Relevant bibliographies by topics / Organisational Culture and Sustainability Performance

Academic literature on the topic 'Organisational Culture and Sustainability Performance'

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Published: 10 December 2022
Last updated: 28 January 2023

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Journal articles on the topic "Organisational Culture and Sustainability Performance"

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Adebayo, Olufunke P., Rowland E. Worlu, Chinonye L. Moses, and Olaleke O. Ogunnaike. "An Integrated Organisational Culture for Sustainable Environmental Performance in the Nigerian Context." Sustainability 12, no. 20 (October 10, 2020): 8323. http://dx.doi.org/10.3390/su12208323.

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To remain competitive within the present inherent business environment, there is a demand for organisations to embrace an integrated culture-behaviour for performance that enables them to adopt a critical engine for a more sustainable working environment. Organisational culture, which is a reflection of predominant valued beliefs, is expected to influence a sustainable environmental performance. Evidence abounds of several organisational activities with adverse impacts on humans and the environment. The study examines an organisation’s processes that can be incorporated as a culture to ensure a more sustainable working environment. This paper proposes the use of six organisational culture practices (core value, reporting system, task performance, clarity of roles, careful deliberations, and distinctive identity) to find out organisation values, as well as individual preferences in enhancing an immediate sustainable environment. The study selected 480 employees of Fast-Moving Consumer Goods (FMCGs) firms who are active in their organisational work processes; 358 responded, and as such, was deemed as a valid research sample. The empirical analysis was carried out using a variance-based Structural Equation Modelling with partial least squares for the path-modelling (PLS-SEM), both for the Algorithm Model, and the Bootstrapping Model with β and p-values obtained from the findings. The findings provide empirical evidence that there is a significant level of influence of organisational culture on environmental performance. However, among the organisational practices, task performance has the least influence on environmental performance. This implies that organisations should invest more in the dimensions of organisational culture with higher performance-importance, while adequate attention should be given to variables with the least influence on the target construct of environmental performance.
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Covaş, Lilia. "Modifying the organisational culture in order to increase the company’s level of sustainability." Proceedings of the International Conference on Business Excellence 13, no. 1 (May 1, 2019): 254–67. http://dx.doi.org/10.2478/picbe-2019-0023.

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Abstract Changing the business behaviour by prioritising sustainability was proved to be an intelligent solution to social, environmental, as well as economic issues. Adapting to the principles of sustainability must begin with modifying the visions, values and beliefs typical of the economic entities, given that these elements form its organisational culture. Therefore, the concept of sustainability can be integrated in the company’s strategy by changing the organisational culture. Given these points, a study was conducted within twenty-eight organisations from the Republic of Moldova with the objective of identifying the optimal organisational culture pattern for increasing the level of sustainability. The first part of the research implies elaborating a suitable way to compute the global performance of an entity which entails economic, social and environmental performance. To realise a comparative analysis of the results obtained by the companies, was proposed a classification method in 5 performance categories, based on which their sustainability was appreciated. Quantitative research is based on the method of questionnaire, which was applied to a number of 300 employees from the same companies. The organization culture was analysed according to the Competing Values Framework (CVF) by Cameron and Quinn (2011), which is one of the most influential and extensively used models in the area of organizational culture research. The findings show that in the analysed companies dominates hierarchy type of organizational culture. However, the study emphasises the fact that companies with a higher sustainability level scored significantly higher on clan, adhocracy and, market cultures, while the hierarchical is lower. The obtained results prove that organisational culture is a factor which has a considerable impact on the company’s sustainability. Adopting a sustainability-oriented organizational culture can make a major contribution in creating long term success in organization.
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Negi, Pooja Singh, and R. C. Dangwal. "Organisational Sustainability through Culture and Managerial Effectiveness: An Indian Perspective." Journal of Entrepreneurship and Innovation in Emerging Economies 5, no. 1 (January 2019): 22–36. http://dx.doi.org/10.1177/2393957518812529.

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Research on different aspects of organisational culture and performance or management capability among Indian firms remains limited. A vast number of previous studies suggest that every organisation should include culture and managerial effectiveness for sustainable development. To analyse this perspective, the article tries to investigate the relationship between organisational culture and managerial effectiveness in an Indian context. Our study provides a meta-analysis of 30 qualified empirical research articles published between 1967 and 2016. The main sectors were banking, pharmaceutical, manufacturing and education. The meta-analytical approach helps to generalise the relationship between organisational culture and managerial effectiveness. Asymmetry of funnel plots is evaluated using Begg and Mazumdar’s rank correlation and Duval and Tweedie’s trim and fill methods. The results revealed overall combined correlation ( r = 0.291) whereas, correlations in excess of 0.3 are rare in this context. The findings suggest that culture and managerial effectiveness are an important factor for organisation sustainability. These relationships indicate a positive relationship between organisational culture and managerial effectiveness. The major limitation of this research study is associated with the unavailability of empirical research papers. We also believe that our findings would have been more assertive if they were tested as hypothetical propositions drawn from the literature and through a consecutive research survey. The organisational culture explored in this study provides some innovative thoughts for building sustainable knowledge culture, particularly in an Indian context. These findings also highlight the importance of organisational culture in fostering managerial effectiveness.
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Brown, Alan. "Organisational paradigms and sustainability in excellence." International Journal of Quality and Service Sciences 6, no. 2/3 (June 10, 2014): 181–90. http://dx.doi.org/10.1108/ijqss-02-2014-0020.

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Purpose – The purpose of this paper is to focus on how organisations can benefit from adopting an organic paradigm of management to maximise the benefits of quality and business excellence strategy. Mechanistic approaches do not offer long-term sustainability and do not facilitate learning and innovation. Insights from research on business excellence award-winning organisations show how they embed quality into their culture for long-term sustainability. Design/methodology/approach – This paper provides both a conceptual review of two organisational paradigms and relates this to the findings of a qualitative study of Australian Business Excellence Award winners. Interviews with company managers and case material from the organisations provided the information relating to strategies for sustaining business excellence. Findings – Organisations using a business excellence framework and those who have reached award status have adopted a range of approaches to maintain and sustain their performance. These include measures relating to leadership, processes, people, communication and strategy. Specific strategies focus on embedding, relentless driving values and engagement of people throughout. These support ongoing learning and innovation and fit the organic organisational paradigm. Research limitations/implications – Insights into how organisations sustain their use of business excellence frameworks show how business excellence principles can be embedded into organisations so that it becomes “the way we do things around here”. Originality/value – This paper offers insights into key issues faced by organisations that have already achieved high levels of performance on the business excellence frameworks and how they sustain this.
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Bencsik, Andrea. "Background on the Sustainability of Knowledge." Sustainability 14, no. 15 (August 6, 2022): 9698. http://dx.doi.org/10.3390/su14159698.

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For years, sustainability has been on the minds of professionals, organisational leaders and everyone involved in everyday life. There has been a lot of research on different areas and processes of corporate operations, and more and more initiatives are emerging to address nature conservation, environmental protection and climate change issues. However, little research addresses the potential for sustainability of organisational knowledge, a factor that fundamentally influences the functioning of organisations. Beyond the steps of the knowledge management process, organisational culture, working conditions, the organisational environment and the organisational leadership that manages them are also at the forefront. The aim of this study is to highlight the supporting role of sustainable management for the sustainability of knowledge and to show the context of further supporting conditions. Previous research has identified sustainable management as an alternative management style that can significantly change organisations and society by deepening understanding of natural and economic systems and their interdependencies. Accordingly, it ensures market performance in a holistic approach based on the concept of sustainable knowledge and with a view to the efficient use of the company’s internal resources. The cornerstones of these interrelationships and the conditions of the relationships are presented here in a theoretical approach.
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GLOBOCNIK, DIETFRIED, ROMANA RAUTER, and RUPERT J. BAUMGARTNER. "SYNERGY OR CONFLICT? THE RELATIONSHIPS AMONG ORGANISATIONAL CULTURE, SUSTAINABILITY-RELATED INNOVATION PERFORMANCE, AND ECONOMIC INNOVATION PERFORMANCE." International Journal of Innovation Management 24, no. 01 (January 3, 2019): 2050004. http://dx.doi.org/10.1142/s1363919620500048.

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Despite the growing pressure to become more sustainable and the availability of managerial practices, organisations still struggle with being innovative without neglecting sustainability concerns. This paper approaches this issue from two perspectives: First, the organisations’ cultural DNA is assumed to explain differences in the sustainability-related innovation performance of firms. Drawing on the competing values framework, this research examines whether certain cultural types predispose some organisations to perform better. Second, the skepticism among managers about the economic benefits of sustainability-related innovation holds organisations back to consider sustainability concern in their innovation activities. Thus, the relationship between sustainability-related innovation performance and economic innovation performance is investigated to clarify whether they represent conflicting goals. Using multiple-respondent data of a cross-sectional firm sample and a comprehensive measure of sustainability-related innovation performance, the empirical data show that clan cultures have a negative influence on sustainability-related innovation performance, whereas hierarchy and adhocracy cultures exert positive effects. Furthermore, sustainability-related innovation performance has a moderately positive effect on economic innovation performance.
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FATOKI, Olawale. "Organisational Culture and Environmental Performance of Hospitality Firms in South Africa." Journal of Environmental Management and Tourism 10, no. 3 (July 22, 2019): 575. http://dx.doi.org/10.14505//jemt.10.3(35).12.

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The purpose of the study is to investigate the impact of organisational culture on firm environmental performance in the context of the hospitality sector. The study used the quantitative research approach with descriptive and causal research design. The Denison organisational culture questionnaire was used to measure organisational culture. The Denison questionnaire contains four traits namely involvement, consistency, adaptability and mission. The questionnaire was distributed among 500 owner/managers of formal hotels and guest accommodations in South Africa. Data gathered were analysed using descriptive statistics and structural equation modelling. The results of the study indicate that the four traits of organisational culture (involvement, consistency, adaptability and mission) have significant positive impacts on the environmental performance of firms in the hospitality sector. The findings of the study can assist firms in the hospitality sector to understand the significance of internal intangible factors such as the organisational culture in the implementation of environmental sustainability initiatives.
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Blokland, Peter, and Genserik Reniers. "Achieving Organisational Alignment, Safety and Sustainable Performance in Organisations." Sustainability 13, no. 18 (September 17, 2021): 10400. http://dx.doi.org/10.3390/su131810400.

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When looking at socio-technical systems from a systems thinking and systemic perspective, it becomes clear that mental models govern the behaviours and determine the achievements of socio-technical systems. This is also the case for individuals, being systems themselves and, as such, being elements of those socio-technical systems. Individual behaviours result from individual perceptions (mental models). These individual behaviours ideally generate the desired outcomes of a system (team/organisation/society) and create value. However, at the same time, mental models and the associated individual behaviour also bring about unwanted consequences, destroying or diminishing value. Therefore, to achieve safety and to attain sustainable safe performance, understanding and managing mental models in organisations is of paramount importance. Consequently, in organisations and society, one needs to generate the required mental models that create successes and, at the same time, to avoid or eliminate damaging perceptions and ideas in order to protect the created value. Generating and managing mental models involves leadership; leadership skills; and the ability to develop a shared vision, mission and ambition, as this helps determine what is valuable and allows for aligning individual mental models with those that preferably govern the system. In doing so, it is possible to create well-aligned corporate cultures that create and protect value and that generate sustainable safe performance. To achieve this aim, a systemic organisational culture alignment model is proposed. The model is based on the model of logical levels of awareness according to Dilts (1990), Argyris’s ladder of inference (1982) and the organisational alignment model proposed by Tosti (1996). Furthermore, ISO 31000 (2009, 2018) and its guidance are proposed as a practical tool to accomplish this alignment and sustainable safe performance in organisations. Altogether, these elements define Total Respect Management as a concept, mental model and methodology.
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Wassan, Asif Nawaz, Muhammad Saad Memon, Sonia Irshad Mari, and Muhammad Ahmed Kalwar. "Impact of Total Quality Management (TQM) practices on Sustainability and Organisational Performance." Journal of Applied Research in Technology & Engineering 3, no. 2 (July 29, 2022): 93–102. http://dx.doi.org/10.4995/jarte.2022.17408.

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Total quality management (TQM) has been identified as a key driver of organizational performance in public and private organizations. Organizational culture, along with TQM and sustainability has been investigated to understand its contributions to organizational performance. TQM has become a crucial pillar for growth and development due to the growing expansion of manufacturing sectors of the world. TQM practices, which may differ in manufacturing firms, are said to be important for effective TQM adoption. However, it was found that organizational performance can be achieved if TQM practices in manufacturing businesses are well managed. Therefore, this study is carried out and the purpose of the study is to propose a conceptual model to investigate the relationship between TQM practices, sustainability, and organizational performance and to demonstrate the impact on organizational performance. The data underlying this study was collected by using a questionnaire survey in the manufacturing industries. The tool of analysis was used for the study through Factor analysis and confirmatory factor analysis (CFA). The findings of the study revealed that total quality management and sustainability are the most important approaches to the success of the performance of manufacturing industries. The results show that TQM and sustainability have a positive impact on organizational performance. In the radiance of these outcomes, a framework was created in view of relationship between significant practices of TQM, sustaibanility and organistaional performance. Generally, it is accepted that total quality management can produce a sustainable competitive benefits in organisational performance.
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Asogwa, Ikenna Elias, Maria Estela Varua, and Emmanuel Senior Tenakwah. "Examining the relationship between sustainability reporting processes and organizational learning and change." Corporate Ownership and Control 20, no. 1 (2022): 145–61. http://dx.doi.org/10.22495/cocv20i1art14.

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Although there have been a number of publications discussing sustainability reporting (SR) in private and public sectors within the last decades, the number has been quite low when compared to works on non-governmental organizations (NGOs). This research explores this and finds that SR is a key driver for organisational learning and change in NGOs. A combination of descriptive statistics, grounded theory (GT) and inferential statistics was used to analyse the data. The findings show that SR and organisational learning and change share a reciprocal relationship that begins as the driver for learning and extends as change. This reciprocal relationship is repetitive and improves reporting process through enhanced sustainability performance in a mimetic approach. The research shows that SR fosters opportunities for cost and benefit evaluation, the institutionalization of sustainability, transfer of skill and innovation, attitudinal change towards sustainability, stakeholder engagement and ownership, as well as increasing the donor base. The findings further reinforce the contention that SR is influenced by organisational culture, donor behaviour and management decisions. The study also communicates the various lessons learnt from NGOs’ sustainability efforts that other NGOs, private and public sectors can benefit from.
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Dissertations / Theses on the topic "Organisational Culture and Sustainability Performance"

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Steenhuisen, Maria Jacoba. "The knowledge continuum as an enabler for growth and sustainability in the South African basic education system / Mariè Steenhuisen." Thesis, North-West University, 2012. http://hdl.handle.net/10394/9207.

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The poor state and failure of the basic education system in South Africa gave rise to this research. The wave of knowledge loss experienced in the last two decades is expected to carry on and will continue to deplete the basic education system’s knowledge base, severely affecting the already poor quality of education as well as the future economic growth and sustainability in South Africa. The main research objective was to establish whether future growth and sustainability in the basic education system in South Africa is achievable; which factors it is influenced by; and how knowledge continuity could impact on future growth and sustainability. A multidisciplinary approach focusing on organisational performance, knowledge management, individual and organisational behaviour and organisational development was followed. The nature of growth and sustainability and knowledge continuity in organisations was explored by following a contextualisation theory-building process. The main objective of the empirical research study was to determine by means of quantitative research the degree to which the influencing factors would enhance or impede growth and sustainability in an organisation. A quantitative survey method was followed. A questionnaire was developed and the survey was performed in 6 primary and secondary schools of the basic education system in South Africa. The questionnaire was found to be reliable with a Cronbach’s alpha of .8060. In the descriptive factor analysis process, principal component factor analysis was conducted, which described the five constructs that would influence growth and sustainability. These constructs’ dimensions produced significant intercorrelations which indicate that the dimensions are for the most part intercorrelated with each other in contributing to growth and sustainability. The multiple regression analysis indicated that knowledge loss would have an exceptionally strong impact on knowledge; and that knowledge, information and performance would significantly predict growth and sustainability. Organisations should change the focus for growth from physical assets to the development of intellectual capital, and knowledge continuity should form part of an organisations’ business strategy and mission. Knowledge continuity will only be successful if a culture conducive of trust and knowledge sharing and transfer exist, and are supported by effective and appropriate human resource practices and incentives. A structural equation model development strategy produced a knowledge continuity model aimed at enabling future growth and sustainability, based on the constructs confirmed in the factor analysis. The model indicated that there is a direct causal relationship between knowledge, information and performance with growth and sustainability. The regression analysis showed that most of the intercorrelations are significant, thus confirming the theory. The newly developed questionnaire and structural equation model should enable organisations to measure the degree to which the enhancing individual and organisational behavioural factors of growth and sustainability are in place and provide the measurement outcomes that would identify the factors that need to be focused on to improve and enable future growth and sustainability in an organisation.
Thesis (MBA)--North-West University, Potchefstroom Campus, 2013.
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Gordon, Wayne Barry. "Corporate culture and strategy in environmental sustainability interventions." Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/29655.

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The influence of corporate culture on the strategies used by firms to meet the environmental sustainability challenge has been explored in this dissertation. This was investigated through web-based questionnaires that were administered to employees in companies who would have knowledge of both their employer‟s corporate culture and corporate sustainability practices.To determine this, the respondents were requested to rate both the corporate strategies undertaken to meet the environmental challenge, as well as the corporate culture where they work. The corporate strategies were evaluated using a bespoke instrument which was constructed from various strategy instruments found in the literature. The corporate culture was evaluated using a well-known organisational culture instrument available in the literature. Potential contextual variables pertaining to the perceptions of the respondents, as well as to the business and industry sector characteristics, were evaluated as well.The findings indicated that the contextual variables had little or no effect on either the corporate culture or the corporate strategies undertaken by the firm, and that a strong comprehensive culture correlated strongly with positive corporate strategies. Corporate cultures that emphasise social coordination (or organic culture forms) exhibited stronger correlations with positive corporate strategies than those which emphasise formal control methods (or mechanistic forms). The focus of the firm, whether on internal dynamics or the external environment, did not show a significant effect on the corporate strategies that were undertaken by the firm.A sustainability culture was synthesised from the findings of the research, which concludes with recommendations regarding further research into this topic.
Dissertation (MBA)--University of Pretoria, 2012.
Gordon Institute of Business Science (GIBS)
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Vargas, Anamaria, and Pietro Antonio Negro. "Driving organisational culture change for sustainability. Employee engagement as means to fully embed sustainability into organisations." Thesis, Malmö universitet, Fakulteten för kultur och samhälle (KS), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-21729.

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When integrating sustainability, companies are often overlooking the changes needed in their organisational culture. This hinders organisations’ core business to efficiently embed sustainability and dooms corporate sustainability initiatives to be superficial. A possible solution is for organisations to develop a sustainability- oriented organisational culture that engages employees with the sustainability change and that develops a leadership supportive of the engagement of their employees. As a result, this thesis aims at exploring how organisations can change their organisational culture in order to fully integrate sustainability by engaging employees and managers. Specifically, it studies how employee engagement can contribute to transforming organizational cultures to fully embed sustainability. Additionally, this paper analyses how managers can support employee engagement with sustainability. The thesis conducts a literature review to set the theoretical foundations; it further resorts to semi-structured interviews and document analysis conducted in a Swedish public company, which has begun to integrate sustainability into its culture. The study finds that organisations’ cultures are being changed at the artifact levels and, partially, at the values and beliefs level of their cultures. Additionally, the thesis establishes that organisations are failing to create the conditions for employee engagement. It finally shows that leadership in companies is not efficiently supporting the engagement of employees to integrate sustainability into their culture.
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Aluko, Oluwakayode A. "Drivers of green shipping practices adoption and impact on organisational performance." Thesis, Brunel University, 2017. http://bura.brunel.ac.uk/handle/2438/15647.

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Green Shipping Practices (GSPs) are a new and increasing trend in the shipping industry. This appears to be a response of the shipping industry to the increasing demand for sustainability in this industry sector. While these practices are gradually becoming acceptable, it is unclear what motivates shipping firms to engage in these practices. This research explored four theoretical perspectives to identify what theory adequately explains the adoption of GSPs and the impact on organisational performance. Through robust literature review, data collection and analysis the conceptualization and definition of GSPs (Lai et al, 2011) is validated. This research through industry case study fills the existing void in literature by identifying what factors influence the adoption of GSPs and how this affects organizational performance. This research adopted a case study approach to exploring the subject area. This is because the research area is still very new and there is little data and literature in this area. The findings suggest that GSPs adoption is largely driven by coercive influences. The research identified factors that influence GSPs adoption classifying them as drivers and enhancers. The research also identified the impact of GSPs on organisational performance classifying the impact as perceived benefits and constraints. The theoretical contribution of this research amongst others include the identification of Institutional theory as plausible explanation for GSPs adoption. Provides adequate explanation to GSPs adoption. Furthermore, this theory is extended to include the influence of moral conviction/values. The research also makes methodological contribution having made use of a qualitative approach in contrast to the prevailing quantitative approach used in similar studies.
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Mugisha, John Francis. "Continuing professional development, organisational culture and organisational performance; a case of selected hospitals." Thesis, Keele University, 2011. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.699676.

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For long, many organisations have incurred huge expenditure on continuing professional development (CPD). Yet, there is still no concrete evidence linking CPD to organisational performance despite several studies that have been conducted. Consequently, expenditure on CPD is beginning to be queried, and could be slashed if evidence is not produced. In health, this would undermine quality of care, increase morbidity and mortality and reduce productivity and quality of life. This study argues that to understand how CPD influences performance, one should understand organisational conditions in which CPD is planned and executed ~ the organisational culture. Hence, this research sought to document, through empirical study, the relationship between CPD and performance; and the moderating role of organisational culture. Using a blended methodology with triangulated data sources and collection methods, evidence from four case study hospitals indicates that CPD is associated with outcomes such as improved supervision, efficiency and clinical care that influence organisational performance. The forms of CPD that are conducted on the job such as bedside coaching, support supervision and ward rounds are cheaper and have more practical performance benefits compared to those conducted out-of-station such as workshops and conferences. Cultures emphasising ·employee participation in CPD planning, reflective practice, and information - sharing enhance CPD effectiveness. Likewise, cultures emphasising mutual support, trust, client respect, performance measurement, accountability and use of cultural artefacts such as dress code and religious symbols are associated with better performance. The use of mixed designs in case study research contributes to methodology while empirical findings contribute to development of policy and theory on the interplay between CPD, organisational culture and organisational performance. The study findings suggest that organisational culture does maximise the benefits of CPD to support performance. However, the three variables interact independently in complex ways that make it difficult to untangle their cause-effect relations.
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Maxl, Pierre. "Leveraging organisational energy to improve performance." Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/22763.

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The objective of this research was to gain insight into the key drivers of productive organisational energy and to determine whether there is a relationship between productive organisational energy and high performance in organisations. This study also aimed to identify key measures of success of organisations. Organisational energy has a critical role to play in driving both people behaviour and innovation in organisations, ultimately providing a competitive advantage.Both a quantitative and qualitative analysis was conducted on the data collected from four case study organisations, comprising a total sample size of 47 respondents. The research consisted of three phases. Phase One, which made use of an open-ended qualitative survey, was directed at industry experts who were required to identify and recommend four small- to medium- sized high-energy information technology organisations to be considered for this research. Phase Two consisted of gaining approval to conduct research within four of the recommended case study organisations, and conducting an open-ended exploratory face-to-face interview with each Managing Director, with the objective of determining the success, energy state, key drivers, and performance measures of the organisations, as well as the factors that drive the energy of staff. Furthermore, each Managing Director completed the same self-administered questionnaire that formed the basis of Phase Three. This structured survey was used to gather the perceptions and opinions of each organisation’s staff members in determining: the energy state of the organisation, the key drivers of organisational energy, and the link between organisation energy and performance. Statistical analysis techniques were used to determine whether significant relationships exist between the drivers of organisational energy and their respective rankings; and between organisational energy and organisational performance.The study provided evidence that intrapreneurial orientation, collective identity, employee investment and leadership are the most significant drivers of productive organisational energy and confirmed the existence of a significant relationship between productive organisational energy and high performance organisations. Through this research, a model has been developed that can be utilised by leaders of organisations to leverage organisational energy in order to improve and measure organisational performance, thereby creating a sustainable competitive advantage.
Dissertation (MBA)--University of Pretoria, 2012.
Gordon Institute of Business Science (GIBS)
unrestricted
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Alsada, Abdulla Bader. "The impact of performance measurement systems on organisational culture." Thesis, University of Strathclyde, 2010. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=12769.

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Seares, Roger C. "Market orientation, organisational culture and organisational performance : an analysis of the Australian Broadcasting Corporation." University of Western Australia. Graduate School of Management, 2005. http://theses.library.uwa.edu.au/adt-WU2005.0105.

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Seares, Roger C. "Market orientation, organisational culture and organisational performance : an analysis of the Australian Broadcasting Corporation /." Connect to this title, 2004. http://theses.library.uwa.edu.au/adt-WU2005.0105.

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Judson, Robert Graham. "A study of the effects of leadership style and organisational culture on organisational performance." Thesis, Kingston University, 2009. http://eprints.kingston.ac.uk/20883/.

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Although there is considerable anecdotal suggestion that leadership style and organisational culture together influence organisational performance, Allen and Thatcher (1995) and Trice and Beyer (1993) claimed that there was little academic evidence to support this. A review of subsequent literature suggests that this situation has not changed. This view is supported by Block (2002, p.1) who suggests that 'despite numerous references to a relationship between these two constructs in the academic and populare literature, little systematic research has been conducted to examine the specific nature of the relationship'. Whilst there is considerable, research into the individual relationship between narrowly defined aspcts if organisational culture and leadership on organisational performance there is little research into their combined effects. A review of the literature shows none that addressed the variables as generic concepts. The gap in the research forms the aim of this study, which seeks to provide systematic research and empirical evidence into the relationship of different combinations of generically defined leadership style and organisational culture on organisational performance. Following a review of literature, the Blake and Mouton (1985) task versus relationship classification of style and the Deal and Kennedy (1982) risk versus speed of feedback classification of organisational culture were adopted as the most suitable generic feedback classifications of the variables. From a review of the literature, no explicit methodology was found for applying the selected classification method for organisational culture. Similarly, the selected methodology for classifyingleadership style was perceived as being too narrow to be used on its own. To address these issues a mixed methodology was devised and utilised. The mixed method approach employed questionaires, one to one interviews, focus groups and observation. A case study approach was adopted and sought a correlation between different combinations of variables and different levels of performance. The setting for the empirical phase of the study was the UK Building Services Industry and four of the leading organisations, with a range of levels of performance, participated. Analysis of the data collected indicated that; (i) there is an industry specific organisational culture in the selected sector, (ii) that the industry specific organisational culture acts as a constant and not a variable and (iii) that organisational performance is directly related to the leadership style sequence. The findings of the study indicate that the relationship between the leadership style sequence and organisational performance is a function of two imperatives. Firstly for the highest level of performance the leader needs ta have a preferred dominant style which has the maximum concern for task. Secondly the leader needs to maintain this maximum concern for task as he changes style when the dominant or preferred style fails to get the required result. This study contribute to extant literature in several ways. Firstly, by providing an explicit mixed method of applying generic organisational culture and leadership style classifications. Secondly, by confirming the existence of industry specific culture in some sectors and identifying that the industry specific culture in the UK Building Services Industry as the Deal and Kennedy (1982), Work Hard Play Hard Type. Thirdly by identifying that organisational performance is directly related to the leadership style sequence suggested by Blake and Mouton (1985). Finally the study suggests a specific management action plan to improve or maintain organisational performance.
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Books on the topic "Organisational Culture and Sustainability Performance"

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Tim, Scott, ed. Healthcare performance and organisational culture. Abingdon: Radcliffe Medical, 2003.

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Shaw, Michael. Finding the rainbow: Organisational culture, the key to corporate performance. Johannesburg: Ravan Press, 1997.

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Kielty, Sonya. A study of organisational culture and the employee performance benefits of peron-organisation fit and commitment within a high growth I.T. company. (s.l: The Author), 2001.

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Managing and managing people. Milton Keynes: Open University, 2009.

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BZX628/Textbook, Open University, ed. Managing and managing people. 2nd ed. Milton Keynes: Open University, 2011.

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Davies, Huw, Russell Mannion, Tim Scott, and Martin Marshall. Healthcare Performance and Organisational Culture. Taylor & Francis Group, 2018.

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Davies, Huw, Russell Mannion, Tim Scott, and Martin Marshall. Healthcare Performance and Organisational Culture. Taylor & Francis Group, 2018.

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Scott, Tim, Russell Mannion, Huw Davies, and Martin Marshall. Healthcare Performance and Organisational Culture. CRC Press, 2018. http://dx.doi.org/10.1201/9781315376202.

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Davies, Huw, Russell Mannion, Tim Scott, and Martin Marshall. Healthcare Performance and Organisational Culture. Taylor & Francis Group, 2018.

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Davies, Huw, Russell Mannion, Tim Scott, and Martin Marshall. Healthcare Performance and Organisational Culture. Taylor & Francis Group, 2018.

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Book chapters on the topic "Organisational Culture and Sustainability Performance"

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Moussa, Mahmoud, Thomas Doumani, Adela McMurray, Nuttawuth Muenjohn, and Ling Deng. "The Constraint of Organisational Culture and Performance Process." In Cross-Cultural Performance Management, 83–116. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-91268-0_5.

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Sabli, Nor Azlinda Mohamed, and Siti Suhana Judi. "Measuring Organisational Culture Performance: The Preliminary Model." In International Colloquium of Art and Design Education Research (i-CADER 2014), 569–75. Singapore: Springer Singapore, 2015. http://dx.doi.org/10.1007/978-981-287-332-3_58.

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Busco, Cristiano, and Angelo Riccaboni. "Performance Measurement Systems and Organisational Culture: Interpreting Processes of Unlearning and Change." In Business Performance Measurement and Management, 357–76. Berlin, Heidelberg: Springer Berlin Heidelberg, 2009. http://dx.doi.org/10.1007/978-3-642-04800-5_23.

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Marans, Robert W., and John Callewaert. "Evaluating Changes in Sustainability Culture: A Model for Universities and Other Organizations." In Building Performance Evaluation, 249–59. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-56862-1_19.

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Szczepańska-Woszczyna, Katarzyna, Wojciech Muras, and Marta Pikiewicz. "Shareholders in creating the value of IT sector companies by shaping organisational culture in the context of the digital economy." In Sustainability, Technology and Innovation 4.0, 304–16. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003184065-22.

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Dey, Prasanta Kumar, Soumyadeb Chowdhury, Oscar Rodríguez-Espíndola, Geoff Parkes, Nguyen Thi Anh Tuyet, Dang Duc Long, Tran Phuong Ha, and Pawan Budhwar. "Impact of organisational factors on the circular economy practices and sustainable performance of small and medium sized enterprises in Vietnam." In Supply Chain Sustainability in Small and Medium Sized Enterprises, 46–80. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003018551-3.

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Koronios, Konstantinos, Athanasios Kriemadis, Panagiotis Dimitropoulos, Ioannis Douvis, Andreas Papadopoulos, and Genovefa Manousaridou. "Emotional Intelligence of Employees in the Hospitality Sector: Exploring Its Effects on Job Satisfaction and Performance." In Smart Tourism as a Driver for Culture and Sustainability, 515–25. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-03910-3_35.

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Belias, Dimitrios, Christos Mantas, and Dimitrios Tsiotas. "The Impact of Corporate Culture in the Performance of the Front Desk Employees—The Case of Five Star Hotels in Greece." In Smart Tourism as a Driver for Culture and Sustainability, 563–76. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-03910-3_38.

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Benkó, Aliz. "The role of participation and involvement in organisational learning." In No Question: Sustainability is Everyone’s Business : IV. BBS International Sustainability Student Conference Proceedings, 5–12. Budapest Business School, 2022. http://dx.doi.org/10.29180/9786156342386_1.

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Objectives: In my research, I investigate how and in what ways participation and involvement as a precondition for learning is present in Hungarian SMEs. Effective individual learning is a necessary precondition for effective cooperation both at the individual level and, by extension, at the organisational level. It is through collaborations that the organisational culture that leads to organisational learning and a learning organisation, which is the cornerstone of sustainable development, is created. Methodology: In my pilot research, I used a qualitative research method. I conducted five semi-structured management interviews in a medium-sized logistics company, which I then processed applying thematic coding. In this presentation, I explore how decision making is carried out at the company, what decisions are made in the company, how they are made and how employees are involved in the decision-making process. Findings: The intention of the CEO is that participation and involvement are consciously present at the company, but I found few real examples of this in the interviews. Important decisions are made by the CEO alone, such as the introduction of a performance appraisal system, but the HR department and members of the management are involved in working out the details. This practice is not conducive to employee participation and involvement in the decision-making process in the company, and thus does not promote a learning organisation culture. Research/practical implications: My research confirmed that translating knowledge into practice cannot happen without the active participation of the individual. The involvement of the individual and the realisation of effective learning is the starting point for the development of organisational learning and a learning organisation. Originality/value: Due to the qualitative exploratory nature and the small number of cases used in the pilot research, the results obtained are not statistically generalizable. My aim was to test my idea in practice on a theoretical level.
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Afedzie, Richard, Richard Brace, Fidelis Quansah, and James Attah-Panin. "Green Human Resource Management." In Human Resource Management Practices for Promoting Sustainability, 20–37. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-4522-5.ch002.

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This chapter explores the vital role of human resource departments in organisations and their contributions towards environmental sustainability in the nations of sub-Saharan Africa. It posits that the role of HR in recruitment, training and development, learning, rewards, employee relations, and appraisal of employee performance should be conducted with environmental sustainability in mind. It affirms that instilling a culture of environmental awareness into every activity of organisations has a great return on productivity, attracting the best talents, and minimizing the harm of environmental degradation. It contends that organisational policies and behaviour on environmental responsiveness should be of greatest priority to the 21st-century businesses in sub-Saharan Africa.
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Conference papers on the topic "Organisational Culture and Sustainability Performance"

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Turner, Tom, and Stuart Watson. "Improving the Environmental Sustainability of a Waste Processing Plant." In ASME 2013 15th International Conference on Environmental Remediation and Radioactive Waste Management. American Society of Mechanical Engineers, 2013. http://dx.doi.org/10.1115/icem2013-96030.

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This paper describes how the level of environmental sustainability at the Solid Waste Processing plant at Research Sites Restoration Ltd (RSRL) Harwell was measured and improved. It provides reasons to improve environmental performance in an organisation, states best practice on how improvement should be conducted, and gives first-hand experience on how changes were implemented. In this paper sustainability is defined as “meeting the needs of the present without compromising the ability of future generations to meet their own needs”. A baseline for environmental sustainability was created, by looking at multiple attributes. From this, a matrix was created to show how the baseline environmental performance compared to best practice, and a gap analysis was performed. Results from this analysis showed areas for potential systematic improvement, and actions were created. Nearly all actions were implemented within one year, and environmental sustainability improved significantly. Most improvements cost no money to implement, and the few that did had to pass criteria in a business case. Results from a company-wide survey showed that the vast majority of employees felt that environmental issues were important, and that they were willing to help improve performance. Environmental awareness training was given to everyone in the department, and individuals were given measurable improvement targets. A focus group was set up and met regularly to agree improvements and monitor results. Environmental performance was publicised regularly to highlight successes and seek further engagement and improvement. Improvement ideas were encouraged and managed in a transparent way which showed clear prioritisation and accountability. The culture of environmental improvement changed visibly and results at the end of the first year showed that electricity consumption had reduced by 12.5%, and gas consumption had reduced by 7.3%. In less than two years over £60,000 was saved on utility bills in the Waste Processing Plant.
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"THE IMPACT OF ORGANISATIONAL CULTURE ON LEADERSHIP EFFECTIVENESS AND PERFORMANCE." In International Management Conference. Editura ASE, 2020. http://dx.doi.org/10.24818/imc/2020/04.09.

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Yuen, Phan Koo. "The Impact of Business Intelligence Capabilities on Organisational Performance in Malaysia." In ICBSI 2018 - International Conference on Business Sustainability and Innovation. Cognitive-Crcs, 2019. http://dx.doi.org/10.15405/epsbs.2019.08.38.

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Maladzhi, W. R. "Impact of risk-taking leadership on organisational performance and sustainability in SMEs." In 2015 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM). IEEE, 2015. http://dx.doi.org/10.1109/ieem.2015.7385948.

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J.R., Gamage, Vilasini P.P.G.N., Perera H.S.C., and Wijenatha L. "Impact of Lean Manufacturing on Performance and Organisational Culture: A Case Study of an Apparel Manufacturer in Sri Lanka." In International Conference on Engineering, Project, and Production Management. Association of Engineering, Project, and Production Management, 2012. http://dx.doi.org/10.32738/ceppm.201209.0040.

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Putri, Sisri Andika, and Yunia Wardi. "The Impact of Compensation, Organisational Work Culture and Work Discipline on the Performance of Employees at Andalas University Hospital." In The Fifth Padang International Conference On Economics Education, Economics, Business and Management, Accounting and Entrepreneurship (PICEEBA-5 2020). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.201126.101.

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Korsakienė, Renata, Rūta Juodeikė, and Monika Bužavaitė. "Factors Impacting and Restricting Success of Organisational Changes." In Contemporary Issues in Business, Management and Education. Vilnius Gediminas Technical University, 2017. http://dx.doi.org/10.3846/cbme.2017.096.

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Social, economic and technological changes constantly change business landscape and raise an array of challenges to organisations. Organizations have to adapt to the environmental changes and maintain competitiveness and flexibility. Thus, changes aim to transform current state of organisations, to increase productivity and competitive advantage in the market. On the other hand, a number of investigations confirm that majority of organisational changes fail and do not produce an expected performance. Scientific literature suggests various management methods and links these methods to the desirable outcomes. Considering the fact that organisations are unique systems, some change management models do not capture such aspects as exceptional experience, culture, intuition of managers, etc. These issues lead to the restricted application of majority of models or methods. The opinions of scholars about definition and measurement of success diverge. The paper aims to investigate the factors impacting and restricting organisational changes. Particular emphasis is put on the success as the desirable outcome of all initiatives. The investigation is based on analysis and synthesis of scientific literature. A case of service providing company is presented. The paper integrates the main researches in the field and provides insights and recommendations into future investigations.
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Torres, Henry Eduardo. "Constructive and earthquake-resistant aspects of modelled-earth, a technique in ancient Peru." In HERITAGE2022 International Conference on Vernacular Heritage: Culture, People and Sustainability. Valencia: Universitat Politècnica de València, 2022. http://dx.doi.org/10.4995/heritage2022.2022.14355.

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Modelled earth was a pre-Inca construction technique used extensively in ancient Peru. It comprised placing portions of mud in horizontal rows to build walls and large buildings. They did all this without the aid of molds, unlike the Tapia of European origin. Unfortunately, there is a lack of written, graphic or oral evidence that would help to better understand how pre-Columbian walls were made. Therefore, the research was based on the study of the buildings to plan hypotheses about the construction procedure and their structural performance, given that the area where they were built is highly seismic. Because of this work, it can be affirmed that the ancient Peruvians used seismic-resistance strategies in their buildings comprising the use of segmentation of the earth structures, with the criterion of keeping the blocks joined to each other using support planes to form the final architectural volume. This technique converted a fragile earth element into a behavior close to ductility. We postulate that, through these joints, seismic energy was dissipated, and they got a greater deformation capacity without the total collapse of the structure
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González Sánchez, Belén, Wladimir Salazar Chuquimarca, Joan Ramon Rosell Amigó, and Antonia Navarro Ezquerra. "The importance of water in traditional gypsum works." In HERITAGE2022 International Conference on Vernacular Heritage: Culture, People and Sustainability. Valencia: Universitat Politècnica de València, 2022. http://dx.doi.org/10.4995/heritage2022.2022.15303.

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Until the second half of the 20th century, the traditional architecture of the Iberian Peninsula was directly linked to the resources available in its immediate surroundings, naturally diversification the built heritage throughout the territory. In its gypsiferous areas, we find a great versatility of construction systems in which the main binder used is traditional gypsum, although this material has been forgotten in the 20th and the 21st century architecture, meanwhile industrial gypsum currently plays a secondary role in the construction sector. Gypsum, like any traditional binder, is a material that is particularly sensitive to the amount of water with which it is mixed, which will be strongly linked to the technique of application, among other technological parameters. Thus, the final performance of the product is, among other things, a consequence of this water/gypsum ratio, as Francisco Arredondo states in some of his works. In them, the behaviour of an industrial gypsum is analysed as a function of the mixing water, relating it in turn to other parameters such as compressive strength, water absorption and bulk density. The aim of this work is to study the influence of the mixing water on the physical and mechanical properties of different traditional plasters, taking into account previous studies, the diversity of traditional uses of gypsum and current application techniques.
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Lao, Teng Wai. "Heritage Education as an Effective Approach to Enhance Community Engagement: A Model for Classifying the Level of Engagement." In HERITAGE2022 International Conference on Vernacular Heritage: Culture, People and Sustainability. Valencia: Universitat Politècnica de València, 2022. http://dx.doi.org/10.4995/heritage2022.2022.15630.

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Seeking consensuses from the public is difficult and this also applies to the heritage sector, particularly in heritage preservation. ‘What, why and how to preserve?’ are the core of debates in the field and the differences between points of views are basically due to the difference in valuation. In order to know everyone’s needs, views and expectations better and for sustainability, involving the community for preservation becomes fundamental. Education, an experience which does not only provide opportunities for enlightenments and widening horizons, but also introduce various concepts in terms of moral, ethical and social through systematic instructions. Having such great impact to community, promoting heritage education can be an effective approach awakening public consciousness on heritage preservation, and thus, enhancing people’s responsibility towards heritage, for both tangible and intangible, and developing a sustainable future for heritage through public engagement. However, it is necessary to understand the structure or the level of engagement prior setting the goal for heritage education. A model for classifying the level of engagement from performance is proposed for clarification and appraisal. This model is part of the research project of Community Engagement with Heritage in Macau which has an intention to examine its level of community engagement and give suggestions. This essay will first discuss community engagement, then classify the levels of engagement with models and lastly argue heritage education can elevate the level of community engagement which ultimately achieves the aim of heritage preservation.
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Reports on the topic "Organisational Culture and Sustainability Performance"

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Lam, Terence, and Keith Gale. Construction frameworks in the public sector: Do they deliver what they promise? Property Research Trust, November 2021. http://dx.doi.org/10.52915/sbuk7331.

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We demonstrate that the use of Performance Frameworks for the procurement of construction projects by public sector organizations in the UK (specifically, in England) leads to significantly improved outcomes in terms of time, cost, quality, sustainability and closer relationships, than the traditional ‘open tender’ approach of procuring discrete projects, individually. We identify the factors that lead to such improvements. We label these: supplier’s task performance factors (project staff, execution approach, competence of firm and structure of firm); supplier’s contextual performance factors (trust and collaboration, culture and conscious behaviour); and client’s organisational factors (incentives, performance monitoring, procurement approach and communication). And we offer a performance improvement model that will help project managers to select the most appropriate suppliers at the procurement phase, to achieve successful project outcomes. The model can also be used to drive project performance further, by adopting client’s organisational factors during the procurement and construction phases. By applying the research conclusions, suppliers will be able to focus on communicating their strengths in the relevant aspects of task and contextual performance for technical tender proposals, and so increase the value of their services and the probabilities of winning work. And the analysis can be used by policy makers to help in drafting regulations and legislation on formal frameworks, in ways that will improve the delivery of policy objectives.
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Jore Ali, Aisha, Javier Fuenzalida, Margarita Gómez, and Martin Williams. FOUR LENSES ON PEOPLE MANAGEMENT IN THE PUBLIC SECTOR. People in Government Lab, May 2021. http://dx.doi.org/10.35489/bsg-peoplegov-wp_2021/001.

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We review the literature on people management and performance in organisations across a range of disciplines, identifying aspects of management where there is clear evidence about what works as well as aspects where the evidence is mixed or does not yet exist. We organise our discussion by four lenses, or levels of analysis, through which people management can be viewed: (i) individual extrinsic, intrinsic, and psychological factors; (ii) organisational people management, operational management, and culture; (iii) team mechanisms, composition and structural features; and (iv) relationships, including networks, leadership, and individuals’ relationships to their job and tasks. Each of these four lenses corresponds not only to a body of literature but also to a set of management tools and approaches to improving public employees’ performance; articulating the connections across these perspectives is an essential frontier for research. We find that existing people management evidence and practice have overemphasised formal management tools and financial motivations at the expense of understanding how to leverage a broader range of motivations, build organisational culture, and use informal and relational management practices. We suggest that foregrounding the role of relationships in linking people and performance – relational public management – may prove a fertile and interdisciplinary frontier for research and practices.
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