Journal articles on the topic 'Organisational Culture and Sustainability Performance'
To see the other types of publications on this topic, follow the link: Organisational Culture and Sustainability Performance.
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 Culture and Sustainability Performance.'
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
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.
Full textAbstract:
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.
2
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.
Full textAbstract:
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.
3
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.
Full textAbstract:
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.
4
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.
Full textAbstract:
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.
5
Bencsik, Andrea. "Background on the Sustainability of Knowledge." Sustainability 14, no. 15 (August 6, 2022): 9698. http://dx.doi.org/10.3390/su14159698.
Full textAbstract:
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.
6
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.
Full textAbstract:
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.
7
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.
Full textAbstract:
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.
8
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.
Full textAbstract:
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.
9
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.
Full textAbstract:
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.
10
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.
Full textAbstract:
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.
11
Ronnie, Linda. "Leadership challenges at Fritz Publishing." Emerald Emerging Markets Case Studies 7, no. 3 (July 24, 2017): 1–17. http://dx.doi.org/10.1108/eemcs-04-2016-0049.
Full textAbstract:
Subject area Human Resource Management Study level/applicability Postgraduate business students, particularly MBA students. Case overview This case examines the working environment of Fritz Publishing, a small independent South African publishing company. Fritz Publishing was established in 1960 by Nick Fritz. After his retirement, ownership passed to his son, Martin. In 2011, Martin Fritz decided to sell the company to the Prys Group, an international publishing house headquartered in Germany. February 2011 saw the arrival of a newly appointed CEO for Fritz Publishing, Vadim Arshavin, who had already experienced excellent financial results as the head of another publishing house. In the wake of his arrival, the company experienced several changes. The case highlights the challenges at Fritz Publishing that have resulted in a growing sense of dissatisfaction. After Martin Fritz sold Fritz Publishing, the organisational culture shifted quite drastically which created challenges for managers, employees and customers alike. Employees, including some members of management, are de-motivated, disengaged and frustrated because of the leadership style and behaviour of the new CEO Vadim Arshavin and consider their psychological contracts to have been breached. The case explores factors that have helped create this situation. It considers challenges to the sustainability of the organisation given recent events including an internal employee engagement survey and feedback from key customers. The case further examines the potential dangers that toxic leadership creates within organisations and encourages discussion on ways this form of destructive leadership can be handled. Expected learning outcomes The learning objectives to be drawn from the case are: to assess the impact of leadership on organisational culture; to analyse how leadership impacts the psychological contract; to identify the cross-cultural factors at play in an emerging market organisation and to understand the way a toxic leadership style can detrimentally affect a high-performance workplace. In addition, there are further learning objectives that can be explored. These are: to examine the change process and associated challenges with the introduction of new leadership into a family-type organisational culture; to understand how breach can be avoided and/or how the psychological contract can be reconstructed. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 6: Human Resource Management.
12
Platania, Silvia, Martina Morando, and Giuseppe Santisi. "Organisational Climate, Diversity Climate and Job Dissatisfaction: A Multi-Group Analysis of High and Low Cynicism." Sustainability 14, no. 8 (April 8, 2022): 4458. http://dx.doi.org/10.3390/su14084458.
Full textAbstract:
Existing literature reported a shared awareness about the effects of the organisational climate (OC). The promotion of a positive OC, and a supportive and fair diversity climate, affected the workforce’s behaviour, especially performance and satisfaction. Scholars stated that the way employees respond to dissatisfaction could be explained through the EVLN (Exit, Voice, Loyalty, Neglect) model. Two main aims were examined in our study: investigating the role of diversity climate in the mediation between the OC and all the dissatisfaction outcomes; and analysing the moderating effect that cynicism could have in this assumed model. Seven-hundred and twenty-one participants were enrolled to participate in this study. A structural equation model and multigroup analyses were used to test the hypotheses. Results showed that the diversity climate mediated the effect of OC on outcomes variables, both in negative and positive terms. Consistent with the literature, fairness and inclusion emerged as central in the impact that organisational policies could have on employees’ Loyalty and desire of Exit and Neglect. Moderation results indicated that high cynicism facilitated employees’ perception of exclusion and fairness towards their organisation, while low levels promoted Loyalty. Thus, the OC aimed at implementing a tolerance and sustainability culture is a core predictor variable.
13
Anand, Ritu. "Corporate Governance: Role of HR." NHRD Network Journal 12, no. 4 (October 2019): 301–10. http://dx.doi.org/10.1177/2631454119873154.
Full textAbstract:
Corporate governance is one of the most important differentiators of business that is distilled from an organisation’s culture, its policies and ethics, especially of the people running the business, and the way it deals with various stakeholders. It represents the relationship among stakeholders that is used to determine and control the strategic direction and performance of organisations. This article establishes the role of corporate governance as an enabler and explores the scope—by protecting valuations of a company, determining industrial competitiveness or differentiating a good mergers and acquisitions deal from a bad one—rather than the barrier it has become today. The article emphasises the sustainability and effective implementation of governance practices through self-regulation and voluntary adoption of ethical code of business conduct, which will naturally ensure compliance with every statutory law and guideline. Considering that the workforce today is multigenerational in an age of hyper-globalisation, one of the key tasks is to garner respect, acceptability and adherence to code of conduct by each employee. It further elaborates on the relevant regulatory laws and rules framed by the government, which act as a broader framework for calibrating the company-level ethical compass. The role of human resources (HR) is to embed corporate governance in all aspects of the business. This article dwells on the fact that HR is responsible for not just formulating code of conduct and policies, but also getting them embedded in spirit within the DNA of every employee. It encompasses various organisational and strategic interventions such as employee communication, effective control systems structuring, corporate sustainability, senior management selection, development and succession planning, international presence, diversity and inclusion mindset, setting the culture, promoting a safe workplace, etc. With the Companies Act in 2013 paving the way for a shift in mindset from a regime of control to that of liberalisation and self-regulation—something that the corporates needed to compete globally—HR plays a crucial role of being the enablers of change and not just ‘personnel management’.
14
Jordão, Ricardo Vinícius Dias, and Jorge Casas Novas. "Knowledge management and intellectual capital in networks of small- and medium-sized enterprises." Journal of Intellectual Capital 18, no. 3 (July 10, 2017): 667–92. http://dx.doi.org/10.1108/jic-11-2016-0120.
Full textAbstract:
Purpose The purpose of this paper is to propose a theoretical-conceptual model supporting the analysis of the effects of small- and medium-sized enterprises (SMEs) networks on knowledge management (KM) and intellectual capital (IC). Design/methodology/approach The paper reviews literature on KM, IC and networks theories. The role of SMEs networks on KM and IC was discussed, analysing previous studies that supported the proposition of the model in question. In such model SMEs networks are seen as knowledge networks which are analysed in terms of the network formation process, the context, the strategy, the organisational culture and the stimuli for the sharing of knowledge. KM is observed in terms of knowledge creation, systematisation and sharing. Finally, IC encompasses human capital, structural capital and relational capital. It is noteworthy that KM and IC were considered deeply and closely related. Findings The conclusions obtained help to fill an important gap in the management, accounting, KM and IC literature, showing that the processes of creating, acquiring, maintaining, systematising and sharing information and knowledge and IC generation in SMEs networks can be influenced by the network formation process, by the organisational context, as well as by the strategy, organisational culture and stimuli to sharing knowledge. Research limitations/implications The paper provides a theoretical contribution by increasing understanding of the effect of SMEs networks on KM and IC practices – an understanding still at the early stages in the literature. Moreover, the originality of the model proposed extends the relevance of this research, as the literature does not contain a sufficiently established and tested approach that simultaneously provides a clear view of the relations between SMEs, networks, KM and IC, highlighting how SMEs can use networks as a strategy to achieve a more effective management of the knowledge assets forming IC. So, the paper offers several avenues for future research. Practical implications Based on previous empirical research, it was perceived that the original model presented in this paper is consistent, collaborating to improve management practice, providing a competitive benchmarking process. This can allow analysts, managers and other decision makers, by using SMEs networks to improve organisational performance, innovation, sustainability, competitiveness and value. Originality/value The paper presents an innovative theoretical-conceptual model focussed on the role of SMEs networks on KM and IC, indicating a strong link between the former and the latter in such enterprises in terms of performance, innovation, sustainability, competitiveness and value, an issue whose understanding, although quite relevant, is still incipient in the literature.
15
Dinu, Elena, Elena-Mădălina Vătămănescu, Roxana-Maria Stăneiu, and Mihaela Rusu. "An Exploratory Study Linking Intellectual Capital and Technology Management towards Innovative Performance in KIBS." Sustainability 15, no. 2 (January 11, 2023): 1356. http://dx.doi.org/10.3390/su15021356.
Full textAbstract:
This study aims to fill a gap in the sparse literature that empirically investigates the relationships between intellectual capital (IC), technology management, and innovative performance in knowledge-intensive business services (KIBS). Semi-structured interviews with middle and senior managers from KIBS have been conducted with the purpose of exploring the various strategies, policies, and practices in managing the organisational intellectual capital and technology to enhance innovation performance. Several themes related to the development of intellectual capital in KIBS have been analysed (i.e., key dimensions of human, structural, and relational capital). The findings show that all KIBS investigated place importance on either recruiting the most qualified staff or building up their competencies and skills. Moreover, KIBS allot sizable resources for creating an organisational culture that encourages employee empowerment and knowledge sharing. Technology-forward KIBS have strategies for developing dynamic technological capabilities for knowledge management, business process flexibility and efficiency, and sustaining innovation. The unfolded investigation has both theoretical and managerial implications, pointing to the noteworthiness of sustainable and strategic approaches of intellectual capital management on purpose to support innovation.
16
Sezer, Ahmet Anil. "Contractor use of productivity and sustainability indicators for building refurbishment." Built Environment Project and Asset Management 5, no. 2 (May 5, 2015): 141–53. http://dx.doi.org/10.1108/bepam-11-2013-0065.
Full textAbstract:
Purpose – The purpose of this paper is to analyse the use of building refurbishment productivity and sustainability indicators among construction contractors. Design/methodology/approach – Theories of organisational culture and incentives predict that contractor size affects dependency on routines and the implementation of company policies on site. Eight semi-structured interviews were conducted with three general or site managers of small and medium enterprises (SMEs) and five site managers of large contractors involved in housing and office refurbishment projects in Sweden. Findings – Both SMEs and large contractors track resource use on refurbishment sites. Resource use is measured through cost recording systems and a few area-based key indicators. SMEs may have sustainability policies, but routines derived from such policies were weak on site. However, for SMEs, refurbishment technology choices are often made by the client’s designer, and sustainability requirements are included in the contract specifications. For large contractors, sustainability policies are more developed and are reflected in site routines. Large contractors are usually public companies with stakeholders who expect such routines. Practical implications – Contractors that develop strategies for increasing productivity and sustainability can benefit from a deeper understanding of implementation issues. The outcome of this paper is useful while designing new indicators and building certification schemes. Originality/value – Much has been written about key performance indicators for construction, but little attention has been paid to indicators for building refurbishment, or the use of measurement routines.
17
Al-Swidi, Abdullah Kaid, Hamid Mahmood Gelaidan, and Redhwan Mohammed Saleh. "The joint impact of green human resource management, leadership and organizational culture on employees’ green behaviour and organisational environmental performance." Journal of Cleaner Production 316 (September 2021): 128112. http://dx.doi.org/10.1016/j.jclepro.2021.128112.
Full text
18
Awad Sawaean, Fahad, Khairul A. M. Ali, and Ahmad Awad Alenezi. "Entrepreneurial Leadership and Organisational Performance of SMEs in Kuwait: The Intermediate Mechanisms of Innovation Management and Learning Orientation." Interdisciplinary Journal of Information, Knowledge, and Management 16 (2021): 459–89. http://dx.doi.org/10.28945/4887.
Full textAbstract:
Aim/Purpose: This study aimed to investigate the impact of innovation management and learning orientation as the mechanisms playing the role of an intermediate relationship between entrepreneurial leadership and organisational performance of small and medium enterprises (SMEs) in Kuwait. Background: SMEs are currently among the principal economic instruments in most industrialised and developing countries. The contribution of SMEs can be viewed from various perspectives primarily related to the crucial role they play in developing entrepreneurial activities, employment generation, and improving innovativeness. Developing countries, including Kuwait and other countries, in the Gulf Cooperation Council (GCC), have recognised the key role played by SMEs as a strong pillar of growth. Consequently, many governments have formulated policies and programmes to facilitate the growth and success of SMEs. Unfortunately, the organisational performance of SMEs in developing countries, particularly in Kuwait, remains below expectations. The lagged growth could be due to a lack of good managerial practices and increasing competition that negatively impact their performance. Numerous researchers discovered the positive effect of entrepreneurial leadership on SMEs’ performance. However, a lack of clarity remains regarding the direct impact of entrepreneurial leadership on SMEs’ performance, especially in developing countries. Therefore, the nexus between entrepreneurial leadership and organisational performance is still indecisive and requires further studies. Methodology: This study adopted a quantitative approach based on a cross-sectional survey and descriptive design to gather data within a specific period. The data were collected by distributing a survey questionnaire to Kuwaiti SMEs’ owners and Chief Executive Officers (CEOs) via online and on-hand instruments. A total of 384 useable questionnaires were obtained. Moreover, the partial least square-structural equation modelling (PLS-SEM) analysis was performed to test the hypotheses. Contribution: The current study contributed to the existing literature by developing a moderated mediation model integrating entrepreneurial leadership, innovation management, and learning orientation. The study also investigated their effect on the organisational performance of SMEs. The study findings also bridged the existing significant literature gap regarding the role of these variables on SMEs’ performance in developing countries, particularly in Kuwait, due to the dearth of studies linking these variables in this context. Furthermore, this study empirically confirmed the significant effect of innovation management and learning orientation as intermediate variables in strengthening the relationship between entrepreneurial leadership and organisational performance in the settings of Kuwait SMEs, which has not been verified previously. Findings: The study findings showed the beneficial and significant impact of entrepreneurial leadership and innovation management on SME’s organisational performance. The relationship between entrepreneurial leadership and SMEs’ organisational performance is fundamentally mediated by innovation management and moderated by learning orientation. Recommendations for Practitioners: The present study provides valuable insights and information regarding the factors considered by the government, policymakers, SMEs’ stakeholders, and other authorities in the effort to increase the organisational performance level and facilitate the growth of SMEs in Kuwait. SMEs’ owners or CEOs should improve their awareness and knowledge of the importance of entrepreneurial leadership, innovation management, and learning orientation. These variables will have beneficial effects on the performance and assets to achieve success and sustainability if adopted and managed systematically. This study also recommends that SMEs’ entrepreneurs and top management should facilitate supportive culture by creating and maintaining an organisational climate and structure that encourages learning behaviour and innovation mindset among individuals. The initiative will motivate them towards acquiring, sharing, and utilising knowledge and increasing their ability to manage innovation systemically in all production processes to adapt to new technologies, practices, methods, and different circumstances. Recommendation for Researchers: The study findings highlighted the mediating effect of innovation management on the relationship between entrepreneurial leadership (the independent variable) and SMEs’ organisational performance (the dependent variable) and the moderating effect of learning orientation in the same nexus. These relationships were not extensively addressed in SMEs of developing countries and require further validation. Impact on Society: This study aims to influence the management strategies and practices adopted by entrepreneurs and policymakers who work in SMEs in developing countries. The effect will be reflected in the development of their firms and the national economy in general. Future Research: Future research should investigate the conceptual research framework against the backdrop of other developing economies and in other business settings to generalise the results. Future investigation should seek to establish the effect of entrepreneurial leadership style on other mechanisms, such as knowledge management processes, which could function with entrepreneurial leadership to improve SMEs’ performance efficiently. In addition, future studies may include middle and lower-level managers and employees, leading to more positive outcomes.
19
Venkatraman, Sitalakshmi, and Ramanathan Venkatraman. "Communities of Practice Approach for Knowledge Management Systems." Systems 6, no. 4 (September 27, 2018): 36. http://dx.doi.org/10.3390/systems6040036.
Full textAbstract:
In this digital world, organisations are facing global competition as well as manpower pressures leading towards the knowledge economy, which heavily impacts on their local and international businesses. The trend is to foster collaboration and knowledge sharing to cope with these problems. With the advancement of technologies and social engineering that can connect people in the virtual world across time and distance, several organisations are embarking on knowledge management (KM) systems, implementing a community of practice (CoP) approach. However, virtual communities are relatively new paradigms, and there are several challenges to their successful implementation from an organisation’s point of interest. There is lack of CoP implementation framework that can cater to today’s dynamic business and sustainability requirements. To fill the gap in literature, this paper develops a practical framework for a CoP implementation with a view to align KM strategy with business strategy of an organization. It explores the different steps of building, sharing, and using tacit and explicit knowledge in CoPs by applying the Wiig KM cycle. It proposes a practical CoP implementation framework that adopts the Benefits, Tools, Organisation, People and Process (BTOPP) model in addressing the key questions surrounding each of the BTOPP elements with a structured approach. Finally, it identifies key challenges such as organizational culture and performance measurements, and provides practical recommendations to overcome them for a successful CoP implementation.
20
Bag, Surajit, and Shivam Gupta. "Examining the effect of green human capital availability in adoption of reverse logistics and remanufacturing operations performance." International Journal of Manpower 41, no. 7 (November 21, 2019): 1097–117. http://dx.doi.org/10.1108/ijm-07-2019-0349.
Full textAbstract:
Purpose The purpose of this paper is to test a theoretical framework that examines the relationship of green human capital availability in the adoption of reverse logistics practices and remanufacturing operations performance. Design/methodology/approach The conceptual framework for this study is drawn upon contingent resource based view theory. The hypotheses are tested by drawing 250 samples from automotive manufacturing firms operating in an emerging economy (South Africa) using questionnaires designed for a single respondent. The path modelling is performed using WarpPLS software. Findings Availability of green human capital is found to positively influence reverse logistics adoption and remanufacturing operations performance. Top management commitment exerts a moderating effect on the path availability of green human capital and reverse logistics adoption while it shows no-moderating effect on the path availability of green human capital and remanufacturing operations performance. Sustainability culture exerts a moderating effect on the path availability of green human capital and reverse logistics adoption. It also exerts a moderating effect on the path availability of green human capital and remanufacturing operations performance. Reverse logistics adoption is found to positively influence remanufacturing operations performance. Practical implications First, it is important that managers must focus on increasing the availability of green human capital in the organisation. Second, focus is required on reverse logistics adoption process. Third, focus must be given towards cleaner remanufacturing production methods. Fourth, senior management must exhibit commitment towards green projects. Finally, managers must focus on creating sustainability culture in the organisation. Originality/value The results provide further understanding of human resource management in managing reverse logistics adoption and remanufacturing operations.
21
Ugo, Prince Destiny. "Project Quality Management Performance: An Insight to Sustainable Development Initiatives in Oil and Gas Host Communities." Journal of Management and Sustainability 7, no. 4 (October 25, 2017): 76. http://dx.doi.org/10.5539/jms.v7n4p76.
Full textAbstract:
A fundamental principle of project quality management is that quality is planned into project and not inspected through project. In the context of host communities in developing countries with mineral exploration activities construction projects and contracts generally is a key provider of employment in both short, medium and long term and particularly for the locals, therefore the incorporation of quality management systems in project life cycle is paramount for sustainable development. Ensuring project quality plays an important role in socio-economic development of people as it provides the most basic infrastructure that promotes economic activities. Quality management systems (QMS) has significant value relating to project quality and cost reduction and a comprehensive quality management culture can promote project success, mutual beneficial relationship and organisational sustainability. This study provides empirical findings emanating from local vendor(s) understanding, compliance and implementation of quality management systems in a multinational oil company (MNOC) community assisted projects. The study utilised SPSS version 22 for the statistical data analysis and Goodness-of-fit-test interrogated the assumption that contractors are not complying with quality management systems in project execution. The study found inter alia that 65% of the vendors are registered as closed corporation (sole proprietorship), 15% were limited liability companies, while 20% belong to other category such as subcontractors. Furthermore, 98% of the 222 respondent are yet to develop a quality manual and a conceptual nominated vendor system (NVS) project quality model was developed to improve the contract award and project management status quo, with emphasis on the need for integration of quality management systems in project life cycle for the oil and gas host communities.
22
Das, Maitreyee, K. Rangarajan, and Gautam Dutta. "Corporate sustainability in SMEs: an Asian perspective." Journal of Asia Business Studies 14, no. 1 (January 6, 2020): 109–38. http://dx.doi.org/10.1108/jabs-10-2017-0176.
Full textAbstract:
Purpose The purpose of this paper is to do a thorough literature review to assess the current status of corporate sustainability (CS) practices, issues and challenges in small and medium enterprises (SMEs) and based on literature suggest a model that can improve and strategically manage their sustainability practices in the emerging market context of Asia. Design/methodology/approach After setting the theoretical background on why the corporations need to shoulder the responsibility of sustainable development, the authors did a high level literature review to estimate the gap area and based on the findings formulated some research questions on why the SMEs, more specifically those in Asian emerging market, are lagging behind in terms of CS practices. Next, using the “literature survey” as the methodology the authors did a thorough in-depth literature review to answer the above research questions and organised the findings in light of those research questions. Considering the research gap and the crucial role of SMEs in a country’s economic progress the authors restricted the literature search on CS in the case of SMEs only. Findings CS is a well-practiced area in big organisations. However, the literature suggests that in the case of SMEs the situation is different. Social and environmental practices are grossly neglected in SMEs more specifically in emerging markets. Existing literature mentions that collaborative mode of operation, government policy and facilitation, supporting organisation culture can positively influence SME’s sustainability performance, and hence, improve their financial performance. Research limitations/implications The conceptual model has been developed based on suggestions and recommendations in western countries context. To establish the validity of the model in the Asian business scenario it needs to be tested with a sizable sample of SMEs in the Asian market. Practical implications The current paper has practical implications both for academic research on sustainable development and also in business development. The proposed model in the current form is based on the literature survey only. Once such a model is empirically established this can be proved beneficial for providing guidance to SMEs to enhance the sustainability of their business operations. Moreover, environmental and social best practices adopted by SMEs will also have a positive influence on society and the environment in the long run. Originality/value This paper had done a country-wise comparison of sustainable practices in SMEs and based on the recommendations and suggestions of different scholars as found in the detailed literature review, the authors developed few research propositions and also presented a conceptual model. Finally, to address the gap it mentions some future research possibilities to test and validate the proposed model in the context of SMEs in emerging markets of Asia.
23
Das, Maitreyee, K. Rangarajan, and Gautam Dutta. "Corporate sustainability in small and medium-sized enterprises: a literature analysis and road ahead." Journal of Indian Business Research 12, no. 2 (October 16, 2019): 271–300. http://dx.doi.org/10.1108/jibr-09-2017-0166.
Full textAbstract:
Purpose The purpose of this paper is to do a thorough literature review to assess the current status of corporate sustainability practices, issues and challenges in small and medium-sized enterprises (SMEs) and, based on literature, suggest a model that can improve and strategically manage their sustainability practices in the emerging market context of Asia. Design/methodology/approach The authors did a meta-analysis of the reviewed literature taken from peer-reviewed scholarly journals in the time frame of 1985-2016. Methodology used by the authors is through preferred reporting items for systematic reviews and meta-analysis. Findings Corporate sustainability is a well-practiced area in big organisations. However, literature suggests that in case of SMEs, the situation is different. Social and environmental practices are grossly neglected in SMEs, more specifically in emerging markets. Existing literature mentions that collaborative mode of operation, government policy and facilitation and supporting organisation culture can positively influence SME’s sustainability performance and hence improve their financial performance. Research limitations/implications Most of the papers in corporate sustainability literature are qualitative in nature and there is no empirical evidence of establishing this relationship in SME context. This paper tries to conceptualise the existence of a possible framework relating factors of sustainability and their role in improving business performance of the SMEs. However, the findings are purely literature-based and piloting of the questionnaire is also done on 20 SMEs in a specific geography. This is a very small and also a biased sample. Future research studies based on this paper are expected to verify the proposed relationship with larger data set catering to different industry clusters and countries. Practical implications The proposed model is only directional in nature. With the content analysis, the authors have tried to answer the research questions relating to factors of sustainability and its impact on business performance. To address the research questions in a more generalised way, an empirical research needs to be conducted to establish the research propositions. The proposed model needs to be validated and optimised with further research and data analysis. Once such a model is established, this can be proved beneficial for providing guidance to SMEs to enhance the sustainability of their business operations. Social implications The SME sector has made a significant contribution to the economic development in countries, and this sector has huge potential for growth, and their geographic spread and penetration is much higher than large organisations. Sustainable growth of this industry sector can reasonably be expected to lead to stable and sustainable development of the nation. Moreover, environmental and social best practices adopted by SMEs will also have a positive influence on society and environment in the long run. Originality/value This paper had done a geography wise analysis of sustainable practices in SMEs, and based on the recommendations and suggestions of different analyses, the authors developed few research propositions and also presented a conceptual model. Finally, to address the gap, it mentions some future research possibilities to test and validate the proposed model in the context of SMEs in emerging markets of Asia.
24
Cox, Paul, and Diandra Soobiah. "An empirical investigation into the corporate culture of UK listed banks." Journal of Financial Regulation and Compliance 26, no. 1 (February 12, 2018): 120–34. http://dx.doi.org/10.1108/jfrc-06-2016-0048.
Full textAbstract:
Purpose This paper aims to report new research into how small groups of people – officers, directors and managers – are guiding the governance, design and delivery of conduct and culture programmes at UK listed banks. Design/methodology/approach The research spanned two whole years between 2014 and 2015. The method involved some 30 face-to-face semi-structured meeting interviews. A pre-agreed template was used to score and write detailed notes. From many repetitions, themes and cross-interview commonalities, a rich set of findings evolved. Findings Banks that made the most improvement during the investigation activated culture predominantly within the business. Centring the culture programme within the business was associated with a focus on the middle and the grassroots level of the organisation. Banks that made least improvement activated culture principally “from the top”. Centring the culture programme at the top was associated with a focus on control, conformance and structure. The finding of relatively greater performance when culture programmes were activated within the business contrasts sharply with recommendations from regulators and conventional wisdom that the establishment of corporate culture is necessarily a top down exercise. Originality/value Culture is intangible, and as such often overlooked, and this research contributes to that gap in knowledge through insight and evidence based on direct empirical analysis. This work ranks banks differently than published corporate governance and sustainability ranking from third-party service providers, suggesting a focus on culture performance contributes a different perspective to that based on more available public information for corporate governance.
25
Yazgan, Ebru, and Ayşe Kucuk Yilmaz. "Prioritisation of factors contributing to human error for airworthiness management strategy with ANP." Aircraft Engineering and Aerospace Technology 91, no. 1 (January 7, 2018): 78–93. http://dx.doi.org/10.1108/aeat-11-2017-0245.
Full textAbstract:
Purpose Airline business management is set on airworthy strategy. Airline sustainability depends upon corporate-based airworthy strategy as airworthiness is the base to any airline business management and strategy. An airline can ensize its corporate sustainability if it has airworthiness strategy and risk management. The main condition to survive in the airline business is to maintain airworthiness with the fleet, maintenance and corporate-risk management. Aircraft maintenance technician (AMT) has a dual role in aircraft maintenance system as the source of failure in maintenance process via his volatility and unmanageable qualifications and secondly source of manager of maintain airworthiness of the aircrafts in airline. Situational awareness of managers about both limitations and qualifications of human factors is vital determinant to the decision-making process in aviation. Although continuously improving in related literature, one of the biggest weaknesses of the current methods of AMT error or performance is that the ability to model the reciprocal effects of the factors affecting the fault is limited. For this reason, this study aims to develop an analytic network process (ANP) model that takes into account the effects of mutual dependences among factors. Design/methodology/approach Firstly, with the help of experts and extensive literature, 67 factors that contributed to AMT error are identified and grouped. Then, the factors identified as eligible criteria and sub-criteria that contributed to the AMT errors are determined. In this study, the weights of identified criteria that have influence on AMT error try to determine by using ANP method. ANP is the common method to solve multi-criteria decision-making problems and is used to calculate priorities of factors. Criteria determined in this study are classified into three main clusters: “individual-related criteria”, “working environment-related criteria” and “organisational-related criteria”. These main clusters include 15 sub criteria such as communication, documentation (quality/updating/availability) and peer pressure. Findings The result of this study shows that time pressure, organisational culture, safety culture and supervision are the most important criteria that contributed to AMT error. Their weights are 0.207, 0.172, 0.102 and 0.094, respectively. Originality/value There are many difficulties and limitations in measuring the factors that have an influence on AMT errors. For this reason, the weights of criteria and sub-criteria necessary are determined using ANP, and in this manner, it is possible to make better decisions in this process as ANP is a multi-criteria decision-making technique that considers qualitative factors in decision-making problems. The factors’ taxonomy determined as a result of the expert opinions and the extensive literature and the ANP model developed taking into account the dependencies between the factors will contribute to the literature.
26
Mohamad, Abang Azlan, T. Ramayah, and May Chiun Lo. "Sustainable Knowledge Management and Firm Innovativeness: The Contingent Role of Innovative Culture." Sustainability 12, no. 17 (August 25, 2020): 6910. http://dx.doi.org/10.3390/su12176910.
Full textAbstract:
This study presents the moderating effect of innovative culture on the relationship between knowledge management and firm innovativeness. The consequences of organisations that do not practice innovative culture would result in their inability to respond and react effectively to changes in the dynamic nature of the business environment and henceforth unable to achieve superior performance. In attempting to answer the research questions, a total of 202 MSC Malaysia organisations took part in the survey. To assess the developed model, WarpPLS (version 7.0) was applied based on path modelling and then bootstrapping. The results highlighted that three of the four dimensions of knowledge management, namely knowledge acquisition, knowledge application and knowledge protection were positively and significantly related to firm innovativeness. On the other hand, innovative culture was found to moderate the relationships between knowledge acquisition and firm innovativeness; and knowledge application and firm innovativeness.
27
Alexander, David. "What can we do about earthquakes?" Bulletin of the New Zealand Society for Earthquake Engineering 45, no. 2 (June 30, 2012): 49–60. http://dx.doi.org/10.5459/bnzsee.45.2.49-60.
Full textAbstract:
This paper discusses the possible means of achieving risk reduction and resilience against earthquake disasters. It begins with an enquiry into the evolving nature of the resilience concept, which has at its root the notions of participatory governance and livelihood protection. It then discusses the potential for saving human lives by greater utilisation of the evidence base derived from studies of earthquake epidemiology. For example, there may be an opportunity to improve self-protective behaviour as a means of reducing casualties, especially in combination with knowledge of typical modes of the performance of buildings during earthquakes. There follows a discussion of the particular seismic vulnerability of critical infrastructure, hospitals and schools, and the means of reducing it by planning and well-calculated intervention. Seismic risk management needs to be comprehensive and often neglects some important factors. Hence, the next section discusses three of them: the plight of minorities, the protection of cultural heritage, and the management of veterinary emergencies. Following this, there is a discussion of the requirements for viable recovery from earthquake disasters. These include the need to make reconstruction, risk reduction and emergency intervention sustainable in their own right and part of general sustainability against all of the major risks that society faces. The paper concludes with some brief reflections on the process of learning lessons, as seen in the light of organisational learning theory. The use of evidence-based practice to achieve seismic disaster risk reduction has much further to go. To be accepted, it needs to be assimilated permanently into prevailing social and organisational cultures.
28
Asante, Edward, and Patrick Ngulube. "Critical success factors for total quality management implementation and implications for sustainable academic libraries." Library Management 41, no. 6/7 (June 19, 2020): 545–63. http://dx.doi.org/10.1108/lm-02-2020-0017.
Full textAbstract:
PurposeThe purpose of this study is to investigate the critical success factors for total quality management implementation and implications for sustainable academic libraries in Ghana. This study is part of a PhD project that focussed on selected technical university libraries in Ghana.Design/methodology/approachThis study adopted a quantitative approach to collect the data. Samples of 124 participants were involved in this study. PLS-SEM (Smart PLS3) software was used to analyse the data. Convergent, discriminant validity assessment was computed. Eight variables of critical success factors were tested in relation to total quality management implementation at selected academic libraries in Ghana.FindingsThis study established that out of the eight variables tested, six of them (i.e. top management commitment, employee innovation employee training, organisational culture, teamwork and effective communication, quality performance) indicated a significant positive relationship with total quality management implementation apart from strategic planning and human resource management.Research limitations/implicationsThis study was limited to eight variables as the critical success factors mentioned in the previous paragraph. The use of one methodology might be a limitation as the use of multimethod might have given a more comprehensive picture than the case. This study was limited to only technical university libraries in Ghana hence caution must be exercised when applying the results to contextually different academic environments. The results are applicable to academic universities library in Ghana and beyond if they are adjusted to suit the context.Practical implicationsThis study is timely as it may lead to effective total quality management implementation and the sustainability of technical university libraries in Ghana and Africa in general.Originality/valueThe proposed model can be used to enhance the smooth implementation of total quality management in academic libraries in general and Ghana in particular. The framework is termed as Eddie and Pat's Achievement of Quality Performance (EPAfQP) model.
29
Lunsford, Liz, David Snashall, Matt Haddon, Linden Edgell, and Sam McCrea. "Building competitive advantage: the business case for social licence to operate." APPEA Journal 52, no. 2 (2012): 689. http://dx.doi.org/10.1071/aj11103.
Full textAbstract:
A social licence to operate and reputational capital, contrary to common perception, are not simply the green arm of philanthropy. Rather, they are multi-dimensional and intrinsically linked to a corporation’s market value in time. Corporations benefit from a full understanding of the business case for comprehensive and leading-edge strategies to manage and build reputational capital, thus ensuring long-term social license to operate. A reputational capital typically represents about 80% of a firm’s intangible assets. Further, global markets demonstrate a preference for corporations that institutionalise sustainability. More than ever, in today’s operating environment, corporations have a significant market opportunity to benefit from making enterprise and project-level decisions based on the balance of social, environmental, and economic capital. This extended abstract explores the specific activities that contribute to and degrade reputational capital, and ultimately, a corporation’s social licence to operate. More specifically, how risk management, HSE (health, safety, and environment) performance, impact assessment, the safety case, organisational culture, and asset management are inextricably linked to community risk and ultimately a social licence to operate. Each of these elements have the potential to build reputational capital such that access to key markets, cost of capital, and project net present value (NPV) are optimally advantaged. It is understood within the oil and gas industry that informed business strategies that can be acted on are made more difficult because of the challenging nature of a social licence to operate and community risks. To this end, the authors aim to introduce a community risk-assessment tool and methodology, which can be implemented at the enterprise or project-specific level.
30
Seidel-Sterzik, Helene, Sarah McLaren, and Elena Garnevska. "A Capability Maturity Model for Life Cycle Management at the Industry Sector Level." Sustainability 10, no. 7 (July 17, 2018): 2496. http://dx.doi.org/10.3390/su10072496.
Full textAbstract:
One approach to incorporate environmental sustainability in organisations is the implementation of Life Cycle Management (LCM). LCM is a comprehensive and integrated approach for measuring and managing environmental impacts. Successful sector-wide uptake of LCM has the potential to enable the environmental impacts associated with an industry sector to be efficiently measured and managed in a continual improvement process. There is an opportunity for the New Zealand primary sector to strengthen its competitiveness in the global market place by demonstrating the environmental credentials of its products and supporting the country’s “green and clean” image. Previous research has identified the barriers and enablers to successful LCM uptake by New Zealand primary sector Small and Medium sized Enterprises (SMEs) in a sector-based context. This paper builds on that foundation and presents a Life Cycle Management Uptake Evaluation Framework (LUEF) that allows both individual organisations and industry sectors to identify the key factors affecting successful LCM uptake and assess their level of maturity for each factor. The key factors used in this study are structure, culture, resource availability, LCM strategy, knowledge, market requirements and communication. The study employed a qualitative methodology and used face-to-face interviews with different stakeholders in the value chain for the New Zealand kiwifruit sector to inform the development of the framework. In the framework, each factor is represented as a maturity scale to allow organisations as well as industry sectors to assess their position on the scale. This will help them to create a baseline assessment, both for themselves as an organisation, as well as on an industry sector level. The baseline assessment will allow them to identify areas for improvements, which can be tracked over time by checking the progress on the scales in the individual areas. It can also be used as a communication tool for stakeholders in the supply chain (e.g., growers, post-harvest operators and staff from industry boards). These stakeholders can use the tool to measure and compare performance, including evaluating their own performance against the industry average, as well as performance of the industry sector over time. This is useful to engage these stakeholders and demonstrate that changes (such as reducing carbon footprints) have a positive impact and lead to progress (as well as highlighting any actions that need to be reviewed and adjusted).
31
Bóna, Peter, and Robert Lippert. "THE EFFECT OF HARD AND SOFT FACTORS ON THE SUCCESS OF A COMPANY." Problems of Management in the 21st Century 10, no. 1 (June 25, 2015): 6–17. http://dx.doi.org/10.33225/pmc/15.10.06.
Full textAbstract:
What makes a company successful? What kind of instruments may it use to achieve outstanding results? Instruments necessary for effective operation depend remarkably on the current age and the environment surrounding the organisation. Various ages have had their different keys to success. This key has become more and more complex and complicated due to the continuous acceleration of world economy and the fact that distances have become negligible. The aim of this study is to explore, whether companies having an interest in the processing industry use hard or soft success factors as a key to achieve success. In order to do that, the research will identify the possible success factors first. Henceforward it will reveal the effect of the resulting factors on success by logistic regression, which will be examined via the balance scorecard by complementing the four classic aspects – as one of the pioneers – with a fifth one, i.e. sustainability. Thus it will become visible, to what extent strategic, structural, cultural and leadership success factors influence the performance of a company to reach excellence in accordance with the expectations of the owners, the customers, the employees and the social sphere. The results of the research will thereby show the unravelled correlations between the successful operation of a company and the instruments indicating hard and soft success affecting it. Key words: balanced scorecard, culture, leadership, strategy, structure, success factors, sustainability.
32
Adams, Michael. "Board Diversity: More Than a Gender Issue?" Deakin Law Review 20, no. 1 (September 18, 2015): 123. http://dx.doi.org/10.21153/dlr2015vol20no1art497.
Full textAbstract:
There has been extensive research conducted on the importance of corporate governance around the world. The research seems to demonstrate that, regardless of whether corporations are based in common law or civil code systems, their longevity and sustainability arise from good corporate governance. However, the evidence does not clearly demonstrate a correlation between a particular organisation’s governance structure and practices and its share price. Around the world the question of board diversity is gaining in importance. The beginning of the debate in the 1960s centred on gender. While it is essential to conduct a debate on gender diversity, other aspects of diversity should also be considered. Race, culture and even age may have a direct impact on the performance of a board. Australian companies, particularly those listed on the ASX, have a poor record of instituting any type of diversity. The USA and European Union have a much wider range of policies to promote diversity on corporate boards. The key question is how best to regulate to promote diversity across gender, race, culture and age. The historical approach of regulating diversity by setting targets and requiring disclosure does not seem to have delivered substantial change. Is it the right time to impose mandatory requirements, or are there other alternative strategies? Without doubt change is required, but there will be opposition.
33
Sutherland, K. "Healthcare Performance and Organisational Culture." Quality and Safety in Health Care 13, no. 1 (February 1, 2004): 84. http://dx.doi.org/10.1136/qhc.13.1.84.
Full text
34
Durakovic, Iva, Laurie Aznavoorian, and Christhina Candido. "Togetherness and (work)Place: Insights from Workers and Managers during Australian COVID-Induced Lockdowns." Sustainability 15, no. 1 (December 21, 2022): 94. http://dx.doi.org/10.3390/su15010094.
Full textAbstract:
(1) Background: Pandemic-imposed lockdowns have heightened our awareness of the value of (work)place and made apparent the role it plays in establishing our sense of belonging and professional identity. The opportunity to work remotely during the pandemic has given us an appreciation of the benefits from access to increased flexibility, but there is consistent evidence emerging showing how much workers miss in-office social and learning interactions. This paper focuses on results about (i) reported perceived effectiveness and performance, (ii) sense of adjustment to remote working, and (iii) sense of belonging during the first two COVID-19-induced lockdowns, as reported by managers and workers in Australia in 2020. Findings shed light onto (i) how remote working experience affected our connection to, and the importance of, (work)place and (ii) how to harness insights towards creating spaces responsive to the activities we prefer to undertake in the workplace, permitting employees to choose the workstyle and pattern that suits their professional role and personal circumstances. (2) Methods: Correlational and thematic analyses were conducted on findings from 1579 online surveys focusing on remote working experiences during the first and second rounds of COVID-19-imposed lockdowns. A total of 668 managers and 911 workers from 12 different industry sectors participated in two rounds of the Bates Smart remote work survey (BSRWS). Surveys targeted knowledge workers of all career stages, age, and experience. (3) Results: Employees felt (i) technologically supported and productive whilst working from home, but (ii) aspects of connection, collaboration, and sense of belonging suffered; (iii) collaboration and togetherness are main motivators for returning to the office. Managers’ experiences were significantly different with (i) perceived productivity, collaboration, knowledge sharing, sense of belonging, and performance dropping; (ii) face-to-face interaction and business development were key priorities for returning to the office with (iii) challenges of mentoring and managing emotional wellbeing of teams evident. (4) Conclusions: From these surveys we conclude space is an enabler of organisational culture and professional identity, playing a critical role in establishing psychologically safe and equitable workplaces. This paper reports snapshot data showing knowledge workers’ experiences and effects of WFH under strict lockdown circumstances on wellbeing, productivity, and culture over time. It proposes two lenses (togetherness and place), through which the future workplace should be considered by industry and researchers alike.
35
Laforet, Sylvie. "Effects of organisational culture on organisational innovation performance in family firms." Journal of Small Business and Enterprise Development 23, no. 2 (May 16, 2016): 379–407. http://dx.doi.org/10.1108/jsbed-02-2015-0020.
Full textAbstract:
Purpose – The purpose of this paper is to examine the effects of organisational culture (OC) on organisational innovation performance (OIP) in family small and medium-sized enterprises (SMEs). It seeks to establish the type of culture that lead to high innovation performance in family firms. Design/methodology/approach – A postal survey of family SMEs across sectors in the UK is conducted. The study employs multiple regression analyses to test which family business culture has an effect on OIP. Among the family business cultures tested are: an external cultural orientation, a flexible and open OC as well as an organisational climate based on open communication and trust, the founder culture, and a long-term cultural orientation. Findings – The findings show that a paternalistic and founder culture type do not have a positive effect on family firm innovation performance, but an entrepreneurial-like culture does, i.e. one that is externally oriented, flexible, proactive (refer to an open culture) and long-term oriented. Similarly, an inward focus culture such as, the founder culture impedes innovation; while an outward focus culture such as, an external orientation culture has a positive effect on family firm innovation performance. Originality/value – This study makes valuable contributions to the understanding of theory and practices of innovation in family businesses. It provides future research directions.
36
Škerlavaj, Miha, Vlado Dimovski, Matej Cerne, Ljubomir Kekenovski, Dragan Tevdovski, and Marija Trpkova. "The organisational learning culture and organisational performance in Macedonian companies." European J. of International Management 5, no. 6 (2011): 574. http://dx.doi.org/10.1504/ejim.2011.042733.
Full text
37
Davis, Keith, and Mark Boulet. "Transformations? Skilled Change Agents Influencing Organisational Sustainability Culture." Australian Journal of Environmental Education 32, no. 1 (January 22, 2016): 109–23. http://dx.doi.org/10.1017/aee.2015.51.
Full textAbstract:
AbstractTraining employees in sustainability knowledge and skills is considered a vital element in creating a sustainability culture within an organisation. Yet, the particular types of training programs that are effective for this task are still relatively unknown. This case study describes an innovative workplace training program using a ‘head, hands, heart and feet’ learning framework to create skilled change agents among employees, in order to influence organisational sustainability culture. Utilising a dialogic inquiry methodology (Most Significant Change), as well as Mezirow's phases of transformative learning and Schein's organisational culture framework, this study considers the training program's impact on both participants and organisational sustainability culture. While transformative learning impacts for participants were identified, questions remain as to the overall impact of the program on the organisation's sustainability culture. Considering training participants as ‘seeds of influence’ as opposed to wholly responsible for organisational culture might provide new perspectives to these questions.
38
Al Saifi, Said Abdullah. "Positioning organisational culture in knowledge management research." Journal of Knowledge Management 19, no. 2 (April 7, 2015): 164–89. http://dx.doi.org/10.1108/jkm-07-2014-0287.
Full textAbstract:
Purpose – The purpose of this paper is to propose a conceptual model for understanding the impact of organisational culture on knowledge management processes and their link with organisational performance. It is suggested that organisational culture should be assessed as a multi-level construct comprising artefacts, espoused beliefs and values and underlying assumptions. A holistic view of organisational culture and knowledge management processes, and their link with organisational performance, is presented. Design/methodology/approach – A comprehensive review of previous literature was undertaken in the development of the conceptual model. Taken together, the literature and the proposed model reveal possible relationships between organisational culture, knowledge management processes and organisational performance. Findings – Potential implications of organisational culture levels for the creation, sharing and application of knowledge are elaborated. In addition, the paper offers possible new insight into the impact of organisational culture on various knowledge management processes and their link with organisational performance. Research limitations/implications – A number of possible relationships between organisational culture factors, knowledge management processes and their link with organisational performance were used to examine such relationships. Practical implications – The research model highlights the multi-level components of organisational culture. These are: the artefacts, the espoused beliefs and values and the underlying assumptions. Through a conceptualisation of the relationships between organisational culture, knowledge management processes and organisational performance, the study provides practical guidance for practitioners during the implementation of knowledge management processes. Originality/value – The focus of previous research on knowledge management has been on understanding organisational culture from the limited perspective of promoting knowledge creation and sharing. This paper proposes a more comprehensive approach to understanding organisational culture in that it draws on artefacts, espoused beliefs and values and underlying assumptions, and reveals their impact on the creation, sharing and application of knowledge which can affect the overall organisational performance.
39
Idowu, Oluwafemi Emmanuel. "Understanding Organisational Culture and Organisational Performance: Are They Two Sides of the Same Coin?" Journal of Management Research 8, no. 4 (December 1, 2016): 12. http://dx.doi.org/10.5296/jmr.v9i1.10261.
Full textAbstract:
The understanding of organisational culture is increasingly viewed as a necessary requirement for high performance in the organisation. This is also suggestive that the culture of an organisation may have a significant impact on the success of the organisation. The term ‘organisational culture’ is used widely, however inappropriately and occasionally defining and using it incorrectly. While there is universal agreement that organisational culture exists and that it plays a crucial role in shaping behaviour and performance in organisations, there is little consensus on what organisational culture is and how it impacts on organisational performance. Without a reasonable understanding of the concept of organisation culture and its definition, we cannot understand its relationships with organisational performance. This paper explores the notion and the understanding of the concepts of organisational culture and organisational performance. If we can define and understand the concept of organisational culture, then we can understand how it can impact on organisational performance.
40
Gadenne, David, Lokman Mia, John Sands, Lanita Winata, and George Hooi. "The influence of sustainability performance management practices on organisational sustainability performance." Journal of Accounting & Organizational Change 8, no. 2 (June 2012): 210–35. http://dx.doi.org/10.1108/18325911211230380.
Full text
41
Paschal, Anozie Obinna, and Dr Ismail Nizam. "Effects of Organisational Culture on Employees Performance:." International Journal of Accounting and Business Management 4, no. 1 (April 30, 2016): 19–26. http://dx.doi.org/10.24924/ijabm/2016.04/v4.iss1/19.26.
Full text
42
Bititci, Umit S., Kepa Mendibil, Sai Nudurupati, Patrizia Garengo, and Trevor Turner. "Dynamics of performance measurement and organisational culture." International Journal of Operations & Production Management 26, no. 12 (December 2006): 1325–50. http://dx.doi.org/10.1108/01443570610710579.
Full text
43
Tuan, Luu Trong. "Organisational culture, leadership and performance measurement integratedness." International Journal of Management and Enterprise Development 9, no. 3 (2010): 251. http://dx.doi.org/10.1504/ijmed.2010.037066.
Full text
44
Shayya, Maya. "The impact of organisational culture on performance." J. for Global Business Advancement 11, no. 3 (2018): 304. http://dx.doi.org/10.1504/jgba.2018.096306.
Full text
45
Shayya, Maya. "The impact of organisational culture on performance." J. for Global Business Advancement 11, no. 3 (2018): 304. http://dx.doi.org/10.1504/jgba.2018.10017680.
Full text
46
Elmer, Shandell, and Sue Kilpatrick. "Another look at the culture-quality-performance link." Australian Journal of Primary Health 14, no. 2 (2008): 35. http://dx.doi.org/10.1071/py08020.
Full textAbstract:
Quality improvement is usually driven by quality, safety and risk agendas leading to a focus on measurements of the outputs of care; outputs such as fewer complaints, fewer accidents and adverse events. An oft-neglected theme is the impact of the quality improvement initiative within the organisation itself. This paper presents the findings of the first stage of an evaluation that has examined the changes which have occurred within organisations since participating in a quality improvement initiative. These findings indicate that engaging with a quality improvement program can change the nature of social interactions within the organisation. In this way, quality improvement programs can impact on organisational culture, particularly in relation to organisational learning. Thus, this paper argues that successful engagement with a quality improvement program can enhance organisational learning, and, in turn, build organisational capacity.
47
Al-Madadha, Amro, Ahmad Samed Al-Adwan, and Fida Amin Zakzouk. "Organisational Culture and Organisational Citizenship Behaviour: The Dark Side of Organisational Politics." Organizacija 54, no. 1 (February 1, 2021): 36–48. http://dx.doi.org/10.2478/orga-2021-0003.
Full textAbstract:
Abstract Background and Purpose: Organisational politics can have a substantial negative effect on employees’ performance, however many organisations still do not pay attention to this organisational behaviour. In our study, we aim to examine the relationship between organisational culture and organisational citizenship behaviour through how employees perceive political behaviour within organisations. Methods: Convenience sampling technique has been employed, quantitative data were collected from 532 employees in the Jordan banking industry via online surveys. Structural equation modelling (SEM) was employed to test the hypotheses of the study. Results: Analyses showed that organisational culture within the banking industry has an effect on how employees perceive political behaviour. A negative perception of political behaviour by employees, in turn, has a negative influence on employees’ citizenship behaviour. These findings answer previous calls to investigate the destructive effect of organisational politics on employee outcomes. Conclusion: Organisations should pay more attention to the destructive effect of organisational politics and try to minimise such behaviour. Organisational citizenship behaviour, in contrast, benefits organisational performance, and the enhancement of this is recommended through the implementation of more effective policies and strategies.
48
Pangarso, Astadi, Alex Winarno, Pramitha Aulia, and Dinda Aulia Ritonga. "Exploring the predictor and the consequence of digital organisational culture: a quantitative investigation using sufficient and necessity approach." Leadership & Organization Development Journal 43, no. 3 (February 22, 2022): 370–85. http://dx.doi.org/10.1108/lodj-11-2021-0516.
Full textAbstract:
PurposeDigital organisational culture is essential for organisations in the digital era. However, examination of the role of digital organisational culture in government institutions remains limited. Thus, this study aims to investigate the influence of digital organisational culture on employee performance by considering empowering leadership as a predictor.Design/methodology/approachThis study analyses the research framework on the basis of a survey of 76 employees at the Indonesian Ministry of Administrative Reform and Bureaucratic Reform. The framework relating to the influence of digital organizational culture is tested using a mix of partial least square structural equation modeling (PLS-SEM) and an examination of the essential circumstances (necessary condition analysis/ NCA).FindingsThe findings indicate that empowering leadership is a sufficient condition for digital organisational culture. Empowering leadership positively and significantly affects digital organisational culture. Digital organisational culture positively and significantly affects employee performance. Empowering leadership represents a necessary condition for digital organisational culture. A digital organisational culture is necessary and sufficient for government employee performance.Practical implicationsResults of this study practically suggest that digital organisational culture can be considered vital to a strategy for improving government employee performance. Empowering leadership is a key success factor in improving digital organisational culture. This study initiated the identification of the role of digital organisational culture in the government institution context.Originality/valueMethodologically, this study stated a paradigm that combines the PLS-SEM and NCA approaches in public administration research by identifying the influence on sufficient and necessary digital organisational culture government employee performance.
49
Magodi, Aluwani Yvonne, Ilesmni Afolabi Daniyan, and Khumbulani Mpofu. "AN INVESTIGATION OF THE EFFECT OF THE ISO 9001 QUALITY MANAGEMENT SYSTEM ON SMALL AND MEDIUM ENTERPRISES IN GAUTENG, SOUTH AFRICA." South African Journal of Industrial Engineering 33, no. 1 (2022): 126–38. http://dx.doi.org/10.7166/33-1-2521.
Full textAbstract:
The implementation of quality management systems (QMS) is central to the performance of small and medium enterprises (SMEs). At present, there is a lack of information about the level of adoption and implementation of QMS by SMEs in Gauteng Province, even though that province has the highest number of SMEs in South Africa (SA). This study therefore aims to investigate the effect of the ISO 9001 QMS on SMEs in Gauteng. Quantitative research was conducted, and an online survey was used to collect data. An inferential statistical data analysis involving the Statistical Package for the Social Sciences (SPSS) software was used to analyse the collected data. The chi-square and Fischer’s exact tests were applied to validate the statistical significance of four hypotheses. The inferential analysis showed that there is a relationship between ISO 9001 implementation and SMEs’ sustainability, as well as a direct relationship between the implementation of ISO 9001 and the performance, growth, and life span of SMEs in Gauteng Province. In addition, the results indicated that 64 per cent of the surveyed SMEs are aware ISO 9001, while 36 per cent of SMEs were not aware of QMS. The survey indicated that SMEs face several challenges, such as the ineffective implementation of QMS, poor funding, a low level of human capacity development, a lack of adequate resources, poor working environment, and poor work organisation, a lack of necessary materials, and the use of inappropriate work methods. It is envisaged that, if a culture of QMS were to be adopted and implemented by SMEs, there would probably be an improvement in operational efficiency, leading to improved customer satisfaction and increased turnover and profitability.
50
EBAREFIMIA, UDEGBE, SCHOLASTICA, AFOBUNOR, S.A.N, and UDEGBE, MAURICE INIEDEGBOR. "EXPLORING THE RELATIONSHIP AMONG ORGANISATIONAL CULTURE, CUSTOMER SATISFACTION AND PERFORMANCE IN MULTINATIONAL CORPORATIONS IN NIGERIA." Australian Journal of Business and Management Research 01, no. 11 (June 22, 2012): 50–58. http://dx.doi.org/10.52283/nswrca.ajbmr.20120111a06.
Full textAbstract:
This study explores the moderating role of National culture and organisational characteristics in the relationship between organisational cultural values and organisational performance in multinational corporations in Nigeria. It is suggested that the relationship between specific organisational values and organisational performance (i.e. Customer satisfaction and business performance) should vary across National cultures. Likewise, it is anticipated that the relationship between specific organisational cultural values and organisational performance are likely to be greater when the cultural values of organizations are consistent with those of the host country’s technology, economic, political and growth characteristics. Repeatedly, it would be interesting to discover if foreign firms (such as MNCs) tend to maintain the organisational culture of their home countries, if MNCs in Nigeria are incapable of adopting vastly different cultural system, because of differences in values, and if national culture moderates the organisational culture and outcome relationship; and most especially if organisational culture will depend on the national culture. Data for the study was obtained with the aid of questionnaire, seven copies of which were administered in each of the 100 MNCs that served as sample. The selected 100 MNCs were stratified into categories of service, manufacturing and others while the respondents were conveniently selected. Data were generated from the 600 useable questionnaires returned. The response rate was 86%. The data were analysed using descriptive statistics and t- test analysis. The research instrument showed high reliability and validity. Majorly, the study found that culture influences work practices, culture has a profound impact on the way customer perceive the organisation, MNCs in Nigeria tend to maintain the same organisational culture of their home country, and that there is a relationship between organisational culture, customer satisfaction and organisational performance. The study suggests further studies from a market intelligence perspective.