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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Tworek, Katarzyna, Katarzyna Walecka-Jankowska, and Anna Zgrzywa-Ziemak. "Towards organisational simplexity — a simple structure in a complex environment." Engineering Management in Production and Services 11, no. 4 (December 18, 2019): 43–53. http://dx.doi.org/10.2478/emj-2019-0032.
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Abstract The article contributes to the discussion on the validity and ways of simplifying modern organisations. There is an increasing focus on simplifying organisations, especially their organisational structures. However, the environment of contemporary organisations is increasingly complex, dynamic and uncertain. Therefore, the postulate of simplicity seems to question Ashby’s law stating that one kind of variety must be balanced by a different kind of variety. To cope with the indicated discrepancy, it is assumed that the simplification of some elements of an organisation is only possible due to the excessive complexity of others. The paper aims to verify the concept of organisational simplexity developed by e Cunha and Rego, which postulates the fit between simple structural solutions, complex workforce and complex environment. However, organisational performance is a factor verifying the legitimacy of the fit. The literature study explored the contradiction inherent in the postulate on the simplification of modern organisations. The contingency theory provided a major framework for the study. The research hypothesis was developed and empirically verified. The empirical study targeted 1142 organisations operating in Poland and Switzerland, different by their industry, size and the form of ownership. To verify the hypothesis, a statistical analysis was carried out, and the multiple correspondence analysis (MCA) method was used. The main result of the critical literature analysis is the finding that theoretical indications for simplifying modern organisations are fragmented, mainly focused on simplifying selected elements of an organisation, not considering the contradiction inherent in the postulate of simplicity related to environmental features and not verified empirically. The notion of the simplexity has been adopted, and it treats the simplicity and complexity as interrelated issues conditioned by situational factors. According to the empirical research results, the fit has been revealed between the degree of structure simplicity, the workforce complexity and the environment features.
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Dogus, Yurdagul. "A qualitative research on organizational peace in schools." Cypriot Journal of Educational Sciences 14, no. 4 (December 31, 2019): 661–75. http://dx.doi.org/10.18844/cjes.v11i4.4486.
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The concept of organisational peace is a dynamic situation that can develop through open communication, whose main elements are justice, trust and goodwill, and affect the peace and happiness of individuals. Organisational peace consists of two dimensions such as ‘internal organisational peace’ and ‘external organisational peace’. ‘Internal organisational peace’, which is formed by relations and conditions within the organisation itself, is influenced by four factors such as individual, organisational, managerial and job characteristics. The ‘external organisational peace’, which is formed by the organisation's relations with others, stems from the direct–indirect, optional or obligatory interactions of the organisation. External organisational peace is influenced by five factors such as hierarchical relations, close environment, other organisations, society and global relations. This research is the first study that provides a conceptual framework for the concept of organisational peace and examines the concept of organisational peace empirically. The aim of this study is to determine the views of teachers in the ‘internal organisational peace’ dimension in schools. The research was carried out in the phenomenological design of qualitative research methods. The study group consisted of 10 teachers selected by the criterion sampling method. Teachers explain the concept of organisational peace with happiness, common goals, cooperation, justice, comfort, democratic values, harmony, respect and healthy communication. Factors that promote ‘internal organisational peace’ are positive personality, job satisfaction, fair practices, effective organisational communication, competencies of managers and good physical conditions of the job. Factors that prevent ‘internal organisational peace’ are negative personality, violent behaviour, unfair management, closed communication and bad physical conditions of the job.
Keywords: Organisational peace, school, Turkey.
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Ofori, Abel Obeng Amanfo. "Effects of External Factors on Organisational Cash Flow: Evidence From Ghana." International Journal of Accounting and Financial Reporting 10, no. 1 (January 6, 2020): 1. http://dx.doi.org/10.5296/ijafr.v10i1.16191.
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Effective cash flow management is essential in achieving the goals of every organisation. Businesses will fail to survive without efficient cash flow management. Existing literature reveals that key performance indicators of every organisation is influenced by forces in its external environment. The main objective of this study was thus to examine the effect of external factors within an organisation’s environment on the organisation’s cash flow.Random effect model was used to examine the relationship between key external factors organisational cash flow. The paper established that external factors had a significant impact on organisational cash flow. The paper further established that some external factors had some level of significant impact on cash flow. Taken as set, key external factors examined had little influence on variance in organisational cash flow position. Unemployment rate and Gross Domestic Product (GDP) growth rate were found not to have significant influence on organisational cash flow, while consumer price index was found to have a significant positive relationship with organisational cash flow.The paper recommends professionals and scholars in corporate finance management to analyse the effect of external factors on organizational cash flow when developing cash flow strategies.
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Zahari, Afzal Izzaz, Norhayati Mohamed, Jamaliah Said, and Fauziah Yusof. "Assessing the mediating effect of leadership capabilities on the relationship between organisational resilience and organisational performance." International Journal of Social Economics 49, no. 2 (November 15, 2021): 280–95. http://dx.doi.org/10.1108/ijse-06-2021-0358.
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PurposeThe COVID-19 pandemic had brought drastic economic, social and technological changes in society. The drastic changes and uncertainty in the environment had forced various industries to evolve effectively to cope with the unexpected change and subsequently bounce back to regain business success. For instance, private higher learning institutions face steep challenges due to the shortfall of organisational capabilities. The study aims to examine the role of leadership capabilities and organisational resilience in regaining organisational success among higher private learning institutions in Malaysia.Design/methodology/approachAccording to the dynamic capabilities theory, organisational resilience and leadership capabilities are among the highest order of indicators for organisational success. Subsequently, this study examines the mediating role of leadership capabilities on the relationship between organisational resilience on organisational performance. The dynamic capabilities-based framework was tested using the structural equation modelling technique with the use of partial least squares approach. Data were analysed using 120 responses.FindingsBased on the 120-questionnaire survey received, this study found that organisational resilience and leadership capabilities contribute significantly to the performance of private higher learning institutions. In addition, this study found strong support for the mediating role of leadership capabilities to promote performance. The findings have both theoretical and practical implications for post-disaster organisation resilience development.Research limitations/implicationsThe work focuses on values that would have an impact towards organisational performance, which is an important factor of survival in an unpredictable environment. The findings are limited by the indicated constraints used in this study.Practical implicationsOrganisational survival techniques would provide managers, owners and leaders effective techniques that can be implemented to extend and improve the organisation's life cycle. The focus on organisational resilience and leadership factors would greatly improve the overall sustainability and performance of the organisation.Originality/valueThe study contributed by showing the importance, use and interaction needed from organisational resilience and leadership capabilities for them to survive when there is a sudden change in the environment. The timing and uniqueness of the data during the pandemic illustrates how organisations can survive with high levels of weightage towards resilience and leadership. This research is different from other studies as it had examined the impact of values and resilience and leadership in organisations.
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Alghadeer, Abdulaziz, and Sherif Mohamed. "Diffusion of Organisational Innovation in Saudi Arabia: The Case of the Project Management Office (PMO)." International Journal of Innovation and Technology Management 13, no. 04 (July 25, 2016): 1650019. http://dx.doi.org/10.1142/s021987701650019x.
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Recent innovation diffusion in organisations literature suggests that innovation diffusion dimensions and characteristics are not independent of each other, rather organisational internal environment interacts with both an organisational external environment and an innovation’s characteristics. The purpose of this paper is to examine the validity of the framework consisting of organisational innovation dimensions and characteristics within Saudi Arabian organisations. We test this model with survey data from a large-scale survey of 223 Saudi public and private project-based organisations, these organisations had either adopted, or intended to adopt, the project management office (PMO). To obtain a broad representation of respondents, and to minimise bias, the survey did not target any specific industry. Statistical analysis, specifically exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) were conducted to ascertain the factors underlying each construct. Structural equations modelling (SEM) was sequentially utilised to determine the factor structure of the model and to assess the relationships between model constructs. This paper took an initiative step towards a conceptual framework for organisational innovation diffusion, represented by the PMO. Its results revealed that perceived organisational innovation climate functions as a gateway to the organisational innovation diffusion. It was also found that technology mediate the relationships between socio-culture and organisation climate for innovation. More importantly, PMO complexity was not related to the intention to implement the PMO. The quantitative study showed that the framework is a useful tool for studying the diffusion of organisation innovation. The model can potentially form the foundations of a framework for organisations seeking to enhance the organisational innovation diffusion that could in turn strengthen their business performance.
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Haider, Abrar, and Sureerat Sae Tang. "Maximising Value Through IT and Business Alignment." International Journal of Technology Diffusion 7, no. 3 (July 2016): 33–58. http://dx.doi.org/10.4018/ijtd.2016070104.
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Contemporary business organisations need to be responsive to internal as well as external changes. Organisational intuitiveness, being fundamental to this responsiveness, requires that these organisations develop and manage their information processing and management infrastructure to enable an integrated and informed environment. Organisations generally have a deterministic approach to technological infrastructure development and do not give requisite attention to soft factors that shape its use. Information technologies, however, are strategic resources that require supportive human action through appropriate set of roles, responsibilities, and decision rights to works effectively, evolve in use, and enable value on continuous basis. This paper presents a case of an information technologies governance in a financial services organisation. It highlights that governance practices need to be institutionalised in the organisation, such that they become an integral part of the organisational, social, and technical environment of the business.
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Waititu, Paul, and Rachel Barker. "Organisational factors as determinants for online knowledge-sharing behaviour." Communicare Journal for Communication Sciences in Southern Africa 41, no. 1 (August 5, 2022): 77–89. http://dx.doi.org/10.36615/jcsa.v41i1.1397.
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Online knowledge-sharing (OKS) behaviour has become a critical and inevitable component in recognising knowledge as a valuable resource to enhance an organisation’s competitive advantage. Hence, this study aimed to investigate the organisational factors that determine OKS behaviour in an online environment within the context of savings and loans cooperative organisations (SACCOs) in Kenya. A comprehensive literature review revealed that limited studies have been conducted to investigate the role of organisational factors in OKS behaviour from a knowledge-based perspective. The study used quantitative and qualitative research to collect and analyse data in a case study by means of three data collection instruments: online self-administered questionnaires, a moderator’s guide and an interview schedule. The accessible population of the study comprised 485 employees in selected SACCOs in Nakuru city. A sample of 245 was selected for the survey and another sample of 72 employees who participated in the survey (eight from each SACCO) was selected to take part in the focus group discussions. In addition, eight senior managers took part in the in-depth interviews. An environment conducive to working and a friendly organisational culture were identified by employees as the key determinates of their OKS behaviour in the organisation. Hence, it is argued that it is critical for SACCOs to develop strategies capable of modifying the working environment and organisational culture to enhance employees’ OKS behaviour through online internal communication (OIC) tools.
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Metcalfe, Mike. "Knowledge sharing, complex environments and small-worlds." Human Systems Management 24, no. 3 (August 3, 2005): 185–95. http://dx.doi.org/10.3233/hsm-2005-24301.
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This paper is about knowledge sharing vision appropriate for a complex environment. In these environments, traditional views of knowledge sharing as informing a hierarchical, centralised leadership may be misleading. A complex environment is defined as one that emerges unpredictable changes that require organisations to reconnect, to reorganise. Organisations need to be able to rapidly reconnect relationships so as to reflect new priorities, and to do so without causing change “bottlenecks”. The empirical biologists have observed that some social species have evolved structures that enable them to do this automatically what ever the environmental change. These organisational forms have survived for millions of years without central planning; rather they use local knowledge is reconnect as required overall providing an appropriate strategic response. These organisational forms seem to result from the small-worlds phenomenon and it is self organising. Specifically, this paper will argue that this small-worlds, self organisation, phenomena is a useful vision for designing a knowledge sharing vision appropriate for a complex environment. The supportive evidence is provided in the form of identifying the empirical attributes of self organisation and small worlds to provide an explanation of how and why it works. The system thinking, biology (insect) and the social-network literature are used.
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Oyewobi, Luqman Oyekunle, Abimbola Windapo, James Olabode Bamidele Rotimi, and Richard Jimoh. "Analysis of the South African construction industry business environment." Journal of Facilities Management 18, no. 4 (September 4, 2020): 393–416. http://dx.doi.org/10.1108/jfm-05-2020-0033.
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Purpose The study aims to identify and examine the construction organisational environments and its dimensions that have an impact on the performance of contracting companies in South Africa. Design/methodology/approach The study reports the result of quantitative research that obtained data from 72 construction organisations registered with the South African construction industry development board via a questionnaire survey. Descriptive statistics, non-parametric and exploratory principal component analysis were used to summarise forms of correlations among observed variables and to reduce a large number of observed variables to a smaller number of factors that provide an operational definition for the underlying dimension. Findings This study identified six exogenous and three endogenous environmental factors that have a varying degree of impact on construction organisation performance. Four dimensions of the environment were also examined, and environmental complexity has the highest variance explained which implies that the complexity of the construction business environment significantly influences the performance of construction firms. Research limitations/implications This paper studies the environment of the South African construction industry using cross-sectional data in exploratory research. A confirmatory study should be conducted using a longitudinal panel design with a larger sample in similar future research. Practical implications The study offers practical implications to construction organisation owners operating in the South African construction industry to understand the need to acquire market and environmental data and process them in a way that will reduce its uncertainty when making strategic decisions. Originality/value This study contributes to the current discourse on organisations’ business environments to better understand their influences on organisational performance.
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Brown, C. J. "A comprehensive organisational model for the effective management of project management." South African Journal of Business Management 39, no. 3 (September 30, 2008): 1–10. http://dx.doi.org/10.4102/sajbm.v39i3.561.
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This paper is not primarily aimed at project leaders, but at the decision-makers on project management in organisations. The purpose is to expose the not-so-obvious organisational complications which confront project managers in the management of projects. The point of departure is to establish a comprehensive approach to creating an organisational environment conducive to project management excellence in an organisation.In the arenas of business and management, the principles of project management is relatively simple and much of it actually common sense. However, it is the experience of many project leaders that the mere application of appropriate project management processes and techniques, by no means guarantee that the management of projects will be effective on a continuous basis. On investigation of that premise, this paper reports on research that identified organisational variables that can affect the organisational strategy, structure, culture, systems, behavioural patterns and processes of an organisation, which comprehensively determine the internal environment pre requisites for project management to be exercised successfully.The rationale of the paper is to re-emphasise, but also to investigate progress on the stern warning by Nicholas (1990:481) nearly two decades ago that organisations should not jump into project management precipitously, but with a well-developed and organisation-fitted strategy and game plan.
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Kumar Singh, A. "Impact of the HRM practices and organisation culture on managerial effectiveness in public sector organisations in India." Agricultural Economics (Zemědělská ekonomika) 56, No. 8 (August 20, 2010): 379–86. http://dx.doi.org/10.17221/64/2010-agricecon.
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This study is in the light of the liberal global Indian economy that has led to a competitive environment. In a changing scenario of the global business environment with a highly competitive market economy, the HRM practices and organisation culture will provide an edge to an organisation. This study is an attempt to understand the effect of the HRM practices and organisation culture on managerial effectiveness in public sector organisations in India. This study revealed that the HRM practices and organisational culture are a strong predictors of the managerial effectiveness of the public sector organisations surveyed.
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Strugar Jelača, Maja, Nikola Milićević, Radmila Bjekić, and Viktorija Petrov. "The Effects of Environment Uncertainty and Leadership Styles on Organisational Innovativeness." Engineering Economics 31, no. 4 (October 29, 2020): 472–86. http://dx.doi.org/10.5755/j01.ee.31.4.20948.
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The paper aims to better understand the importance of a company’s external environment uncertainty level and the CEO’s leadership style for innovation. Different leadership styles were assessed in the context of a full range leadership theory, namely: transformational (Tfl), transactional (Tsl) and passive leadership (PL). Partial Least Squares-Structural Equation Model was developed, tested and validated to explain the effect of environment uncertainty and leadership style on organisational innovativeness. The hypotheses were tested using responses of managers from 159 medium and large organisations in the Republic of Serbia during 2017. The results suggest that there is a statistically significant relationship between environment uncertainty and organisational innovativeness, while transformational leadership was described as important leadership style that cannot be ignored if organisation wants to improve organisational innovativeness. Influence of transactional leadership was not statistically significant, while passive leadership style was found to have the negative influence on organisational innovativeness. Based on the results of the study, practical implication of creating a more supportive workplace for all types of innovation is emphasised. Encouraging managers to predominantly use proactive leadership, i.e. transformational style, facilitates significant innovative capacity. The effective use of leadership style and its innovativeness in South-eastern European countries is vastly unexplored. Thus, the results of the research fill the literature gap between Western leadership theory and South-eastern European context.
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Baum, Matthias, Anja Danner-Schröder, Gordon Müller-Seitz, and Tanja Rabl. "Organisational Emergence – Interdisciplinary Perspectives against the Backdrop of the Digital Transformation." management revue 31, no. 1 (2020): 31–54. http://dx.doi.org/10.5771/0935-9915-2020-1-31.
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Organisational emergence is of key interest in organisational theory. Most of the present studies, however, analyse the emergence of changes in already existing phenomena such as, for example, how strategies or organisational routines are subject to change. In contrast, previous research in organisational theory has rarely addressed organisational emergence in essence (i.e., from scratch) and might benefit from looking beyond the confines of one’s own discipline. To address this void, we draw on the case of digital emergent self-organised organisations as an exemplary form thereof. Emerging organisations in digital environments appear to be created much more spontaneously, and multiple processes occur simultaneously. So, probing into a digital environment allows us to get a fresh perspective on organisational emergence and to advance previous theorising by incorporating notions from the fields of leadership and entrepreneurship.
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MBEBA, ROLAND DARLINGTON. "Essence of a Flexible Organisational Culture to Influence Change in the 21st Century Organisation." Journal of International Cooperation and Development 1, no. 1 (November 5, 2018): 13. http://dx.doi.org/10.36941/jicd-2018-0002.
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In the current dynamic, diverse global organisational environment, organisations face the challenge of having to embrace change, so as to comply with emerging business models, technological advancement, mergers and acquisitions. It is thus imperative that organisations have in place flexible organisational cultures that are swift to adopt and embrace change that demands greater levels and lengths of innovation and creativity. This enables organisations to take significant strides in opening up to change and compete in the increasingly competitive global economy. The study adopted the desk research approach, qualitatively reviewing extensive literature, which is to yield detailed reported information, and this conviction of enquiry enables a deeper understanding of the effectiveness. The findings thus reveal that changing organisational culture is an uphill task although a flexible organisational culture is fundamental to organisations existence and capability to compete in a dynamic environment. Organisational culture change is essential in supporting organisational change. In other words a flexible organisational culture is essential in ensuring a smooth change process.
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Bell, Sandra. "Organisational resilience: a matter of organisational life and death." Continuity & Resilience Review 1, no. 1 (August 29, 2019): 5–16. http://dx.doi.org/10.1108/crr-01-2019-0002.
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Purpose Being resilient in the face of risks that have the ability to negatively impact the strategic objectives, reputation or existence of the organisation is now not just an interesting concept but a matter of organisational life and death in many industries. However, very few businesses go beyond simply implementing measures to defend their competitive advantage in the face of market changes and business continuity capabilities to be able to survive operational disruptions. The paper aims to discuss these issues. Design/methodology/approach This paper uses real-life examples to explore some of the main issues associated with organisational resilience that are observed in the business and management literature. The aim is being able to demonstrate some of the practical reasons why organisational resilience is so hard to implement and what can be done to make it easier. Findings Organisational resilience is a business outcome and, as such, requires a holistic and adaptive management approach. This is theoretically straightforward as organisations are used to working together towards business outcomes. However, in practice three main issues generally thwart resilience-building activities: different professional groups within organisations anchor their understanding of resilience based on related interpretations such as psychology, ecology, economics, engineering, etc., which leads to internal conflict; there is often a widespread belief (or hope) that static goals and objectives will work in a dynamic environment; and flawed risk perceptions hamper organisation-wide situational awareness. Practical implications Faced with these issues, it is easy to understand why resilience activities are frequently limited to the tactical things that can be put in place to protect the organisation and its assets against acute shocks. However, as the risk landscape becomes ever more complex and uncertain such a defensive approach will only increase the vulnerability of organisations. Originality/value However, there are some straightforward and practical steps that organisations can take to break down internal barriers and promote a more collegiate approach to organisational resilience. An approach that is not only more efficient in terms of the management of risk but is also more cost effective and has a positive impact on culture, brand and reputation.
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Lancaster, Sue, and Lee Di Milia. "Organisational support for employee learning." European Journal of Training and Development 38, no. 7 (July 29, 2014): 642–57. http://dx.doi.org/10.1108/ejtd-08-2013-0084.
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Purpose – This paper aims to describe the forms of organisational support that employees perceived as helpful to support their learning. This study aims to explore how organisational support is distinct from other kinds of learning support. Design/methodology/approach – This is a qualitative exploratory study utilising a cross-sectional design. Interviews were conducted in a large multi-site Australian organisation with 24 graduates from four leadership development programmes. Findings – The results from this study extend the literature relating to work environment as an important factor in supporting employee learning. We differentiate between the types of support that employees perceived the organisation provided from other types of learning support. The results suggest that for organisations to positively impact employees’ learning, they should pay attention to three key factors: provide high-quality relevant development programmes; ensure that course content is aligned with the organisations strategy and the employees work; and ensure senior management commitment throughout all aspects of the employee development process. Originality/value – This study gives voice to employees’ perceptions of how organisations can support their learning. It also provides rich data that extends the literature through a qualitative study in a field dominated by quantitative studies.
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Verster, R. "influence of organisational climate on communication in organisations." Communicare: Journal for Communication Studies in Africa 3, no. 2 (November 21, 2022): 42–49. http://dx.doi.org/10.36615/jcsa.v3i2.2152.
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The situation/environment in which a person finds himself, influences his behaviour - also his "communication" behaviour. A large part of this situation/environment in the organisational setting is accounted for by the organisational climate which is established and maintained in the particular organisation. In this paper the term organisational climate is defined and from the vast body of literature that exists on the topic, some common characteristics are emphasised. A model of organisational climate is presented, showing the components of organisational climate and their interaction and interrelatedness and how it affects communication in the organisation. The characteristics of a sound organisational climate will be stressed and reference will be made to some research in this field in the South African industry.
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Gloria, Umelue, Ogochukwu, and Akwaeze, Alex Emeka. "Task Environment and Organisational Responsiveness in Nigerian Banks." International Journal of Trend in Scientific Research and Development Volume-3, Issue-4 (June 30, 2019): 456–64. http://dx.doi.org/10.31142/ijtsrd23833.
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(Tony) Dunne, A. "Organisational learning in an Australian food industry chain." Journal on Chain and Network Science 7, no. 1 (June 1, 2007): 55–69. http://dx.doi.org/10.3920/jcns2007.x077.
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This paper reports on a longitudinal study that focused on examining the transformational change process undertaken within a major Australian food manufacturing company. Organisational learning is an essential prerequisite for any successful change process and an organisation's ability to learn is dependent on the existence of an environment within the organisation that nurtures learning and the presence of key enablers that facilitate the learning process. An organisation's capacity to learn can be enhanced through its ability to form and sustain collaborative relationships with its chain partners. The results of this study confirm that the process of organisational change is difficult to achieve, takes time, requires dedicated resources and occurs at a differential rate throughout an organisation. The results also demonstrated that the change process had a positive impact on the organisation's ability to build and sustain relationships with its main supply chain partners. The fact that the majority of these relationships remained focused on improving operational alignment and cost reduction indicated that collaborative chain relationships are difficult to establish.
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Leung, Nelson K. Y., Sim Kim Lau, and Nicole Tsang. "An Ontology-Based Collaborative Inter-Organisational Knowledge Management Network (CIK-NET)." Journal of Information & Knowledge Management 12, no. 01 (March 2013): 1350005. http://dx.doi.org/10.1142/s0219649213500056.
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Ontologies are widely used to represent knowledge explicitly but it is impractical to expect all individuals and organisations to agree on using one or a small subset of ontologies. The adoption of multiple ontologies causes ontology mismatches which make their inherent vocabularies and relationships become inconsistent, resulting in difficulty for one system to understand and reuse these ontologies. To achieve knowledge sharing and reuse, ontology mediation is required to reconcile mismatches between heterogeneous ontologies. In this paper, we investigate the application of ontology in knowledge management (KM). Many KM approaches have been developed with the purpose of managing organisational knowledge. However, these approaches only focus on managing intra-organisational knowledge, which is inadequate in current business environment because users are often required to access inter-organisational knowledge to complete their tasks. These approaches also fail to collaborate with each other as their designs are based on their own business and KM requirement in managing organisational knowledge. We argue that ontology and its mediation methods can be used to overcome limitation of non-collaborative problem in which individual organisation is unable to reuse inter-organisational knowledge. An ontology-based inter-organisational KM network is therefore proposed to allow organisations accessing and retrieving inter-organisational knowledge of common domain.
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Ejumudo, Tobi Becky, and Kelly Bryan Ovie Ejumudo. "Organisational design and organisational effectiveness in Ecobank Nigeria Limited in Delta State." Research in Social Change 12, no. 2 (May 1, 2020): 42–57. http://dx.doi.org/10.2478/rsc-2020-0008.
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Abstract The study examines the organisational design and organisational effeciveness in Ecobank Nigeria Limited in Delta State. The instrument used for data collection wasorganisational design questionnaire and the data were analyzed using chi-square. The findings of the study revealed that there is a significant relationship betweenpoor technology, inappropriate organisational size and staff mix as well as poor responsive and adaptive organisational (internal) environment and organisational effectiveness in Ecobank Nigeria Limited in Delta state. The study recommended that organisation should increase the level of their technology, organisational size, staff mix as well as imbibing the culture and practice of anticipating, scanning, monitoring of internal and external environments with an eye to responding and adapting to appropriate changes and trends to actualize their organisationalset goals.
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Zhao, Na, Congcong Lei, Hui Liu, and Chunlin Wu. "Improving the Effectiveness of Organisational Collaborative Innovation in Megaprojects: An Agent-Based Modelling Approach." Sustainability 14, no. 15 (July 25, 2022): 9070. http://dx.doi.org/10.3390/su14159070.
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As the complexity, breadth of expertise and number of agents involved in megaprojects grow, collaborative innovation models become invaluable for helping to achieve sustainable project development. On this basis, the purpose of this study is to explore the innovation output mechanisms used for collaborative innovation in megaproject (CIMP) systems by the agent-based modelling (ABM) approach, and to promote the efficiency and effectiveness of organisational collaborative innovation through variable controls. A multi-agent simulation CIMP model was developed using the NetLogo tool. The model encompasses the behavioural factors and interaction rules that affect organisational CIMP. Four simulations were conducted, and the results showed that (1) the innovation environment, including policy environment, cultural climate, and engineering demand, has a positive effect on the output rate of CIMP; (2) a larger scale of innovative network organisation accelerates innovation output; (3) innovative organisations must avoid enforcing high standards for cooperation, communication, and recognition abilities when selecting partner organisations; (4) innovative organisations’ ability to absorb technology, information, and knowledge is positively related to output, while an increase in behavioural costs reduces the scale of innovative network organisations, thereby affecting their output. This study developed its CIMP theory from the perspective of organisational behaviour. The findings are expected to provide methodological and practical guidance for the selection of innovation agents, behavioural patterns, and for guaranteeing efficient innovation in collaborative megaproject organisations.
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Huuskonen, Arto Pekka Juhani. "Supply network design in the residential-FM sector." Facilities 32, no. 11/12 (August 4, 2014): 723–38. http://dx.doi.org/10.1108/f-11-2012-0092.
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Purpose – The purpose of this study is to examine supply network designs that large service organisations use in the residential-FM sector to respond to the organising requirements of their operating environments. Design/methodology/approach – The study is theoretically grounded in the well-established literature on the organisational design and structural contingency theory. Utilising a framework of generic organising problems proposed by Miles and Snow (1978) and a multiple-case study design, the study elaborates how large service organisations organise and manage their supply networks in the Finnish residential-FM sector. Findings – The study identifies four supply network designs that organisations use for responding to the organising problems inherent in the property and resident services domains in the residential-FM sector. These include regional production organisation, horizontal decentralisation, environment stabilisation and demand – supply pooling, reflecting the type of the service-market domain and the organisation’s service strategy. Originality/value – The study contributes to the facilities management literature by expanding the field of inquiry from the commercial real estate sector into the emerging field of professional residential facility services. In particular, the study adds to the discussion on supply strategies and design, offering a service provider perspective to the organisation of service supply in housing.
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Anuradha, R. "Organisational Renewal in the Context of Indian Banks." Vision: The Journal of Business Perspective 2, no. 2 (July 1998): 34–38. http://dx.doi.org/10.1177/09722629x98002002007.
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Large organisations evolve through different life cycles. Size, age, spread and ownership factors determine their response pattern and potential to sustain over the years. Based on the author’s consultancy experience, this paper describes in detail the conceptual and practical perspectives of organisational renewal in banks as service organisations. As the external environment is becoming turbulent and rapidly changing, many traditional and bureaucratic organisations suffer from the inability to plan and execute necessary internal changes. Transforming large organisations from reactive to proactive enterprises is a constant source of concern to the top management members. This paper emphasises the need for integrating plan and action for the renewal effort to provide long term benefit to a declining organisation.
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Głód, Wojciech. "Organizational structure, environment and management innovation." Global Journal of Business, Economics and Management: Current Issues 9, no. 3 (November 30, 2019): 134–42. http://dx.doi.org/10.18844/gjbem.v9i3.4450.
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Increasing health care marketisation may be, in broader sense, perceived as a mechanism providing the foundation for seeking new ways to rationalise operations in this area. These efforts aim to increase the efficiency of the health care sector, to better adjust health care services to social needs and to improve the management of scarce resources. The core of the process is treating a health care organisation as a partner for other actors and examining its strategic partners. The study aims to present the relationships among the characteristics of the environment, organisational structure and innovation management.
Keywords: Health care, Poland, organisational structure, environment, management innovation.
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Coelho, Carla, Mohammad Mojtahedi, Kamyar Kabirifar, and Maziar Yazdani. "Influence of Organisational Culture on Total Quality Management Implementation in the Australian Construction Industry." Buildings 12, no. 4 (April 16, 2022): 496. http://dx.doi.org/10.3390/buildings12040496.
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This study explores the relationship between organisational culture and total quality management (TQM) implementation in Australia, with the purpose of identifying the particular culture that dominants the Australian construction industry, and distinguishing which cultures determine the successful implementation of TQM. Although the application of the competing values framework (CVF) for evaluating organisational culture (OC) in the construction industry has been studied by some scholars, research into OC and its impact on TQM procedures in connection to the CVF in project-based industries such as construction has received less attention. Thus, this research intends to determine the relationship between OC and TQM regarding the CVF in the Australian construction industry. The research methodology used the validated organisational culture assessment instrument (OCAI) CVF to frame OC, and TQM practices identified from the literature review. An online questionnaire was distributed through Qualtrics, whereby 42 valid responses representing various construction organisations in Australia were analysed through IBM SPSS Statistics 26 through endorsing k-means cluster analysis, and analysis of variance. The findings support that Australian construction organisations are dominated by the market and external focused cultures according to the CVF of organisational classification. Furthermore, the findings acknowledge that organisations that are dominated by hierarchical cultural characterises could provide an unfavourable environment for the successful implementation of TQM. Whilst an organisation that obtains a mix of cultures, specifically with the adhocracy and market cultures dominating could provide a favourable environment for the successful implementation of TQM.
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Iza Adnan, Nurul, Bidayatul Akmal Mustafa Kamil, and Norlena Hasnan. "Mindfulness at Workplace: A Conceptual Model of Its Effect on Readiness for Organisational Change." 14th GCBSS Proceeding 2022 14, no. 2 (December 28, 2022): 1. http://dx.doi.org/10.35609/gcbssproceeding.2022.2(66).
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Although organisations manage to sustain their global competitiveness by responding well to the dynamic business environment, a dark side implicates employees throughout the process. The frequent changes generate a stressful work environment and exhaustion that are likely to affect employees' well-being and work outcomes. Researchers have pointed out that adequate resources are essential for employees to manage organisational change effectively. Therefore, this conceptual paper explores the link between mindfulness and employee readiness for organisational change. The literature from various repositories was reviewed based on criteria that emphasise mindfulness in the organisation context. This exclusion is necessary as the construct is highly associated with clinical psychology studies. The proposed framework and propositions showed the relationship between mindfulness and readiness for change with employee engagement as a mediator. Based on the conservation of resources and social exchange theory, mindful employees are flexible and positive about work, leading to greater engagement and openness towards change efforts. Keywords: Mindfulness, Readiness, Organisational Change
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Colbran, Richard, Robyn Ramsden, Karen Stagnitti, and Samantha Adams. "Measures to assess the performance of an Australian non-government charitable non-acute health service: A Delphi Survey of Organisational Stakeholders." Health Services Management Research 31, no. 1 (August 17, 2017): 11–20. http://dx.doi.org/10.1177/0951484817725681.
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Organisation performance measurement is relevant for non-profit charitable organisations as they strive for security in an increasingly competitive funding environment. This study aimed to identify the priority measures and indicators of organisational performance of an Australian non-government charitable organisation that delivers non-acute health services. Seventy-seven and 59 participants across nine stakeholder groups responded to a two-staged Delphi technique study of a case study organisation. The stage one questionnaire was developed using information garnered through a detailed review of literature. Data from the first round were aggregated and analysed for the stage two survey. The final data represented a group consensus. Quality of care was ranked the most important of six organisational performance measures. Service user satisfaction was ranked second followed by financial performance, internal processes, employee learning and growth and community engagement. Thirteen priority indicators were determined across the six measures. Consensus was reached on the priority organisational performance measures and indicators. Stakeholders of the case study organisation value evidence-based practice, technical strength of services and service user satisfaction over more commercially orientated indicators.
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Kamis, Yamin, and Aumuhaimi Md Yusof. "Organisational Agility in Malaysia's IT Business Organisations." Environment-Behaviour Proceedings Journal 7, SI10 (November 29, 2022): 19–24. http://dx.doi.org/10.21834/ebpj.v7isi10.4096.
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This study examines the perceived level of OA of Malaysia's IT-based business organisations. Quantitative method research has been employed in this research and was conducted throughout Malaysia with a total of 250 valid questionnaires obtained from managers and executives of the Multimedia Super Corridor (MSC) status companies. Using the statistical software SPSS version 28.0, the mean, standard deviation, minimum value and maximum value of each indicator were examined. It was discovered that all mean values for indicators were above the mid-point value, indicating the acceptable value from the respondents. Keywords: Organisational Agility, MSC status companies, Descriptive analysis, Agile organisations eISSN: 2398-4287 © 2022. The Authors. Published for AMER ABRA cE-Bs by E-International Publishing House, Ltd., UK. This is an open-access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer-review under the responsibility of AMER (Association of Malaysian Environment-Behavior Researchers), ABRA (Association of Behavioral Researchers on Asians), and cE-Bs (Centre for Environment-Behavior Studies), Faculty of Architecture, Planning & Surveying, Universiti Teknologi MARA, Malaysia.
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Naudé, Marita. "Increasing sustainable organisational development by using e-portfolios." Corporate Ownership and Control 8, no. 1 (2010): 188–96. http://dx.doi.org/10.22495/cocv8i1c1p3.
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Feedback from business students using e-portfolios indicated it stimulated reflection, guided career management and improved technological skills. At first glance, these key benefits seem only applicable to individuals. However, at a closer look it is clear that these key benefits are also applicable to teams and organisations. Reflection is crucial in fast changing environments demanding action, multitasking through many technologies and competing in an increasingly interconnected world. Career management is a known factor to retain employees leading to sustainable organisational development and ongoing competitive advantage. Improved technological skills apply to all sectors in an organisation. Based on this reasoning, an e-portfolio is proposed as one tool beneficial to the business environment and this article provides practical guidelines for implementation.
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Vale, José, Rafaela Miranda, Graça Azevedo, and Maria C. Tavares. "The Impact of Sustainable Intellectual Capital on Sustainable Performance: A Case Study." Sustainability 14, no. 8 (April 7, 2022): 4382. http://dx.doi.org/10.3390/su14084382.
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Intellectual capital (IC) has become one of the most valuable resources of an organisation. Along with the increasing concerns for sustainable practices, a new concept has emerged: Sustainable IC (SIC). However, research on SIC is scarce, especially when addressing its relationship with sustainable organisational performance. Through a case study conducted on a small- and medium-size industrial orthopaedic footwear organisation, we aimed to assess how an organisation’s internal stakeholders perceive the concepts of SIC, sustainability, and sustainable performance and to comprehend better the effect of SIC on the economic, social, and environmental dimensions of sustainable organisational performance. Evidence suggests that the stakeholders were not familiar with the SIC concept and overemphasised the environmental dimension when referring to both sustainability and sustainable performance concepts. Furthermore, it was found that the organisation’s sustainable performance was affected by all its SIC components (human, structural, and relational). This study contributes to the development of two different but complementing areas of research: IC and sustainability. It also provides important managerial implications for industrial organisations concerned with their performance. Finally, generalisation for other situations should only be conducted in a theoretical fashion.
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Qwaider Alamro, Dr Mohammad, Seied Beniamin Hosseini, and Dr Ayesha Farooq. "Organizational Agility and HRM Practices: Theoretical Framework and Perspective." Restaurant Business 118, no. 12 (December 6, 2019): 177–94. http://dx.doi.org/10.26643/rb.v118i12.13214.
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As a consequence of never-ending changes occurs in the business environment, organisations must ensure that they own proficient people who could adapt themselves to development. An agile organisation is one that possesses the ability to face changes and succeed with the support of competent staff and strategies. This research article emphasises the competitive advantage which organisation offer in turbulent scenario. However, This study presents a comprehensive literature review to create an apparent link between organisational agility and HRM practices. It provides an abstract landscape that acknowledges rule the people in building of organisations responsive.
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Kumari, Dr Neeraj. "Studying the Dimensions of Corporate Culture in Indian IT Companies." World Journal of Educational Research 8, no. 2 (March 10, 2021): p20. http://dx.doi.org/10.22158/wjer.v8n2p20.
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The objective of the study is to find out how employees perceive the organizational culture in three leading IT companies. It is an exploratory research. A primary research was conducted through an administration of a structured questionnaire. The sample size is 165 consisting of employees from three leading IT organizations in India. Most project work in the IT sector is done in teams. Hence proper team building is a pre-requisite to high performance and ensures that everyone is aligned and working equally hard to the team and the organisation’s goals. Team orientation can be fostered by having quarterly project parties and having occasions to meet formally and informally and capture feedback from one another. Creating an easily accessible centralised knowledge management system is the key to information sharing. Also with the advent of newer technologies coming up, the organisation needs to have heavy investment in training infrastructure in order to keep pace with the market needs. For this dedicated learning and training function needs to be setup in most organisations whose mandate would be to up-skill people based in customer needs and changes in the technology environment. Involvement and Adaptability are indicators of flexibility, openness and responsiveness; which are strong indicators of growth. Mission and Consistency are indicators of driving direction, integration and vision, and are strong indicators of profitability and efficiency. These four traits of organisational culture if monitored and harmoniously used are the key to ensure high performance within the organisations. Aligning culture and leadership goals are keys to organisational success. All the four dimensions of organisational culture are heavily influenced by leadership based interventions in an organisation.
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CHANG, WEN-CHIH, and ZUN-HWA CHIANG. "A STUDY ON HOW TO ELEVATE ORGANISATIONAL CREATIVITY IN TAIWANESE DESIGN ORGANISATION." International Journal of Innovation Management 12, no. 04 (December 2008): 699–723. http://dx.doi.org/10.1142/s1363919608002151.
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This research focuses on exploring which factors influence organisational creativity the most, and what actions are the most effective to enhance organisational creativity of design companies and departments in Taiwan. The survey showed that the most influential five factors to organisational creativity were in the order of design environment, team climate, group/organisation culture, design process and motive of work. The survey also showed that the most effective ways of improving organisational creativity were in the order of effective knowledge/experience sharing among colleagues, cultivating the designers' world view, accumulations of team design experiences, visiting domestic and foreign design exhibitions and diversified design work experiences. After the data from the questionnaire were further analysed by t-test, one-way ANOVA and Scheffé post hoc multiple comparisons, the study also showed that the most effective ways of improving organisational creativity were in the significant difference between the design company and design department. Furthermore, in terms of demographic variables of gender, employees' education, professional training, age and working experiences, the study result also implied that the most effective ways of improving organisational creativity could be different under different situations. With follow-up interview, we also found that due to the differences of business conditions, interviewees also had different perspectives referring to the definitions of good ideas. It drew various degrees of attentions when valuating creativity and improving it in the organisation. Thus, in order to get an effective creative performance, while facing different layout strategies and environments, administrators must adjust these measures to fit into their own need according to the conditions or restrictions of the organisations.
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De Graaf, Frank Jan. "Competing logics: financialisation and a Dutch cooperative bank." Journal of Management History 24, no. 3 (June 11, 2018): 316–39. http://dx.doi.org/10.1108/jmh-08-2017-0040.
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PurposeThe purpose of this paper is to examine the history of the Dutch cooperative Rabobank to understand how the structure of an organisation determines how individual employees validate norms within that organisation.Design/methodology/approachData over an approximately 10-year period starting 25 years ago are analysed, and the value of relating a historical analysis and narrative approach to ethical and institutional theories in economics and management science is demonstrated.FindingsRegulation in the banking sector appears to have a strong normative aspect. The choice between state and private ownership is based on ideology. The author argues that the private ownership model was based primarily on an ideology surrounding economic efficiency, but that in fact there are other logics that also promote economic development. This contributes to the understanding of the interaction between sector standards, organisational structures and the values of organisations and individual employees. The structure of an organisation enables key employees to deviate slightly from the organisation’s prevailing norms in response to pressures from the wider environment, and those individuals thereby become symbols of that organisation.Originality/valueThe perspective on management history put forward in this paper enables assessing the distinction between normative notions in institutional environments and the organisation as a whole as represented in its governance structure and narratives that key employees disseminate about the organisation. This in turn helps us to understand the interaction between sector standards, organisational characteristics and values represented by individual employees. The author reveals the strong normative impact of banking regulation in line with an older ideological model focused on economic efficiency rather than market logics and the interests of society.
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Stuart, Helen. "Corporate branding and rebranding: an institutional logics perspective." Journal of Product & Brand Management 27, no. 1 (February 12, 2018): 96–100. http://dx.doi.org/10.1108/jpbm-05-2016-1198.
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Purpose The purpose of this paper is to demonstrate how the institutional logics framework adds a fresh perspective on corporate branding, particularly in times of organisational change and subsequent corporate rebranding. Design/methodology/approach The paper examines previous comprehensive approaches to corporate branding in the face of organisational transformation, applying institutional theory which adds to intelligence already developed regarding corporate branding and rebranding in this situation. Findings An understanding of the institutional logics framework provides insights into how corporate branding and rebranding in organisations is affected in an environment where the organisation simultaneously holds values and beliefs inherent to two or more competing institutional forms (Townley, 2002). Research limitations/implications Further research is required to develop a model which integrates institutional logics into previous approaches to corporate rebranding. Practical implications Consideration of the underlying institutional logics of an organisation and how organisational transformation results in competing institutional logics and institutional pluralism leads to profound thinking about branding and rebranding an organisation. Originality/value Although there are a number of studies which look at how to evolve the corporate brand in times of organisational transformation, the institutional logics approach has not yet been applied to this issue, except by the author.
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Georgiadou, Elli, Kerstin Siakas, and Bo Balstrup. "The I5P Visualisation Framework for Performance Estimation through the Alignment of Process Maturity and Knowledge Sharing." International Journal of Human Capital and Information Technology Professionals 2, no. 2 (April 2011): 37–47. http://dx.doi.org/10.4018/jhcitp.2011040104.
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This paper argues that Knowledge Management (KM) and Knowledge Sharing (KS) are strongly linked to organisational maturity. The mechanisms that enable this upward movement and depict measurable effects of performance as the organisation climbs from ad hoc levels to institutionalised high levels of process maturity are investigated. The I5P visualisation framework which aligns a Knowledge Sharing level to the appropriate maturity level and characterises the process from incidental to innovative is examined. This framework provides the basis, in terms of preparedness and disposition towards knowledge sharing, for estimating and measuring organisational performance. In today’s competitive global business environment organisations are increasingly dependent on Information and Communication Technologies (ICTs) and particularly vulnerable to knowledge dilution. The framework links knowledge sharing to process maturity providing a framework that aims to encapsulate tacit accumulated knowledge in the organisation by preserving it for future needs. The framework will be useful to Information Technology (IT) organisations that are familiar with maturity models, such as CMMI.
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ADIGÜZEL, Zafer, Fatma SÖNMEZ ÇAKIR, and İrem KÜÇÜKOĞLU. "THE EFFECTS OF ORGANISATIONAL COMMUNICATION AND PARTICIPATIVE LEADERSHIP ON ORGANISATIONAL COMMITMENT AND JOB SATISFACTION IN ORGANISATIONS." Business & Management Studies: An International Journal 8, no. 4 (December 10, 2020): 829–56. http://dx.doi.org/10.15295/bmij.v8i4.1593.
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One of the prerequisites for being an effective leader is good communication, with successful organisational communication positively impacting not only the leader but also employees. In fact, in organisational structures with participative leadership, an efficient working environment is most cogently created by ensuring a harmonious relationship between employees and leadership. In the research conducted in the manufacturing sector, white-collar employees working in automobile companies were the focus group: specifically chosen because they are at a significant status level and their working environment is quite intense. Within the scope of the purpose of the research, survey studies were carried out with 334 employees in 2019, and the analysis was conducted with the SmartPLS 3.2 program. As a result of the analysis, it is concluded that organisational communication and participative leadership in organisations are positively affected by organizational commitment and job satisfaction.
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Brzychcy, Katarzyna. "The school institution viewed as an organisation and its environment." WSB Journal of Business and Finance 53, no. 1 (February 1, 2019): 107–17. http://dx.doi.org/10.2478/wsbjbf-2019-0011.
Full textAbstract:
Abstract Despite the fact that they are public institutions and that they seem to have the status quo of their functioning already established, schools are still exposed to various internal and external organisational changes. The article comes as a broad reflection on schools viewed as organisations and their environment, including activities that are undertaken in favour of development of such organisations. First, the article presents an explanation of the essence of an organisation. On the basis of some definitions provided by expert literature, schools are presented as organisations. Some particular attention is focused on the problem related to school environment in its micro- and macro-dimensions; it specifically refers to the establishment and maintenance of organisation–school relations. Theoretic considerations underlie the discussion of the essence of the presented survey and its results. The aim of the survey has been to identify entities that cooperate with contemporary schools and the environment in which such cooperation takes place and also to indicate the consequences that result from the interpretation of schools as organisations and their relations with the environment, viewed from the perspective of resources. The material for the research survey has been collected with the methods involving questionnaire forms and interviews. The results of the research come as a part of a more extensive research process.
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Iyamu, Tiko. "The Interplay Between Human and Structure in IT Strategy." International Journal of Technology and Human Interaction 10, no. 1 (January 2014): 83–100. http://dx.doi.org/10.4018/ijthi.2014010106.
Full textAbstract:
In organisations, human actions and structures are inseparable from processes and activities including in the development and implementation of the IT strategy. IT strategy is often intended to be driven by the organisational vision and strategy to achieve its goals periodically. IT has significant impact on an organisation's success or failure. It therefore does not operate in a vacuum. The issue is not just about information technology, rather, it is the strategic application of technology, including management, which is about people and the processes. The research applied Structuration Theory to examine the types of structures that exist during the development and implementation of IT strategy, and the structures that actually emerge as a result of human action in the computing environment of the organisation and through that, identify its impact. The primary aim of the research was to examine how cultural, policy and personal issues enable at the same time constrain activities in the computing environment during the development and implementation of IT strategy.