Relevant bibliographies by topics / Organisational environment

Academic literature on the topic 'Organisational environment'

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Published: 4 June 2021
Last updated: 31 January 2023

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Journal articles on the topic "Organisational environment"

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Farkas, Johanna, János Sallai, and Ernő Krauzer. "The Organisational Culture of the Police Force." Internal Security 12, no. 1 (July 22, 2020): 77–84. http://dx.doi.org/10.5604/01.3001.0014.3189.

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The concept of ’organisational culture’ can be described based on numerous approaches nowadays. This underlines the fact that it is a significant issue within work and organisational psychology. However, the growing scope of organisational culture and subculture types shows not only its significance, but also the appearance of its explanations in a wide spectrum. The extensive research of organisational culture is related to the trend that there is a growing interest of organisational development and human resource professionals in a deeper understanding of human behaviour in organisational settings, and the factors influencing it. Organisational culture includes communication with clients (in the case of police, citizens) and the relating approach system. The organisational culture cannot be considered basically “good” or “bad”. There are external and internal metrics and requirements that reflect the state of a given organisation: they indicate the quality and quantity of value creation, the organisation’s acceptance in its environment as well as its necessity in the society. The organisational culture is optimal if it serves the organisation’s tasks, objectives, the fulfillment of its duties, an the maintenance of its expedience, as well as if it is supportive, creative and facilitating. In an optimal organisational culture, the interests are enforced between the groups and people in the organisation in a peaceful way, their work is effective and successful, all conditions are ensured, the staff is satisfied, and the organisation’s output is accepted, recognised and required in its external environment. These organisations are acknowledged by the citizens and operate in accordance with their environments.
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ARAVOPOULOU, Eleni. "ORGANISATIONAL CHANGE: A CONCEPTUAL AND THEORETICAL REVIEW." Nowoczesne Systemy Zarządzania 10, no. 1 (December 18, 2015): 19–32. http://dx.doi.org/10.37055/nsz/129349.

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The organisational change is a phenomenon which has gained attention from theoretists and practioners alike. The paper analyzes the notion of change, oragnizational change and types of change. The paper is of theoretical nature. Several authors have perceived organisational change as a “response” to an organisation’s internal and/or external environment. The paper investigates different perspectives of emergent change basing on Kanter et al., (1992) Kotter (1996) and Luecke (2003). The author highlights that these three models have some common features: a development of vision and leadership. On the other hand Strobel (2015) refutes the argument that there is “one best way” that can be applied in all situations and organisations, when managing change, and promotes the idea of “one best way” for each situation and organisation individually. Moreover the drivers and types of organizational change are presented. Several forces driving organisational change have been identified and they basically involve factors with regards to both the internal and external environment of an organisation.
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Adebayo, Olufunke P., Rowland E. Worlu, Chinonye L. Moses, and Olaleke O. Ogunnaike. "An Integrated Organisational Culture for Sustainable Environmental Performance in the Nigerian Context." Sustainability 12, no. 20 (October 10, 2020): 8323. http://dx.doi.org/10.3390/su12208323.

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To remain competitive within the present inherent business environment, there is a demand for organisations to embrace an integrated culture-behaviour for performance that enables them to adopt a critical engine for a more sustainable working environment. Organisational culture, which is a reflection of predominant valued beliefs, is expected to influence a sustainable environmental performance. Evidence abounds of several organisational activities with adverse impacts on humans and the environment. The study examines an organisation’s processes that can be incorporated as a culture to ensure a more sustainable working environment. This paper proposes the use of six organisational culture practices (core value, reporting system, task performance, clarity of roles, careful deliberations, and distinctive identity) to find out organisation values, as well as individual preferences in enhancing an immediate sustainable environment. The study selected 480 employees of Fast-Moving Consumer Goods (FMCGs) firms who are active in their organisational work processes; 358 responded, and as such, was deemed as a valid research sample. The empirical analysis was carried out using a variance-based Structural Equation Modelling with partial least squares for the path-modelling (PLS-SEM), both for the Algorithm Model, and the Bootstrapping Model with β and p-values obtained from the findings. The findings provide empirical evidence that there is a significant level of influence of organisational culture on environmental performance. However, among the organisational practices, task performance has the least influence on environmental performance. This implies that organisations should invest more in the dimensions of organisational culture with higher performance-importance, while adequate attention should be given to variables with the least influence on the target construct of environmental performance.
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Buys, Nicholas, Lynda R. Matthews, and Christine Randall. "Employees' Perceptions of the Management of Workplace Stress." International Journal of Disability Management 5, no. 2 (December 1, 2010): 25–31. http://dx.doi.org/10.1375/jdmr.5.2.25.

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AbstractThe purpose of this study was to explore how employees perceive their organisation's efforts to address the management of stress in their workplaces and to examine differences based on demographic variables of organisational location and size. A convenience sample of 85 people at an international disability management conference completed a Management of Stress in the Workplace Questionnaire. Results of this survey indicated that employees were not positive about their organisations efforts to manage stress in either prevention or rehabilitation activities. Employees from smaller organisations rated their workplace environments more positively than larger organisations. A perceived high incidence of stress in an organisation was negatively related to perceptions about the work environment. Lower perceived levels of stress-related compensation claims were associated with higher ratings of prevention and higher workplace environment ratings. Effective disability management programs need to address a range of individual, organisational and system factors that cause and exacerbate stress injuries. In addition to the provision of a range of prevention and rehabilitation services, it is important that organisations look at ways to improve workplace culture and, by association, job satisfaction and workplace morale.
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Kallio, Tomi J., Kirsi-Mari Kallio, and Annika Johanna Blomberg. "Physical space, culture and organisational creativity – a longitudinal study." Facilities 33, no. 5/6 (April 7, 2015): 389–411. http://dx.doi.org/10.1108/f-09-2013-0074.

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Purpose – The purpose of this study is to explore the potential positive effects of the design of a physical organisational environment on the emergence of an organisational culture conducive to organisational creativity. Design/methodology/approach – The study is based on an in-depth, longitudinal case study, the aim being to enhance understanding of how a change in physical space, including location, spatial organisation and architectonic details, supports cultural change. Findings – It is suggested that physical space plays an implicit yet significant role in the emergence of a culture conducive to organisational creativity. It appears from the case analysis that there are three aspects of culture in particular, equality, openness and collectivity, that may be positively affected by the design of an organisation’s physical environment. Practical implications – The careful choice, planning and design of an organisation’s physical location, layout and style can advance the appearance of an organisational culture conducive to creativity. Originality/value – The paper describes a longitudinal study comparing a case organisation before and after a change in its physical environment. The longitudinal data illustrates how a change in the spatial environment contributes to the emergence of a culture conducive to organisational creativity.
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Mahadea, D. "On the emergence of firms and sick institutions." South African Journal of Economic and Management Sciences 3, no. 1 (March 31, 2000): 109–24. http://dx.doi.org/10.4102/sajems.v3i1.2602.

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Organisations and firms are formed by people and entrepreneurs. Firms can become sick just as people do. Not all firms live forever. This paper examines the emergence of "sick" institutions. Organisations can become unhealthy when there is a mismatch between goods and services they produce and the external environment in which they operate. Survival and fitness of an organisation depend on its ability to respond and adapt cost-effectively to the changing environment. Entrepreneurship, n-Achievement and productivity of individuals are critical to an organisation's health. A thorough diagnostic framework of symptoms of organisational ills is required before prescribing any therapy, to bring about a healthy organisation. The future belongs to healthy firms, with adaptable strategies and resources that optimally fit the changing environment.
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Szydło, Joanna, and Justyna Grześ-Bukłaho. "Relations between National and Organisational Culture—Case Study." Sustainability 12, no. 4 (February 18, 2020): 1522. http://dx.doi.org/10.3390/su12041522.

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Management science focuses on organisational culture. This reflection also applies to the broadly understood cultural context, as organisations operate in specific places and at specific times. As entrepreneurs enter foreign markets, there is a need to deepen their knowledge of cultural aspects, which results in the possibility to generate practical guidelines for shaping organisational culture in a different cultural environment. The article assumes that out of four elements conditioning organisational culture—type of environment, type of organisation, features of organisation and features of participants—two of them, type of environment and features of its participants, are the basic ways to organisational culture, by means of which the organisational culture is permeated by artefacts, values and basic assumptions, characteristic of national cultures. This permeation is exemplified by organisations from the same industry, having the same top management but functioning in different cultural environments. The study was conducted with the use of the multiple, exploratory and explanatory case study method. It consisted of three stages: The first stage included literature analyses (analyses of secondary data and legacy data), which aimed to determine the features of two cultures—Polish and Ukrainian. At the second stage, the authors conducted pilot studies among the representatives of the Polish and Ukrainian national culture. At the third stage, the organisational cultures of companies operating in the environment of the Polish and Ukrainian culture were surveyed. The research sample included 590 people. The authors based their studies on the Milton Rokeach Values Scale and an author’s tool, in which Hofstede’s concept of cultural dimensions. The statistical analysis involved the nonparametric Mann–Whitney U test.
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Nwanzu, Chiyem Lucky, and Sunday Samson Babalola. "Predictive Relationship between Sustainable Organisational Practices and Organisational Effectiveness: The Mediating role of Organisational Identification and Organisation-Based Self-Esteem." Sustainability 11, no. 12 (June 22, 2019): 3440. http://dx.doi.org/10.3390/su11123440.

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This study ascertains the predictive relationship that sustainable organisational practices have with organisational effectiveness and the mediating role of organisational identification and organisation-based self-esteem in this relationship. One-hundred and forty-five participants (62 males and 83 females) were sampled from 31 privately-owned organisations in Delta State, Nigeria. Regression analysis revealed that sustainable organisational practices positively and significantly predict organisational effectiveness, β = 0.42, p < 0.001, and that organisational identification and organisation-based self-esteem mediate the relationship. It was recommended that privately-owned organisations intensively implement sustainable organisational practices for organisational effectiveness, organisational identification and organisation-based self-esteem.
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Mutebi, Henry, Joseph Mpeera Ntayi, Moses Muhwezi, and John C. Kigozi Munene. "Self-organisation, adaptability, organisational networks and inter-organisational coordination: empirical evidence from humanitarian organisations in Uganda." Journal of Humanitarian Logistics and Supply Chain Management 10, no. 4 (August 21, 2020): 447–83. http://dx.doi.org/10.1108/jhlscm-10-2019-0074.

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PurposeTo coordinate humanitarian organisations with different mandates that flock the scenes of disasters to save lives and respond to varied needs arising from the increased number of victims is not easy. Therefore, the level at which organisations self-organise, network and adapt to the dynamic operational environment may be related to inter-organisational coordination. The authors studied self-organisation, organisational networks and adaptability as important and often overlooked organisational factors hypothesised to be related to inter-organisational coordination in the context of humanitarian organisations.Design/methodology/approachThe study’s sample consisted of 101 humanitarian organisations with 315 respondents. To decrease the problem of common method variance, the authors split the samples within each humanitarian organisation into two subsamples: one subsample was used for the measurement of self-organisation, organisational network and adaptability, while the other was for the measurement of inter-organisational coordination.FindingsThe partial least square structural equation modelling (PLS-SEM) analysis using SmartPLS 3.2.8 indicated that self-organisation is related to inter-organisational coordination. Organisational network and adaptability were found to be mediators for the relationship between self-organisation and inter-organisational coordination and all combined accounted for 57.8% variance in inter-organisational coordination.Research limitations/implicationsThe study was cross sectional, hence imposing a limitation on changes in perceptions over time. Perhaps, a longitudinal study in future is desirable. Data were collected only from humanitarian organisations that had delivered relief to refugees in the stated camps by 2018. Above all, this study considered self-organisation, adaptability and organisational networks in the explanation of inter-organisational coordination, although there are other factors that could still be explored.Practical implicationsA potential implication is that humanitarian organisations which need to coordinate with others in emergency situations may need to examine their ability to self-organise, network and adapt.Social implicationsSocial transformation is a function of active social entities that cannot work in isolation. Hence, for each to be able to make a contribution to meaningful social change, there is need to develop organisational networks with sister organisations so as to secure rare resources that facilitate change efforts coupled with the ability to reorganise themselves and adapt to changing environmental circumstances.Originality/valueThe paper examines (1) the extent to which self-organisation, adaptability and organisational networks influence inter-organisational coordination; (2) the mediating role of both adaptability and organisational networks between self-organisation and inter-organisational coordination in the context of humanitarian organisations against the backdrop of complex adaptive system (CAS) theory.
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Oyewobi, Luqman Oyekunle, Abimbola Olukemi Windapo, and James Olabode Bamidele Rotimi. "Determinants of construction organisational performance." Journal of Financial Management of Property and Construction 22, no. 1 (April 3, 2017): 37–61. http://dx.doi.org/10.1108/jfmpc-05-2016-0021.

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Purpose Literature suggests that there are sets of common variables that are capable of explaining organisational performance differentials. These variables are used to examine performance variance and its contribution to organisation profitability. Therefore, the purpose of this paper is to examine the determinants of large construction organisations’ performance in South Africa using a partial least squares path analytic method. Design/methodology/approach This study examines the interrelationship between a number of constructs, namely, organisational characteristics, resources/capabilities, competitive strategies, business environment and performance, using a questionnaire survey to obtain data from 72 large construction organisations in South Africa. Using a path analytic approach, the paper examines the relationship between the constructs discussed in the study. Findings The findings from the analysis of the data show that organisational characteristics do indeed influence the performance of organisations, and that the business environment is capable of moderating the relationship between competitive strategies and performance. The results, however, indicate that organisations that combine sustained organisational characteristics and strategy tend to experience high performance over those that do not. Originality/value The study findings have implications for management practice, as it could help managers of construction organisations to acknowledge the influence of organisational characteristics, unique resources/capabilities, competitive strategies and business environment as sources of competitive advantage. The study contributes to the current debate on the causes of performance differentials among large construction organisations.
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Dissertations / Theses on the topic "Organisational environment"

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Apelt, Christina L. "Organisational change in public organisations." Thesis, Queensland University of Technology, 2014. https://eprints.qut.edu.au/73086/2/Christina_Apelt_Thesis.pdf.

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This research applies a multidimensional model of publicness to the analysis of organisational change and in so doing enriches understanding of the public nature of organisations and how public characteristics facilitate change. Much of the prior literature describes public organisations as bureaucratic, with characteristics that are resistant to change, hierarchical structures that impede information flow, goals that are imposed and scrutinised by political authority and red tape that constrains decision-making. This dissertation instead reports a more complex picture and explains how public characteristics can also work in ways that enable organisational change.
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Deen, Abdul Rahman. "Enhancing organisational innovativeness in a Malay cultural environment." Thesis, University of Newcastle Upon Tyne, 1998. http://hdl.handle.net/10443/1628.

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Essentially this study is founded upon the culture-specific thesis that organisational processes are influenced to a large extent by the cultural settings in which they operate. Hence management processes such as the management of innovations in organisations; ought to be culturally relative. The main objectives of this study are: i to identify, the major cultural values of the Sarawak Malays of relevance to the facilitation or inhibition of "innovatogenic" behaviour in an organisational context ii to identify, assess and evaluate active strategies used to nurture "innovatogenic" behaviour in some Malay organisations in response to these cultural influences, with due attention being paid to both thoses trategies which exploit any positive influence and those which aim to overcome any negative influence of such cultural values iii to highlight issues worthy of consideration in developing 'culturally' appropriate' strategies to nurture 'innovatogenic' behaviour (In particular, the study aims to demonstrate that (i) the innovation process is culture specific and (ii) any strategies employed must take a holistic approach and ensure that the both the structural aspects and ideational aspects of such strategies are congruent with each other). A qualitative research involving two phases of fieldwork was employed: Phase 1 . The Key Informant Interview. Unstructured interviews were conducted with twenty senior managers. These managers were purposely selected for their vast experience in managing Malay workers, both at managerial and operative levels. These interviews focused on two aspects: (a) their views and perspectives regarding Malay cultural values and beliefs and whether these values and beliefs had any impact on their 'innovation producing' behaviour. (b) The strategies used to incorporate these values and beliefs into their managerial philosophies and practices. Phase 2. Case studies of three selected organisations. A month was spent in each of three organisations; collecting information on eight key aspects of the organisations: strategic focus, management/leadership style; management attitude/orientation- . infrastructure, task structure, ideas management, performance management and orgarlisational climate. Both interview and survey methods of data collection were employed. The Ekvall's Creative Climate Questionnairew as then used to assesst he creative climate of the organisations. Data analysis was guided by a conceptual framework that linked the capability. means, and motivation of individuals to behave' innovatogenrically' with the structural and ideational features of the organisation. The main findings of the study indicate that (i) Malays are very concerned with maintaining harmonious relationship with superiors and peers. A tendency for collective behaviour, a need for personalised relationships, deference to leaders, loyalty to group and leader, and a focus on social benefit of an action to group and self were key features of this realtionship orientation Consequently, Malay organisations seem to be characterised by socially determined form of work relationship and priorities that are not conducive to the generation and exploitation of ideas. ii Organisational behaviour is culture specific: the social beliefs , values and customs of a society and the concomitant impact of these on organisational behaviour is significant and cannot be ignored. Subjective interpretations of strategies, procedures and practices by members of an organisation shapes their behaviour in relation to them. As such, an organisation cannot be made innovative through the introduction ( or imposition) of new strategies or mechanismws ithout due considerationsto the dominanti deationalm oder elating to theses trategiesa nd mechanism.
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Dollar, Disa G. "Organisational culture in a South African non-governmental organisation: the challenge of a changing environment." Thesis, Rhodes University, 1999. http://hdl.handle.net/10962/d1015510.

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Using Schein's (1992) notion of organisational culture, this study explored the position of a South African nongovernmental organisation (NGO) in the changing environment of post-apartheid South Africa. The study pursued three central goals: to describe the organisational culture of a South African NGO; to examine the tensions that have emerged owing to the changing nature of the organisational culture; and to analyze the organisational culture in relation to the changing NGO environment. The basic assumptions of the organisation regarding networking, the relationship with the government, funders and funding, leadership, human resource development, and service delivery, were collected. A single case study design was employed, with a sample of eight participants (representing the four different sections of the NGO) being drawn. Data were collected through documentary analysis, a focus group, and eight individual interviews using the critical incident technique. Analysis was performed using various qualitative data analysis techniques. The researcher found that participants considered networking, a cooperative relationship with the government, a proactive approach to obtaining funding, effective leadership and human resource development, and a good reputation for service delivery, to be essential for NGO survival. NGO basic assumptions are undergoing a transformation process, and tensions exist between long-standing and emerging assumptions. It was found that the transformation of assumptions is enabling the NGO to adapt to the challenges of the changing environment.
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Lachman, Karissa. "An exploration of employees' experience of privacy in an open-plan office environment." Master's thesis, University of Cape Town, 2005. http://hdl.handle.net/11427/5840.

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Buckler, William James. "Using learning processes to develop innovation and improvement within organisations : action research as a vehicle for managing individual and organisational capability." Thesis, Nottingham Trent University, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.391002.

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Boodhoo, Adiilah. "A formative evaluation of the South African Education and Environment Project Bridging Year Programme." Master's thesis, University of Cape Town, 2009. http://hdl.handle.net/11427/9490.

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Includes bibliographical references (leaves 89-94).
Many learners from disadvantaged schools struggle to obtain entrance into tertiary institutions. A Bridging Year Programme (BYP) designed by the South African Education and Environment Project (SAEP) seeks to address this problem by offering intensive tuition to post-high school learners who have failed to gain sufficient points for entry into a tertiary institution. The BYP prepares those learners to re-write core National Senior Certificate (NSC) subjects and assists them in applying for entrance into a university or college. A formative evaluation was conducted to assess whether the programme is designed and implemented as intended and whether programme design and delivery takes into account evidence based practices, established in the literature for programmes of this nature. A review of programme records was undertaken, interviews were conducted with the programme manager and programme coordinator, and selfreport questionnaires were administered to course tutors and programme beneficiaries. The results of the evaluation indicate that while the programme has the necessary potential to set high standards of participation for beneficiaries and provide them with personalised attention, and while learners are generally positive about their experience, a number of limitations are evident. These include in particular: the need for better monitoring of learner compliance with their contractual obligation, improved quality assurance with regard to the teaching and learning programme, and tutor preparation and training. Recommendations for improved programme implementation, as well as monitoring of programme standards, learner participation and performance, and tutor quality are provided.
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Yunggar, Manuel Melvyn. "Scanning the environment for business information in selected Malaysian Institutions." Thesis, University of Glasgow, 1989. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.296918.

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Erdogan, Bilge. "Organisational change management for the implementation of collaboration environments." Thesis, Loughborough University, 2008. https://dspace.lboro.ac.uk/2134/8060.

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Although emerging technologies offer the construction industry many opportunities for IT-enabled collaboration environments, the companies adopting these technologies usually fail. in achieving the full benefits from their implementations. The reason for this is found as focusing too much on the technical factors and ignoring or underestimating the factors related to change, implementation, human and organizational factors, and the roles of the management and end-users. Each new information technology implementation involves some change for the organization and the employees, and is therefore a source of resistance and confusion unless special attention is paid to managing this change. This research aims to find how to introduce collaboration environments to construction organizations and how to manage the changes required in order to obtain the full benefits from their implementation. In order to achieve this aim, the theoretical concepts and previous work on collaboration environment implementations in construction industry, and change management with a focus on organizational change management are reviewed. The perspective of the construction organizations on the implementation of collaboration environments are investigated conducting case studies. Based on the findings from the literature review and the case studies, an organizational change management framework is developed for implementing collaboration environments. A computer based prototype is also developed in order to automate the framework. The framework and the prototype are evaluated by the industry professionals.
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Paul, Chantal. "A correlational study into the impact of self-efficacy on job performance in the retail banking environment." Master's thesis, University of Cape Town, 2005. http://hdl.handle.net/11427/5830.

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Kuk, George Shun Tak. "Organisational healthiness, help seeking and the meaning of work : person-environment transaction." Thesis, University of Nottingham, 1993. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.387291.

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Books on the topic "Organisational environment"

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Groverman, Verona. Gender and organisational change, training manual. Kathmandu, Nepal: International Centre for Integrated Mountain Development, 2001.

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Browne, S. J. An analysis of organisational structures within the roads service direct service organisation. [s.l: The Author], 1995.

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Deakin, Simon. Performance standards in supplier relations: Relational contracts, organisational processes and the institutional environment. Cambridge: ESRC Centre for Business Research, University of Cambridge, 1998.

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Rick, James. Counting the organisational cost of HIV/AIDS on CSOs: Study in Malawi. [Lilongwe, Malawi: s.n., 2006.

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Waris, Kyösti. Mental well-being at work: A sign of a healthy organisation and a necessary precondition for organisational development. 2nd ed. Helsinki: Finnish Institute of Occupational Health, 1999.

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Hourican, John. The organisational impact of a geographical information system on the DOE Roads Service. [s.l: The Author], 1993.

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Wilson, Houston D. Organisational climate as a precondition of effectual school management in a falling rolls environment: A management study. [S.l: The author], 1985.

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Regalia, Ida. Humanize work and increase profitability?: Direct participaiton in organisational change viewed by the social partners in Europe. Dublin: European Foundation for the Improvement of Living and Working Conditions, 1995.

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Regalia, Ida. Humanize work and increase profitability?: Direct participation in organisational change viewed by the social partners in Europe. Luxembourg: Office for Official Publications of the European Communities, 1995.

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Crookes, Edward. Is your organisation "environment" friendly =: Is your organisation environment friendly. Sheffield: Sheffield Business school, 1993.

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Book chapters on the topic "Organisational environment"

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Adegbite, Oluwaseun E., Antonis C. Simintiras, Yogesh K. Dwivedi, and Kemefasu Ifie. "The Organisation Business Environment." In Organisational Adaptations, 11–26. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-63510-1_2.

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Corbett, J. Martin. "Organisation and environment." In Critical Cases in Organisational Behaviour, 237–60. London: Macmillan Education UK, 1994. http://dx.doi.org/10.1007/978-1-349-23295-6_9.

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Pettinger, Richard. "The organisation and its environment." In Introduction to Organisational Behaviour, 11–44. London: Macmillan Education UK, 1996. http://dx.doi.org/10.1007/978-1-349-24683-0_2.

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

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AbstractThe central concept in this chapter is external adaptation—an inextricable element of strategic leadership architecture which, together with strategic direction and integration of the collective, affects organisational action and guides it towards the expectations and outcomes that contribute to the organisation’s survival. The chapter illustrates the role of environmental turbulences, institutional context, and institutional pressures in shaping organizational and leader behavior. Strategic leaders have to adapt their actions to the basic characteristics of the organisation’s environment. Their task is to find a way to get the organisation harmonized and almost imbued with its overall surroundings, both present and future. External adaptation, therefore, is a link created by strategic leaders between the organisation and its environment.
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Nikolova, Mateya, Naznin Tabassum, and Bhabani Shankar Nayak. "The Internal Organisational Environment in Amazon." In Modern Corporations and Strategies at Work, 35–71. Singapore: Springer Nature Singapore, 2022. http://dx.doi.org/10.1007/978-981-19-4648-6_3.

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Mishra, Paritosh, Balvinder Shukla, and R. Sujatha. "Organisational Strategy and Changing Business Environment." In Human Resource Management for Organisational Change, 7–26. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003191346-1.

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Zwikael, Ofer, and John Smyrk. "The Project Environment." In Project Management for the Creation of Organisational Value, 85–133. London: Springer London, 2011. http://dx.doi.org/10.1007/978-1-84996-516-3_4.

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De Silva, Sureetha, Donna Pendergast, and Christopher Klopper. "The Changing University Work Environment." In How Organisational Change Influences Academic Work, 3–42. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003245834-2.

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Ilozor, Benedict. "Space Planning and Organisational Performance." In Design Economics for the Built Environment, 191–200. Chichester, UK: John Wiley & Sons, Ltd, 2015. http://dx.doi.org/10.1002/9781118944790.ch13.

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Nanayakkara, Kusal, and Sara Wilkinson. "Organisational Culture Theories." In A Handbook of Theories on Designing Alignment between People and the Office Environment, 132–47. London: Routledge, 2021. http://dx.doi.org/10.1201/9781003128830-12.

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Conference papers on the topic "Organisational environment"

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Colberg, Tim. "ORGANISATIONAL RESILIENCE: CREATING AMBIDEXTERITY IN STRATEGIC AND OPERATIONAL RESILIENCE." In 12th International Scientific Conference „Business and Management 2022“. Vilnius Gediminas Technical University, 2022. http://dx.doi.org/10.3846/bm.2022.770.

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In the current unstable business environment, resilience in organisations might be an enabler to withstand this uncertainty. This study aims to separate strategic and operational resilience and discuss the simultaneous ap-proachability to enhance the understanding of resilience. Therefore, this conceptual research applies a literature review of leading publications in organisational ambidexterity and organisational resilience. Achieving organisational resil-ience is possible by seeing resilience, not as a standalone function, but by sensing and seizing opportunities and threats and transforming the business model into a resilient state by pursuing an ambidextrous organisation by exploiting op-erational and exploring strategic resilience. Combining organisational resilience and ambidexterity into one framework can help organisations and management prepare for and deal with uncertainty by building resilience on the strategic and operational levels.
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Zakrizevska-Belogrudova, Maija, and Sanita Leimane. "Gamification and Using It in Organisational Consulting." In 14th International Scientific Conference "Rural Environment. Education. Personality. (REEP)". Latvia University of Life Sciences and Technologies. Faculty of Engineering. Institute of Education and Home Economics, 2021. http://dx.doi.org/10.22616/reep.2021.14.054.

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Gamification has been a topical item in education, marketing, human resources management, business, and organisational consulting in the past decade. Nowadays, companies have a wider range of available organisational consultations: organisational supervision is developing, coaching is popular, and there is a wide offer of business training sessions. This study aims to research gamification in organisational consulting, analyse the differences in the opinions regarding the use and availability of gamification in the professional activities of coaches, supervisors and business trainers. The survey developed by the authors of the study consisted of four sets of items (Information about Gamification, Application and Availability of Gamification, Believing Gamification Methods, Team/Group Responsiveness to Gamification) and two additional statements for the purpose of confirming the responses given by the respondents regarding their beliefs in gamification as an effective method and their readiness to use it. The associations related to the game and gamification were also researched. The questionnaire about gamification in the professional activities of supervisors, coaches and business trainers was sent electronically to professionals practising in Latvia. Questionnaires from 85 respondents were received and processed. The results demonstrated no statistically significant differences in the opinions of coaches, supervisors and business trainers regarding the use of gamification in organisational consulting. It was found out that the concept of gamification has not been sufficiently explained and there is still no common understanding regarding it in Latvia. More than half or 55 % of the 85 respondents in the survey do not know where to acquire gamification. At the same time, 91 % of the respondents in the survey specify that they are willing to acquire the methods of gamification. The authors of the study believe that it is important to proceed with the research in organisations to find out the experience of the organisations in gamification and to develop gamification training programmes for the organisations.
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Ali, Irena, Leoni Warne, Derek Bopping, Dennis Hart, and Celina Pascoe. "Organisational Paradigms and Network Centric Organisations." In InSITE 2004: Informing Science + IT Education Conference. Informing Science Institute, 2004. http://dx.doi.org/10.28945/2842.

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Many organizations grapple with uncertainty and vagaries of economic and political climate. A number of companies attained dramatic competitive advantages in their fields by creating comprehensive, complex communication and information networks. These companies, facilitated by the increasing efficiencies and speed of information technology, remained flexible and adaptable to change by working in a network centric way. Much of the network centric (NC) related work done to date has been mainly in the technological domain. This paper focuses on the human and organizational factors that need to be considered to make the most of the future network centric warfare (NCW) and enable future warfighters to deal with war, peace, terrorism and overall uncertainty. Particular focus is placed on the issues that individuals and groups face in the NC environment. Such issues include: organizational culture, cognitive demands, and knowledge mobilization and learning.
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Covacio, Silvia. "Misinformation: Understanding the Evolution of Deception." In 2003 Informing Science + IT Education Conference. Informing Science Institute, 2003. http://dx.doi.org/10.28945/2656.

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The ensuing discussion of the evolutionary principles surrounding misinformation describes how misinformation creates similar mindsets and behaviour patterns. The evolutionary process of misinformation is often a battle of opposing entities or forces - the rhythm of domination and subservience, altruism and egoism. For misinformation to succeed it requires all interrelated actors to remain, inadvertently or voluntarily, silent and cooperative with the misinformation sender. The negativity breeds negativity, which creates an unstable organisational environment leading to the collapse of the system supported on a misinformation foundation. Many organisations are based on this rhythm, and Michel Foucault affirms that organisations are repressive systems that require misinformation to control and dominate through knowledge management. The dominating organisational forces often include the use of unethical practices utilizing misinformation to dominate individuals, committees, other organisations, and the market. The hope of survival lies in the rise of Comte’s altruistic and ethical behaviour patterns beginning on an individual level, spreading within the unethical organisation to related organisations, and governments.
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Erić Nielsen, Jelena, Jelena Nikolić, Marko Slavković, and Dejana Zlatanović. "How to Make Health Organisations More Agile During the Pandemic? Challenges of Managing Entrepreneurial Behaviour." In Challenges in Economics and Business in the Post-COVID Times. University of Maribor Press, 2022. http://dx.doi.org/10.18690/um.epf.5.2022.37.

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The COVID-19 pandemic has put health systems around the world under the ultimate pressure, unseen in the modern age. The main purpose of this research is to investigate how to make health organisations more adaptable in the pandemic circumstances, more precisely how the internal organisational climate affects entrepreneurial initiative on a daily basis. Entrepreneurial initiative thrives in an organisation with an organisational culture based on values promoted by entrepreneurial management, highlighting the possibility of individual initiative, through appropriate compensation mechanisms, given the organisational context and time constraints. During the pandemic year 2020, we conducted a pilot study as part of more comprehensive research, in which data were collected from primary care health centers in Serbia. The Corporate Entrepreneurship Climate Instrument (CECI) was used in order to estimate and evaluate the internal environment and overall propensity toward entrepreneurship. The instrument encompasses five relevant determinants that influence employees’ entrepreneurial activities: management support, work discretion, time availability, rewards/reinforcement, and organisational boundaries. The value of the research is reflected in the creation of empirically and theoretically substantiated evidence about the relevance of these factors for creating a favourable internal organization climate, thus allowing a more flexible and creative health service.
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Ahn, M., and H. Jeong. "1ISG-018 Organisational commitment of hospital pharmacists, relating to the supportive organisational environment." In 24th EAHP Congress, 27th–29th March 2019, Barcelona, Spain. British Medical Journal Publishing Group, 2019. http://dx.doi.org/10.1136/ejhpharm-2019-eahpconf.18.

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Raab, V., R. Ibald, W. Reochstein, D. Haarer, B. Petersen, and J. Kreyenschmidt. "Novel solutions supporting inter-organisational quality and information management." In FOOD AND ENVIRONMENT 2011. Southampton, UK: WIT Press, 2011. http://dx.doi.org/10.2495/fenv110181.

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Heyerdahl, R., R. Schumacher, I. Dæhli, and A. Hide. "Managing Risks During Organisational Changes." In SPE International Conference on Health, Safety and Environment in Oil and Gas Exploration and Production. Society of Petroleum Engineers, 2002. http://dx.doi.org/10.2118/73846-ms.

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Schack, Clara Mohl, and Igor van den Essen. "Building Organisational Resilience: A Fit-for-Purpose Approach." In SPE International Conference on Health, Safety, and Environment. Society of Petroleum Engineers, 2014. http://dx.doi.org/10.2118/168318-ms.

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Hudson, Patrick, Gerard van der Graaf, and Robin Bryden. "Integrating Organisational Safety and Human Factors." In SPE International Conference on Health, Safety, and Environment in Oil and Gas Exploration and Production. Society of Petroleum Engineers, 2004. http://dx.doi.org/10.2118/86595-ms.

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Reports on the topic "Organisational environment"

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Cuesta-Valiño, Pedro. Happiness Management. A Social Well-being multiplier. Social Marketing and Organizational Communication. Edited by Rafael Ravina-Ripoll. Editorial Universidad de Sevilla, 2022. http://dx.doi.org/10.12795/2022.happiness-management.

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On behalf of the Happiness University Network, we are pleased to present here an extract of the information concerning the universities working to generate the diffusion of this network. Specifically, with the support of the University of Salamanca and the Pontifical University of Salamanca the aim is to create a friendly and working environment for the dissemination and discussion of the latest scientific and practical developments in the fields of happiness economics, corporate wellbeing, happiness management and organisational communication. It also offers an opportunity for productive encounters, the promotion of collaborative projects and the encouragement of international networking. Below you will find papers related to: Economics of happiness, happiness management, organisational communication, welfare state economics, consumer happiness, leadership, social marketing, happiness management and SDGs, happiness management in human resource strategies, learning and competencies in happiness management, learning and competencies in social well-being, measurement and indicators of happiness and well-being and history of welfare economics.
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Breitbarth, Marco, Anja Hentschel, and Simon Kaser. Kunststoffeinträge von Kunstrasenplätzen in Entwässerungssystem - Aufkommen, Rahmenbedingungen und Möglichkeiten der Eintragsminderung. Sonderforschungsgruppe Institutionenanalyse, 2022. http://dx.doi.org/10.46850/sofia.9783941627994.

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Plastics as an environmental problem have been in the focus of science, politics and the public for a long time. Various sources and pathways have already been identified and a wide range of measures have been developed to reduce and, if possible, avoid inputs into the environment. Artificial grass pitches represent a special source of plastic inputs into the environment. Artificial grass with different infill materials has been widely used for some time now on surfaces for a wide range of sports, both amateur and professional. It is characterised by various advantages over natural grass. However, the use of artificial grass on sports surfaces also has its downsides, especially for the environment. On the one hand, the synthetic grass fibres themselves, which become detached through wear, are problematic. On the other hand, synthetic granulate is used as infill material on these pitches to reduce the risk of injury to players, to support the blades of artificial grass and to improve the playing characteristics of the field. However, this granulate can enter the environment in various ways - indirectly via drainage systems or directly. The following comments reflect research results from the InRePlast project. In the following chapter 2, the results of our own investigations on the topic are presented. In Chapter 3, these are compared to other publications and evaluated with regard to their significance. Chapter 4 is devoted to technical and organisational measures to reduce discharges as well as legal approaches to regulation. Finally, Chapter 5 draws a conclusion. Among other things, the study concludes that artificial grass pitches are less relevant as a specific source of plastic inputs than previously discussed. It should also be noted that the input into drainage systems via the collection of dirty water has a significantly higher relevance than the input via the collection of precipitation at the edge of the pitch and that measures should therefore focus on the carry-over on players' clothing and shoes.
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Kelly, Charles. Mainstreaming environment into humanitarian interventions – A synopsis of key organisations, literature and experience. Evidence on Demand, August 2013. http://dx.doi.org/10.12774/eod_hd053.jul2013.kelly.

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Gordon, Eleanor, and Briony Jones. Building Success in Development and Peacebuilding by Caring for Carers: A Guide to Research, Policy and Practice to Ensure Effective, Inclusive and Responsive Interventions. University of Warwick Press, April 2021. http://dx.doi.org/10.31273/978-1-911675-00-6.

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The experiences and marginalisation of international organisation employees with caring responsibilities has a direct negative impact on the type of security and justice being built in conflict-affected environments. This is in large part because international organisations fail to respond to the needs of those with caring responsibilities, which leads to their early departure from the field, and negatively affects their work while in post. In this toolkit we describe this problem, the exacerbating factors, and challenges to overcoming it. We offer a theory of change demonstrating how caring for carers can both improve the working conditions of employees of international organisations as well as the effectiveness, inclusivity and responsiveness of peace and justice interventions. This is important because it raises awareness among employers in the sector of the severity of the problem and its consequences. We also offer a guide for employers for how to take the caring responsibilities of their employees into account when developing human resource policies and practices, designing working conditions and planning interventions. Finally, we underscore the importance of conducting research on the gendered impacts of the marginalisation of employees with caring responsibilities, not least because of the breadth and depth of resultant individual, organisational and sectoral harms. In this regard, we also draw attention to the way in which gender stereotypes and gender biases not only inform and undermine peacebuilding efforts, but also permeate research in this field. Our toolkit is aimed at international organisation employees, employers and human resources personnel, as well as students and scholars of peacebuilding and international development. We see these communities of knowledge and action as overlapping, with insights to be brought to bear as well as challenges to be overcome in this area. The content of the toolkit is equally relevant across these knowledge communities as well as between different specialisms and disciplines. Peacebuilding and development draw in experts from economics, politics, anthropology, sociology and law, to name but a few. The authors of this toolkit have come together from gender studies, political science, and development studies to develop a theory of change informed by interdisciplinary insights. We hope, therefore, that this toolkit will be useful to an inclusive and interdisciplinary set of knowledge communities. Our core argument - that caring for carers benefits the individual, the sectors, and the intended beneficiaries of interventions - is relevant for students, researchers, policy makers and practitioners alike.
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Fang, Mei Lan, Lupin Battersby, Marianne Cranwell, Heather Cassie, Moya Fox, Philippa Sterlini, Jenna Breckenridge, Alex Gardner, and Thomas Curtin. IKT for Research Stage 8: Dissemination. University of Dundee, December 2022. http://dx.doi.org/10.20933/100001255.

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In 2020, the University of Dundee initiated the development of an Open Research strategy. As part of this initiative, in February 2021 the University’s Library and Learning Centre together with Open Research Champions from the Schools of Health Sciences and Dentistry, formed an Open Research Working group. To build on the University’s open research policy and infrastructure, the purpose of the group was to facilitate ongoing research and development of best practice approaches for our interdisciplinary environment to make outputs, data and other products of our research publicly available, building on University of Dundee’s Open Research policy and infrastructure. Through informal consultations with academic staff and students, the Open Research Working Group found that: → access and reach of research findings can be amplified through effective knowledge mobilisation, and stakeholder and patient and public involvement; and → there was a need for guidance and resources on how-to implement knowledge mobilisation activities with and for stakeholders throughout the entire research process – from proposal development to project completion. In June 2021, the Open Research working group, in partnership with Simon Fraser University’s Knowledge Mobilization Hub began the development of an Integrated Knowledge Translation (IKT) Toolkit, with funding support from the University of Dundee’s Doctoral Academy and Organisational Professional Development. IKT is an approach to knowledge translation that emphasises working in an engaged and collaborative partnership with stakeholders throughout the research cycle in order to have positive impact. The aim was to co-produce evidence-informed, best practice learning materials on how-to: → maintain ongoing relationships between researchers, community stakeholders and decision-makers in research development and implementation; and → facilitate an integrated, participatory way of knowledge production whereby researchers, practitioners and other knowledge users can collaborate to co-generate new and accessible knowledge that can be utilised in contexts ranging from supporting community development to policy guidance for practice. The IKT Toolkit was informed by a focused evidence review and synthesis of published peer-reviewed and grey literature and consists of 8 knowledge briefs and a slide deck co-produced for use in any discipline or sector. Each knowledge brief provides practical guidance and resources to support an IKT process in each of eight key research stages: (i) Partnership Building; (ii) Generating Priorities and Ideas; (iii) Proposal development; (iv) Study Design; (v) Data Collection; (vi) Data Analysis; (vii) Reporting and (viii) Dissemination. The current knowledge brief provides IKT guidance on Research Stage 8: Dissemination.
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Fang, Mei Lan, Lupin Battersby, Marianne Cranwell, Heather Cassie, Moya Fox, Philippa Sterlini, Jenna Breckenridge, Alex Gardner, and Thomas Curtin. IKT for Research Stage 1: Partnership Building. University of Dundee, December 2022. http://dx.doi.org/10.20933/100001248.

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In 2020, the University of Dundee initiated the development of an Open Research strategy. As part of this initiative, in February 2021 the University’s Library and Learning Centre together with Open Research Champions from the Schools of Health Sciences and Dentistry, formed an Open Research Working group. To build on the University’s Open Research policy and infrastructure, the purpose of the group was to facilitate ongoing research and development of best practice approaches for our interdisciplinary environment to make outputs, data and other products of our research publicly available. Through informal consultations with academic staff and students, the Open Research Working Group found that: → access and reach of research findings can be amplified through effective knowledge mobilisation, and stakeholder and patient and public involvement; and → there was a need for guidance and resources on how-to implement knowledge mobilisation activities with and for stakeholders throughout the entire research process – from proposal development to project completion. In June 2021, the Open Research working group, in partnership with Simon Fraser University’s Knowledge Mobilization Hub began the development of an Integrated Knowledge Translation (IKT) Toolkit, with funding support from the University of Dundee’s Doctoral Academy and Organisational Professional Development. IKT is an approach to knowledge translation that emphasises working in an engaged and collaborative partnership with stakeholders throughout the research cycle in order to have positive impact. The aim was to co-produce evidence-informed, best practice learning materials on how-to: → maintain ongoing relationships between researchers, community stakeholders and decisionmakers in research development and implementation; and → facilitate an integrated, participatory way of knowledge production whereby researchers, practitioners and other knowledge users can collaborate to co-generate new and accessible knowledge that can be utilised in contexts ranging from supporting community development to policy guidance for practice. The IKT Toolkit was informed by a focused evidence review and synthesis of published peer-reviewed and grey literature and consists of eight knowledge briefs and a slide deck co-produced for use in any discipline or sector. Each knowledge brief provides practical guidance and resources to support an IKT process in each of eight key research stages: (i) Partnership Building; (ii) Generating Priorities and Ideas; (iii) Proposal development; (iv) Study Design; (v) Data Collection; (vi) Data Analysis; (vii) Reporting and (viii) Dissemination. The current knowledge brief provides IKT guidance on Research Stage 1: Partnership Building.
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Fang, Mei Lan, Lupin Battersby, Marianne Cranwell, Heather Cassie, Moya Fox, Philippa Sterlini, Jenna Breckenridge, Alex Gardner, and Thomas Curtin. IKT for Research Stage 3: Proposal Development. University of Dundee, December 2022. http://dx.doi.org/10.20933/100001250.

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In 2020, the University of Dundee initiated the development of an Open Research strategy. As part of this initiative, in February 2021 the University’s Library and Learning Centre together with Open Research Champions from the Schools of Health Sciences and Dentistry, formed an Open Research Working group. To build on the University’s open research policy and infrastructure, the purpose of the group was to facilitate ongoing research and development of best practice approaches for our interdisciplinary environment to make outputs, data and other products of our research publicly available, building on University of Dundee’s Open Research policy and infrastructure. Through informal consultations with academic staff and students, the Open Research Working Group found that: → access and reach of research findings can be amplified through effective knowledge mobilisation, and stakeholder and patient and public involvement; and → there was a need for guidance and resources on how-to implement knowledge mobilisation activities with and for stakeholders throughout the entire research process – from proposal development to project completion. In June 2021, the Open Research working group, in partnership with Simon Fraser University’s Knowledge Mobilization Hub began the development of an Integrated Knowledge Translation (IKT) Toolkit, with funding support from the University of Dundee’s Doctoral Academy and Organisational Professional Development. IKT is an approach to knowledge translation that emphasises working in an engaged and collaborative partnership with stakeholders throughout the research cycle in order to have positive impact. The aim was to co-produce evidence-informed, best practice learning materials on how-to: → maintain ongoing relationships between researchers, community stakeholders and decision-makers in research development and implementation; and → facilitate an integrated, participatory way of knowledge production whereby researchers, practitioners and other knowledge users can collaborate to co-generate new and accessible knowledge that can be utilised in contexts ranging from supporting community development to policy guidance for practice. The IKT Toolkit was informed by a focused evidence review and synthesis of published peerreviewed and grey literature and consists of 8 knowledge briefs and a slide deck co-produced for use in any discipline or sector. Each knowledge brief provides practical guidance and resources to support an IKT process in each of eight key research stages: (i) Partnership Building; (ii) Generating Priorities and Ideas; (iii) Proposal development; (iv) Study Design; (v) Data Collection; (vi) Data Analysis; (vii) Reporting and (viii) Dissemination. The current knowledge brief provides IKT guidance on Research Stage 3: Proposal Development.
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Fang, Mei Lan, Lupin Battersby, Marianne Cranwell, Heather Cassie, Moya Fox, Philippa Sterlini, Jenna Breckenridge, Alex Gardner, and Thomas Curtin. IKT for Research Stage 5: Data Collection. University of Dundee, December 2022. http://dx.doi.org/10.20933/100001252.

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In 2020, the University of Dundee initiated the development of an Open Research strategy. As part of this initiative, in February 2021 the University’s Library and Learning Centre together with Open Research Champions from the Schools of Health Sciences and Dentistry, formed an Open Research Working group. To build on the University’s open research policy and infrastructure, the purpose of the group was to facilitate ongoing research and development of best practice approaches for our interdisciplinary environment to make outputs, data and other products of our research publicly available, building on University of Dundee’s Open Research policy and infrastructure. Through informal consultations with academic staff and students, the Open Research Working Group found that: → access and reach of research findings can be amplified through effective knowledge mobilisation, and stakeholder and patient and public involvement; and → there was a need for guidance and resources on how-to implement knowledge mobilisation activities with and for stakeholders throughout the entire research process – from proposal development to project completion. In June 2021, the Open Research working group, in partnership with Simon Fraser University’s Knowledge Mobilization Hub began the development of an Integrated Knowledge Translation (IKT) Toolkit, with funding support from the University of Dundee’s Doctoral Academy and Organisational Professional Development. IKT is an approach to knowledge translation that emphasises working in an engaged and collaborative partnership with stakeholders throughout the research cycle in order to have positive impact. The aim was to co-produce evidence-informed, best practice learning materials on how-to: → maintain ongoing relationships between researchers, community stakeholders and decision-makers in research development and implementation; and → facilitate an integrated, participatory way of knowledge production whereby researchers, practitioners and other knowledge users can collaborate to co-generate new and accessible knowledge that can be utilised in contexts ranging from supporting community development to policy guidance for practice. The IKT Toolkit was informed by a focused evidence review and synthesis of published peerreviewed and grey literature and consists of 8 knowledge briefs and a slide deck co-produced for use in any discipline or sector. Each knowledge brief provides practical guidance and resources to support an IKT process in each of eight key research stages: (i) Partnership Building; (ii) Generating Priorities and Ideas; (iii) Proposal development; (iv) Study Design; (v) Data Collection; (vi) Data Analysis; (vii) Reporting and (viii) Dissemination. The current knowledge brief provides IKT guidance on Research Stage 5: Data Collection.
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Fang, Mei Lan, Lupin Battersby, Marianne Cranwell, Heather Cassie, Moya Fox, Philippa Sterlini, Jenna Breckenridge, Alex Gardner, and Thomas Curtin. IKT for Research Stage 2: Generating Priorities and Ideas. University of Dundee, December 2022. http://dx.doi.org/10.20933/100001249.

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In 2020, the University of Dundee initiated the development of an Open Research strategy. As part of this initiative, in February 2021 the University’s Library and Learning Centre together with Open Research Champions from the Schools of Health Sciences and Dentistry, formed an Open Research Working group. To build on the University’s Open Research policy and infrastructure, the purpose of the group was to facilitate ongoing research and development of best practice approaches for our interdisciplinary environment to make outputs, data and other products of our research publicly available. Through informal consultations with academic staff and students, the Open Research Working Group found that: → access and reach of research findings can be amplified through effective knowledge mobilisation, and stakeholder and patient and public involvement; and → there was a need for guidance and resources on how-to implement knowledge mobilisation activities with and for stakeholders throughout the entire research process – from proposal development to project completion. In June 2021, the Open Research working group, in partnership with Simon Fraser University’s Knowledge Mobilization Hub began the development of an Integrated Knowledge Translation (IKT) Toolkit, with funding support from the University of Dundee’s Doctoral Academy and Organisational Professional Development. IKT is an approach to knowledge translation that emphasises working in an engaged and collaborative partnership with stakeholders throughout the research cycle in order to have positive impact. The aim was to co-produce evidence-informed, best practice learning materials on how-to: → maintain ongoing relationships between researchers, community stakeholders and decisionmakers in research development and implementation; and → facilitate an integrated, participatory way of knowledge production whereby researchers, practitioners and other knowledge users can collaborate to co-generate new and accessible knowledge that can be utilised in contexts ranging from supporting community development to policy guidance for practice. The IKT Toolkit was informed by a focused evidence review and synthesis of published peer-reviewed and grey literature and consists of eight knowledge briefs and a slide deck co-produced for use in any discipline or sector. Each knowledge brief provides practical guidance and resources to support an IKT process in each of eight key research stages: (i) Partnership Building; (ii) Generating Priorities and Ideas; (iii) Proposal development; (iv) Study Design; (v) Data Collection; (vi) Data Analysis; (vii) Reporting and (viii) Dissemination. The current knowledge brief provides IKT guidance on Research Stage 2: Generating Priorities and Ideas.
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Fang, Mei Lan, Lupin Battersby, Marianne Cranwell, Heather Cassie, Moya Fox, Philippa Sterlini, Jenna Breckenridge, Alex Gardner, and Thomas Curtin. IKT for Research Stage 6: Data Analysis. University of Dundee, December 2022. http://dx.doi.org/10.20933/100001253.

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In 2020, the University of Dundee initiated the development of an Open Research strategy. As part of this initiative, in February 2021 the University’s Library and Learning Centre together with Open Research Champions from the Schools of Health Sciences and Dentistry, formed an Open Research Working group. To build on the University’s open research policy and infrastructure, the purpose of the group was to facilitate ongoing research and development of best practice approaches for our interdisciplinary environment to make outputs, data and other products of our research publicly available, building on University of Dundee’s Open Research policy and infrastructure. Through informal consultations with academic staff and students, the Open Research Working Group found that: → access and reach of research findings can be amplified through effective knowledge mobilisation, and stakeholder and patient and public involvement; and → there was a need for guidance and resources on how-to implement knowledge mobilisation activities with and for stakeholders throughout the entire research process – from proposal development to project completion. In June 2021, the Open Research working group, in partnership with Simon Fraser University’s Knowledge Mobilization Hub began the development of an Integrated Knowledge Translation (IKT) Toolkit, with funding support from the University of Dundee’s Doctoral Academy and Organisational Professional Development. IKT is an approach to knowledge translation that emphasises working in an engaged and collaborative partnership with stakeholders throughout the research cycle in order to have positive impact. The aim was to co-produce evidence-informed, best practice learning materials on how-to: → maintain ongoing relationships between researchers, community stakeholders and decision-makers in research development and implementation; and → facilitate an integrated, participatory way of knowledge production whereby researchers, practitioners and other knowledge users can collaborate to co-generate new and accessible knowledge that can be utilised in contexts ranging from supporting community development to policy guidance for practice. The IKT Toolkit was informed by a focused evidence review and synthesis of published peer-reviewed and grey literature and consists of 8 knowledge briefs and a slide deck co-produced for use in any discipline or sector. Each knowledge brief provides practical guidance and resources to support an IKT process in each of eight key research stages: (i) Partnership Building; (ii) Generating Priorities and Ideas; (iii) Proposal development; (iv) Study Design; (v) Data Collection; (vi) Data Analysis; (vii) Reporting and (viii) Dissemination. The current knowledge brief provides IKT guidance on Research Stage 6: Data Analysis.
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