M. Shortell, Eugene C. Nelson, and Elliott S. Fisher. "The rules of engagement: physician engagement strategies in intergroup contexts." Journal of Health Organization and Management 28, no. 1 (March 11, 2014): 41–61. http://dx.doi.org/10.1108/jhom-02-2013-0024.
Full textAbstract:
Purpose – Recognition of the importance and difficulty of engaging physicians in organisational change has sparked an explosion of literature. The social identity approach, by considering engagement in terms of underlying group identifications and intergroup dynamics, may provide a framework for choosing among the plethora of proposed engagement techniques. This paper seeks to address this issue. Design/methodology/approach – The authors examined how four disparate organisations engaged physicians in change. Qualitative methods included interviews (109 managers and physicians), observation, and document review. Findings – Beyond a universal focus on relationship-building, sites differed radically in their preferred strategies. Each emphasised or downplayed professional and/or organisational identity as befit the existing level of inter-group closeness between physicians and managers: an independent practice association sought to enhance members' identity as independent physicians; a hospital, engaging community physicians suspicious of integration, stressed collaboration among separate, equal partners; a developing integrated-delivery system promoted alignment among diverse groups by balancing “systemness” with subgroup uniqueness; a medical group established a strong common identity among employed physicians, but practised pragmatic co-operation with its affiliates. Research limitations/implications – The authors cannot confirm the accuracy of managers' perceptions of the inter-group context or the efficacy of particular strategies. Nonetheless, the findings suggested the fruitfulness of social identity thinking in approaching physician engagement. Practical implications – Attention to inter-group dynamics may help organisations engage physicians more effectively. Originality/value – This study illuminates and explains variation in the way different organisations engage physicians, and offers a theoretical basis for selecting engagement strategies.
38
Pishdad, Azadeh, and Abrar Haider. "Confirmative Pressures in ERP Institutionalisation." International Journal of Technology Diffusion 4, no. 2 (April 2013): 18–30. http://dx.doi.org/10.4018/jtd.2013040102.
Full textAbstract:
In the normal progression of events, firstly the technology is implemented, and then it is assimilated in the organisation. Once its usage becomes routinized and embedded within the organisations’ work processes and value chain activities, it leads to successful institutionalisation. Institutionalisation of technology, thus, is not a linear process, one that is independent of any organisational, cultural, technical, social, and environmental causes and effects that shape and reshape use of technology. Information system researchers, however, tended to limit their attention to the effects of the institutional environment (i.e., coercive, normative and mimetic pressure) on structural conformity and isomorphism, so they fail to study the role of other institutional contexts which affect technology implementation and institutionalisation in organisations. This paper, therefore, aims to fill this gap by introducing confirmative pressure as a new form of isomorphism among organisation and other sub-institutions. This paper presents an illustrative case study of ERP adopting organisation in Australia to show how various isomorphic mechanisms affect ERP implementation and institutionalisation process.
39
Pishdad, Azadeh, and Abrar Haider. "Confirmative Pressures in ERP Institutionalisation." International Journal of Technology Diffusion 5, no. 1 (January 2014): 43–55. http://dx.doi.org/10.4018/ijtd.2014010104.
Full textAbstract:
In the normal progression of events, firstly the technology is implemented, and then it is assimilated in the organisation. Once its usage becomes routinized and embedded within the organisations' work processes and value chain activities, it leads to successful institutionalisation. Institutionalisation of technology, thus, is not a linear process, one that is independent of any organisational, cultural, technical, social, and environmental causes and effects that shape and reshape use of technology. Information system researchers, however, tended to limit their attention to the effects of the institutional environment (i.e., coercive, normative and mimetic pressure) on structural conformity and isomorphism, so they fail to study the role of other institutional contexts which affect technology implementation and institutionalisation in organisations. This paper, therefore, aims to fill this gap by introducing confirmative pressure as a new form of isomorphism among organisation and other sub-institutions. This paper presents an illustrative case study of ERP adopting organisation in Australia to show how various isomorphic mechanisms affect ERP implementation and institutionalisation process.
40
Ann Alexander, Anu, Shishir Jha, and Ashish Pandey. "Understanding how hybrid organisations tackle social challenges." South Asian Journal of Business Studies 9, no. 2 (December 23, 2019): 193–213. http://dx.doi.org/10.1108/sajbs-02-2019-0031.
Full textAbstract:
Purpose The purpose of this paper is to examine how hybrid organisations combine institutional logics to tackle complex social needs. Design/methodology/approach A multiple case study design was followed, and cases were selected using a two-staged sampling process. Using qualitative analysis, the mechanisms through which logics are selected, prioritised and get integrated in the strategies and practices of these organisations are illustrated. Findings The study contributes to the literature on hybrid organisations and their ability to address social problems in two important ways. First, the paper reveals through the concept of institutional rationality why market-based organisations emerge to address complex social needs in a complex institutional context. Second, the study demonstrates that there is heterogeneity in how logics are blended externally in their strategies and in how logics are integrated internally within the organisation. Research limitations/implications All the cases are selected from India; hence the possibility that the findings are valid only for countries with similar institutional and socio-economic contexts cannot be negated. Practical implications The policy implication is that if business organisations should embrace social goals substantively, a regulation in the form of CSR is not enough. Instead, there should be institutional provisions to promote such hybrid organisational forms where alternative logics such as community, profession, etc., are part of the core logics of the organisation. Originality/value This study connects the strategic choices of organisations with their institutional logics’ configuration in the Indian context.
41
Correia, Tiago. "Doctors’ reflexivity in hospital organisations: The nexus between institutional and behavioural dynamics in the sociology of professions." Current Sociology 65, no. 7 (April 19, 2016): 1050–69. http://dx.doi.org/10.1177/0011392116641478.
Full textAbstract:
This article seeks to provide a clearer picture of how the nexus between institutional and behavioural dynamics operates among doctors in hospital organisations. On the basis of qualitative, in-depth research conducted in a hospital organisation, with the focus on doctors from two wards, differences in their actions and discourses challenge the coherence associated with professional and organisational values found in the debates in the sociology of professions. Rather than denying these influences, the article relates them to the way professionals reflexively make use of their roles in situated circumstances. Therefore, it discusses not only the fact that the doctors’ medical rationale is crisscrossed by a diversity of influences – ethics, management and the organisational culture and subcultures – but also that they make reflexive deliberations on the basis of interests related to specific contexts. The analysis builds on recent discussions in neo-institutionalism aligned with critical realism, in order to refine theoretical arguments on reflexivity while providing tools for future empirical research in the sociology of professions.
42
Hedström, Karin, Elin Wihlborg, Mariana S. Gustafsson, and Fredrik Söderström. "Constructing identities – professional use of eID in public organisations." Transforming Government: People, Process and Policy 9, no. 2 (May 18, 2015): 143–58. http://dx.doi.org/10.1108/tg-11-2013-0049.
Full textAbstract:
Purpose – The purpose of the paper is to reveal how identities are constructed when electronic identification (eIDs) cards are introduced through information systems in public organisations. Design/methodology/approach – Through two case studies, the authors generate rich data on the construction of identities through use of eID within public organisations. The author’s analysis, based on actor network theory, focusses on the translation of eIDs in these two settings. Findings – ID can be viewed as an artefact where the public and private spheres meet. The authors found at least three mixed roles in employees’ use of eID: as a purely private person; as a private person in the work place; and as a professional in the work place. Research limitations/implications – There is a need for further research on how eID is translated into organisational contexts and how institutional settings define the openings for local translation processes. However, the results are based on two small cases, meaning that broad generalisations are difficult to make. Practical implications – EID is so much more than technology. The technical framing of the identification system appears to be subordinated to organisational arrangements and cultures, making it important to apply a socio-technical perspective when working with eID. Originality/value – The empirical cases have offered a unique chance to study implementation and use of eID in two very different public service organisations. The findings illustrate how eID translated into organisational contexts, and how identity management within an organisational setting is linked to the employees’ private and professional roles.
43
Melián-Alzola, Lucía, Margarita Fernández-Monroy, and Marisa Hidalgo-Peñate. "Hotels in contexts of uncertainty: Measuring organisational resilience." Tourism Management Perspectives 36 (October 2020): 100747. http://dx.doi.org/10.1016/j.tmp.2020.100747.
Full text
44
Chapman, Judith Ann. "The work of managers in new organisational contexts." Journal of Management Development 20, no. 1 (February 2001): 55–68. http://dx.doi.org/10.1108/02621710110364790.
Full text
45
Worasinchai, Lugkana, and Farhad Daneshgar. "Identifying knowledge transfer requirement in global organisational contexts." International Journal of Innovation and Learning 12, no. 4 (2012): 353. http://dx.doi.org/10.1504/ijil.2012.049349.
Full text
46
Smith, Marisa, and Umit Sezer Bititci. "Interplay between performance measurement and management, employee engagement and performance." International Journal of Operations & Production Management 37, no. 9 (September 4, 2017): 1207–28. http://dx.doi.org/10.1108/ijopm-06-2015-0313.
Full textAbstract:
Purpose The purpose of this paper is to recognise the importance of the interplay between performance measurement, performance management, employee engagement and performance. However, the nature of this phenomenon is not well understood. Analysis of the literature reveals two dimensions of organisational control, technical and social, that are used to develop a conceptual framework for studying this phenomenon. Design/methodology/approach The authors conducted explorative action research involving pilot and control groups from two departments of a UK bank. Findings The authors show that an intervention on the social controls has led to changes in technical controls of the performance measurement system resulting in significant improvement in employee engagement and performance. Research limitations/implications The research was undertaken with two cases from a single organisation. Further fine-grained, longitudinal research is required to fully understand this phenomenon in a wider range of contexts. Practical implications The paper contributes to the theory on performance measures and gives guidance on how organisations might design their performance measurement systems to enhance employee engagement and performance. Originality/value The study makes three contributions. First, the authors introduce a new theoretical framework based the organisational control theory providing a basis for future research. Second, through nine propositions, the authors establish a causal relationship between performance measurement, performance management, employee engagement and performance. Third, the authors identify a gap in knowledge concerning the design of organisational controls in the context of the process that is being managed.
47
Zeng, Grace, Donna Chung, and Beverley McNamara. "Organisational contexts and practice developments in mental health peer provision in Western Australia." Journal of Health Organization and Management 34, no. 5 (June 8, 2020): 569–85. http://dx.doi.org/10.1108/jhom-09-2019-0281.
Full textAbstract:
PurposeOver the past decade, the push for recovery-oriented services has birthed a growth in the recruitment of peer providers in mental health services: Persons who live with and manage their mental health challenges and are employed to support persons currently using mental health services. The aim of this paper is to compare the responses of government and non-government organisations to the implementation of peer provision.Design/methodology/approachEmploying a qualitative study design, 15 people who supervised peer providers or who were strategically involved in peer provision were recruited using snowball sampling. Participants completed an in-depth interview that explored how peer provision services operated at their organisation and factors that shaped the way peer provision operates. The interviews were transcribed and analysed using Moore's Strategic Triangle. Synthesised member checking and researcher triangulation ensued to establish trustworthiness.FindingsThe way in which peer provision operated sat along a continuum ranging from adoption (where practices are shaped by the recovery ethos) to co-option (where recovery work may be undertaken, but not shaped by the recovery ethos). Political and legal mandates that affected the operational capacities of each organisation shaped the way peer provision services operated.Research limitations/implicationsThe findings of the study highlight the need to reconsider where peer provision services fit in the mental health system. Research investigating the value of peer provision services may attract the support of funders, service users and policy makers alike.Originality/valueIn employing Moore's strategic triangle to evaluate the alignment of policy (the authorising environment) with the operational capacity and practice of peer provision services (the task environment), this study found that organisational response to peer provision is largely influenced by political and legal mandates externally. The successful implementation of peer provision is mediated by effective supervision of peer providers.
48
Bagger, Christoffer. "An organisational cultivation of digital resignation?: Enterprise social media, privacy, and autonomy." Nordicom Review 42, s4 (September 1, 2021): 185–98. http://dx.doi.org/10.2478/nor-2021-0049.
Full textAbstract:
Abstract Enterprise social media (ESM) have largely gone ignored in discussions of the datafication practices of social media platforms. This article presents an initial step towards filling this research gap. My research question in this article regards how employees of companies using the ESM Workplace from Facebook feel that the implementation of this particular platform relates to their potential struggles for digital privacy and work–life segmentation. Methodologically, I explore this through a qualitative interview study of 21 Danish knowledge workers in different organisations using the ESM. The central analytical proposal of the article is that the interviewees express a “digital resignation” towards the implementation of the ESM. In contrast to previous discussions, this resignation cannot only be thought of as “corporately cultivated” by third parties, but must also be considered as “organisationally cultivated” by the organisations people work for. The study suggests that datafication-oriented media studies should consider organisational contexts.
49
Bhugra, Dinesh. "What makes a medical leader?" Advances in Psychiatric Treatment 17, no. 3 (May 2011): 160–61. http://dx.doi.org/10.1192/apt.bp.110.008730.
Full textAbstract:
SummaryMedical leadership is important and must be a part of training. It requires qualities at three levels: the personal, the interpersonal (working with and through others) and the organisational (in political and cultural contexts). Some of the traits of good leadership can be taught and learnt, whereas others are inherent. The roles of individual leaders depend on the organisations in which they are involved. Different contexts require different leadership styles.
50
Usoro, Abel, and Imran U. Khan. "Trust as an Aspect of Organisational Culture." International Journal of Human Capital and Information Technology Professionals 2, no. 1 (January 2011): 1–17. http://dx.doi.org/10.4018/jhcitp.2011010101.
Full textAbstract:
Knowledge sharing is of much interest to both practitioners and researchers because of its potential to quicken learning, enhance innovation, reduce costs, and place organisations on a competitive edge. A principal tool for knowledge sharing has been identified by researchers to be virtual communities in which research collaboration and other knowledge sharing activities easily take place. Some key factors examined in literature as influencing knowledge sharing are technological, economic, and cultural. This paper concentrates on organisation culture with specific focus on trust as its component. While trust has been researched in other contexts, it has not been researched as an organisational cultural component that could affect knowledge sharing in virtual communities. This gap in knowledge is what this paper aims to fill. A conceptual framework is developed to express the relationship between trust components and knowledge sharing in virtual communities. The framework will be verified in future empirical research; however, possible implications of the research to research and practice are presented.