Relevant bibliographies by topics / Organizational behaviour

Academic literature on the topic 'Organizational behaviour'

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Published: 4 June 2021
Last updated: 29 July 2024

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Journal articles on the topic "Organizational behaviour"

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Deo Kodwani, Amitabh. "Organizational Behaviour." Paradigm 10, no. 1 (January 2006): 79–80. http://dx.doi.org/10.1177/0971890720060113.

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Guslina, Indri. "Impact of Positive Organizational Behavior on Self-Efficacy in Improving The Quality of Work of PT Kareta Sabila Employees." Eduvest - Journal of Universal Studies 3, no. 3 (March 20, 2023): 647–55. http://dx.doi.org/10.59188/eduvest.v3i3.766.

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Positive Organizational Behavior has a wide reach, from the organization's past buried in by business ideology, through the present with urgent needs and emerging opportunities. This qualitative study aims to find out positive organizational behavior on self-efficacy. Positive Organizational Behavior is not just explicit knowledge, skills, and abilities that can only be built through educational and training programs, or even through work experience. Positive Organizational Behavior is also not equivalent to organization-specific tacit knowledge built by managers and employees over time by taking time and immersing themselves in the socialization process to build motivation in improving the quality of employee work. Positive Organizational Behavior also brings new and exciting opportunities above and above that are provided by social relationships and networks across individuals, departments, and organizations. Positive Organizational Behavior has triggered a paradigm shift far from just a negative emphasis on pathology that fills handbooks, dictionaries and classification systems of clinical psychologists. Similarly, Positive organizational behaviour offers organizational behaviour and human resource management researchers and practitioners a new positive perspective, far from the 'gloom and doom' focusing on dysfunctional employees, aggression in the workplace, incompetent leaders, stress and conflict, unethical behaviour, ineffective strategies and counterproductive organizational structures and cultures
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Sari, Cindy Permata, and Salman Farisi. "POS (Perceived Organizational Support), Organizational Learning Culture (OLC) Terhadap OCB (Organizational Citizenship Behaviour) Melalui Job Satisfaction." Journal of Economic, Bussines and Accounting (COSTING) 7, no. 3 (February 13, 2024): 4477–92. http://dx.doi.org/10.31539/costing.v7i3.8534.

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This study aims to determine the effect of POS (perceived Organizational Support), OLC (Organizational Learning Culture) on OCB (Organizational Citizenship Behaviour) through Job Satisfaction on 106 employees at PT Telkom Indonesia Tbk Telkom Medan Region, Indonesia. The data analysis method uses the Partial Least Square (PLS) method. The results showed that Pos (Perceived Organizational Support) and Job Satisfaction had a significant positive effect, Olc (Organizational Learning Culture) and Job Satisfaction had a significant positive effect, Pos (Perceived Organizational Support) and OCB (Organizational Citizenship Behaviour) had no significant effect, Olc (Organizational Learning Culture) and OCB (Organizational Citizenship Behaviour) had a significant positive effect, Job Satisfaction and OCB Organizational Citizenship Behaviour have a positive and significant effect, POS (Perceived Organizational Support) on OCB (Organizational Citizenship Behaviour) through Job satisfaction is negatively insignificant, Olc (Organizational Learning Culture) on OCB (Organizational Citizenship Behaviour) through Job satisfaction is negatively insignificant. Keywords: POS (perceived organizational support), OLC (organizational learning culture), OCB (organizational citizenship behavior), job satisfaction.
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OJO,, Solomon Yinde, Rafiu Akanji BANKOLE, and Toluwalope ADEBOLA. "ORGANIZATIONAL JUSTICE, ORGANIZATIONAL COMMITMENT AND TRUST IN MANAGER AS PREDICTORS OF ORGANIZATIONAL CITIZENSHIP BEHAVIOUR AMONG BANK EMPLOYEES." LASU Journal of Employment Relations & Human Resource Management 2, no. 1 (December 1, 2020): 248–66. http://dx.doi.org/10.36108/ljerhrm/0202.02.0171.

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This study investigated the influence of perceived organizational justice, organizational commitment and trust in manager as predictors of organizational citizenship behaviour among bank employees. Essentially, the issue of organizational justice, trust in managers and organizational commitment are subjects of interest in organizational behaviour and human resource management and as such this could be investigated in the banking industry in order to assess how they influence organizational citizenship behaviour. The study was a survey which employed Ex-Post Factor design. The design was found appropriate because the variables of interest were already in existence in the study area. Data was collected from 186 respondents. Using a structured questionnaire collected data were analysed using the inferential and descriptive statistics of the Statistical Package for Social Sciences (SPSS) version 21. The result revealed that perceived organizational justice was significantly and positively related to organizational citizenship behaviour [r(184)=.51** P<.01]; organizational commitment was significantly and positively related to organizational citizenship behaviour among bank employees [r(184)=.48**, P<.01]; trust in managers was significantly and positively related to organizational citizenship behaviour among bank employees [t(184)=.36**, P<.0.1]; perceived interactional justice was significantly and positively related to organizational citizenship behaviour (t184=6.37<.05]; perceived procedural justice was significantly and positively related to organizational citizenship behaviour {t(184)=.30**, P<.01]; perceived distributive justice was significantly and positively related to organizational citizenship behaviour among bank employees {r(184)=.43**, P<.01). Finally, the findings revealed that the predictor variables (perceived organizational justice, organizational commitment and trust in manager) showed significantly independent and joint prediction of organizational citizenship behavior among bank employees {F=78.74, P<.05, R2=.56.12}. It was concluded that organizational justice, trust in manager and organizational commitment significantly were significantly related to organizational citizenship behaviour among bank employees respectively and jointly. It was therefore recommended that organizational citizenship behavior should be more encouraged in the banking industry and other allied industries.
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Buchanan, David. "Desanitizing Organizational Behaviour." Organization 2, no. 1 (February 1995): 165–67. http://dx.doi.org/10.1177/135050849521009.

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Gyekye, Seth Ayim, and Mohammad Haybatollahi. "Organizational citizenship behaviour." International Journal of Organizational Analysis 23, no. 2 (May 11, 2015): 285–301. http://dx.doi.org/10.1108/ijoa-08-2012-0586.

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Purpose – The study aims to examine the extent to which age and job satisfaction levels were predictive of organizational citizenship behaviours (OCB). From a practical perspective, understanding age- and job satisfaction-related participation in OCB would benefit management’s decisions regarding workers’ adaptability, general work effectiveness and the effective handling of demographic-dependant organizational characteristics. Members of the sample were 320 Ghanaian industrial workers. Design/methodology/approach – Data were collected by cross-sectional self-reports. The internal consistency reliability was tested with Cronbach’s alpha. A one-way ANOVA and post-hoc analyses were used to compare the mean scores of the four age-cohorts. Hierarchical multiple regression was used to test the main and interaction effects of age and job satisfaction on OCB. A two-way interaction effect of age and job satisfaction on OCB was produced and illustrated graphically. Findings – Both independent variables were predictive of OCB. Age was a significant predictor of OCB in this sample. In contrast to Western studies, older workers were more active in citizenship behaviours than their younger counterparts. The data also indicated job satisfaction to be a significant predictor of citizenship behaviours. Compared to older workers, younger workers’ citizenship behaviours were significantly influenced by job satisfaction. Results were interpreted in the context of East/West cultural values, with special emphasis on Ghanaian cultural influences on OCB. Implications of the findings are discussed. Originality/value – The study explored for the first time, the joint impact of age and job satisfaction on citizenship behaviours.
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Shahnawaz, Md Ghazi. "Positive organizational behaviour." Psychological Studies 54, no. 1 (March 2009): 77–79. http://dx.doi.org/10.1007/s12646-009-0009-2.

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Hasan, Shifa. "Prosocial Organizational Behaviour." HELIX 8, no. 6 (October 31, 2018): 4304–5. http://dx.doi.org/10.29042/2018-4304-4305.

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Singh, Upasana, and Kailash B. L. Srivastava. "Organizational Trust and Organizational Citizenship Behaviour." Global Business Review 17, no. 3 (May 22, 2016): 594–609. http://dx.doi.org/10.1177/0972150916630804.

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Salam, Ahmed. "Organizational justice as a predictor of organizational citizenship behaviour." International Business Education Journal 13 (October 13, 2020): 29–42. http://dx.doi.org/10.37134/ibej.vol13.sp.3.2020.

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Organizational Justice essential factor could increase the organizational citizenship behaviours among employees in the workplace. This study aims to examine the impact of organizational justice on organizational citizenship behaviours among nurses. The study employed a quantitative method to examine the impact of organizational justice on organizational citizenship behaviours among nurses. The study conducted in Heet General Hospital and the questionnaire tool's used to collect the data. However, the questionnaires consist of three main elements of organizational justice (distributive, interactional and procedural justice) and the organizational citizenship behaviour items. The data is analyzed by Smart PLS. The result indicated that the distributive and interactional justice have a positive and significant impact on organizational citizenship behaviours among nurses. In contrast, procedural justice has no significant impact on organizational citizenship behaviours among nurses. Distributive justice predicted organizational citizenship behaviours more than interactional justice. The study contributed to enrich the body of literature, which is suffering the lack of study among nurses.
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Dissertations / Theses on the topic "Organizational behaviour"

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Kondaveeti, Srinivasa Kiran, and Andreas Kostoulas. "Successful Organizational Innovation and Key Driving Factors." Thesis, Blekinge Tekniska Högskola, Institutionen för industriell ekonomi, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-17295.

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The aim of the thesis is to discuss the key driving factors influencing the success of innovation in high-tech firms based in Sweden. The thesis will discuss key determinant factors and how those factors are connecting with each other. Organizational innovation and Organizational culture relationship have been under research for many years. The success of organizational innovation can be captured by various factors. Similarly, the organizational culture can be captured by different factors. During the research process, we came across various theories and this thesis is based on Rao and Weintraub (2013) developed model. The model provides six building blocks with determinant factors as a foundation for the successful innovative organizational culture. The six major building blocks or factors are Values, Behaviours, Climate, Resources, Processes, and Success (Rao & Weintraub, 2013). The purpose of the study is to define the hypothetical relationship between some of the six major factors which drives the successful innovation in the organization. The authors have developed a model for successful organizational innovation based on their hypotheses. It will be a matter of great interest to reflect upon the employee's feedback regarding those factors that influence firm’s organizational culture and successful innovation. The model was analyzed using the results of the survey in which 230 employees participated from Swedish based high-tech firms, using Structural Equation Modelling (Hair et al, 2010). The research results reveal some of the key contributors towards the successful organizational innovation and the relation between the factors for the successful organizational innovation. The factor successful innovation is strongly dependent on the innovation processes factor and this is followed by some more relatively moderate contributing factors such as the leaders’ behaviours, and the organizational resources. The study reveals that there is a strong relation between the innovation success and the innovation processes. The innovation processes factor is positively connected to the organization values, the leaders’ behaviours, and the organization resources. The organization climate is weakly connected to the innovation processes as represented by the data sample collected which needs to be further investigated. The model identified in the thesis gives an understanding of how the six factors are connected to drive the successful organizational innovation.
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Naude, Peter. "Modelling organizational buying behaviour incorporating judgmental methods." Thesis, University of Manchester, 1992. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.627953.

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This thesis is concerned with examining the role that judgmental modelling, or multicriteria decision making, can play in increasing our understanding of the organizational buying process. This evaluation has been made by collecting data from a number of real life decision environments within different organizations, using in-depth interviews facilitated by an interactive PC-based computer package. The decisions modelled varied by decision type, product type, and by industry. Four areas were identified in the literature where benefits from using judgmental modelling might be anticipated. These were the study of attribute salience, positioning analysis, differences in opinion between various members of the decision making unit, and the extent to which attributes change in importance during the decision making process. The various decisions modelled confirmed the advantages of judgmental modelling as a tool for analyzing organizational buying behaviour in each of these four areas. In terms of determining attribute salience, it was found that the technique worked well in all the decision environments modelled and also that it facilitated the development of a detailed approach to benefit segmentation. When combined with a particular scoring method called "word models", judgmental modelling permitted a deeper understanding to be developed of the particular markets studied, through the calculation of the extent to which attributes were both important and acted as discriminators to the buyers. The study of attribute salience also permitted the tentative development of a generic model of attribute importance. In this model a range of generic attributes was proposed and, by reference to the decisions modelled in the thesis, it was shown how these attributes are related to different types of decisions. The results of the research indicate how judgmental modelling can be used to generate input for detailed positioning analysis using correspondence analysis, and also how the word models can be used to calculate meaningful strengths and weaknesses ratios for competing suppliers. The highly structured approach to decision making required by the judgmental modelling process was seen to have particular benefits for group decision making, in that group members could focus on decision content rather than the process itself, and individual perceptions were readily clarified, facilitating further discussion and agreement. Finally, using the judgmental modelling technique gives clear evidence of the extent to which attributes may change in importance over the life of a particular decision making process.
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Mesani, Anele. "How organisational behaviour is influenced in an acquired firm." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/9925.

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In the current global market, companies are forming partnerships with other organisations with the aim of sustaining their competitive advantage. Most organisations participate in transactions such as mergers, acquisitions and joint ventures in order to maintain their competitive advantage (Sorge, 2002). South Africa forms part of the global market and is not immune towards the stipulated growth strategies. It is believed that South Africa has one of the highest unemployment rate internationally (Human Capital Mangement, 2005). There are various reasons that have contributed towards this perception; factors such as structural changes in the labour market have been highlighted as one of the factors that have contributed to the high unemployment rate (HCM, 2005). It is further said that when mergers and acquisitions occurs, structural changes are bound to occur (Greeve, 2008). Despite the constant merger activities that are occurring in various industries, research has shown that most mergers add no value or reduce shareholders value for the acquiring firm (Kusewitt, 2007). The primary objective of this research is to investigate how organisational behaviour is influenced in an acquired firm.There seems to be high level of uncertainity, trust and communication breakdown amoung employees of Kansai Plascon. This research will investigate whether this perception is related to the acquisition transaction that has occurred. The study will collect its primary data using a set of questionnaires that will be distributed to the employees of Kansai Plascon. The data will be analysed and interpreted.
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Kolvereid, L. "Environmental impacts on organizational behaviour : An empirical investigation in twenty Norwegian mechanical engineering organizations." Thesis, Henley Business School, 1985. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.354913.

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Crollick, Sharon Lee. "Value congruence and organisational commitment : implications for workplace behaviour /." [St. Lucia, Qld.], 2004. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe18061.pdf.

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Pio, Riaan Johan. "Management of political behaviour in organisations." Thesis, Port Elizabeth Technikon, 2000. http://hdl.handle.net/10948/33.

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In this research paper, the constructive management of political behaviour in organisations was investigated. A general overview of relevant aspects which specifically relate to the constructive management of political behaviour in the automotive industry was presented. The literature study included a discussion of the nature of political behaviour and guidelines for the management of political behaviour in organisations. The research methodology consisted of three phases: Phase 1: A literature study to determine guidelines to manage political behaviour in organisations constructively. Phase 2: An empirical study to determine the effectiveness of these guidelines in practice by means of a survey amongst role players in the automotive industry in South Africa. Phase 3: The findings from the literature study and empirical study were integrated into guidelines of how managers can manage political behaviour constructively. The study identified nine main strategies for managing political behaviour. They are: Open communication. Communication must be open to keep all parties informed and to prevent distrust. Reduction of uncertainty. This involves preventing employees being unsure of what the future holds. Awareness. The aim of awareness is for managers to be sensitive to and aware of situations that could elicit political behaviours. Furthermore, they must recognize political behaviour for what it is. Setting an example. Managers must set an exemplary example and not engage in political behaviour. An understanding of the reason/motivation for the formation of informal (political) groups or cliques. Having established the reason why political groups form will enable a manager to manage them more effectively. Confront political game players. Managers must address all forms of possible political behaviour in a serious manner. Understanding the organisation’s strategy, goals and action plans. All employees need to know exactly what direction the organization is moving in and what is in it for them. It is management’s task to ensure this open and clear communication, to prevent fears and political behaviour. Tie resource allocation and rewards to strategy. This can be achieved by ensuring that the criteria for the allocation of rewards is straight forward and understood by all. Reward systems must, furthermore, be directly linked to performance. There should also be transparency in decision-making. Isolate resource acquisition from internal operations. It is necessary to clearly specify the conditions and ground rules for the acquisition of resources to ensure that the process is transparent. The conclusion reached is that political behaviour in organizations can be managed constructively to build win-win relationships.
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Smith, Peter B. "Towards studies of organizational behaviour with greater local relevance." Pontificia Universidad Católica del Perú, 2012. http://repositorio.pucp.edu.pe/index/handle/123456789/101027.

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Theories of organizational behaviour mostly originated in North America. In testing their applicability elsewhere, attention must be given to differences in local environments and in the values of local employees. Within Latin America, the prevalence of high collectivism and power distance are particularly important. Employees’ attachment to their organization has been shown to differ within collectivistic cultures. The argument is illustrated by two Latin American studies. Firstly, the ways in which managers handle work events within Mexico, Colombia, Brazil, Chile and Argentina are compared. Secondly, cross-national work problems of employees from these countries are surveyed. The results emphasize the need to take account of variability within the region, and the need to use measures that capture locally important issues.
Las teorías del comportamiento organizacional se han originado principalmente en América del Norte. Al probar su aplicabilidad en otras regiones culturales, debe prestarse atención a las diferencias en los ambientes y en los valores de los empleados locales. Dentro de Latinoamérica, la prevalencia de altos niveles de colectivismo y distancia al poder es particularmente importante. En ese sentido, se ha demostrado que el apego de los empleados hacia su organización difiere dentro de las culturas colectivistas. El argumento se ilustra por dos estudios latinoamericanos. En el primero, se compara la forma en que los gerentes manejan los eventos laborales dentro de México, Colombia, Brasil, Chile y Argentina. En el segundo, se examinan los problemas laborales transnacionales de los empleados de estos países. Los resultados enfatizan la necesidad de utilizar medidas que capturen aspectos localmente importantes.
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Laka-Mathebula, Mmakgomo Roseline. "Modelling the relationship between organizational commitment, leadership style, human resources management practices and organizational trust." Pretoria : [s.n.], 2004. http://upetd.up.ac.za/thesis/available/etd-07062004-112817.

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Lillevik, Waheeda Jain Harish C. "Individual differences in group interaction behaviour Cultural differences in the exhibition of organizational citizenship behaviours /." *McMaster only, 2005.

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Miller, Susan J. "Successfully implementing strategic decisions : the implementation of top level decisions in organizations." Thesis, University of Bradford, 1990. http://hdl.handle.net/10454/2816.

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This thesis investigates the implementation of eleven strategic decisions in six organizations. The decisions concern the installation of new technology, the carrying out of various building programmes and the re-organization of organizational structures The organizations comprise a university, a water authority, two mail order companies and two chemical firms. The objective is to describe and explain implementation processes and outcomes. To this end, eleven independent variables and three dependent variables are distinguished. These conceptualise the success of implementation outcomes and define the factors which affect the level of success. Two groupings are isolated within the independent variables. The 'Enabler' group of variables is concerned with how familiar people are with what has to be implemented, the priority of implementation, having enough resources available, having a favourable organizational structure and maintaining a flexible approach during implementation. All these factors help to secure a moderate degree of success. However the second grouping of variables - the 'Realizers' - are required to achieve the highest level of success in implementation. These are to do with being clear about what has to be done and being able to evaluate what has been achieved, enjoying favourable conditions and support inside the organization, and having a little luck along the way. Conclusions are drawn about the levels of risk associated with implementing different topics and the steps which managers can take to reduce risk and enhance the chances of success.
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Books on the topic "Organizational behaviour"

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Kreitner, Robert. Organizational behaviour. London: McGraw-Hill, 1999.

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Marshall, Hunt David, ed. Organizational behaviour. Boston, Mass: PWS-Kent Publishing Co., 1991.

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Buchanan, David A. Organizational behaviour. 7th ed. Harlow, England: Financial Times Prentice Hall, 2010.

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Robbins, Stephen P. Organizational behaviour. New York, NY: Pearson Financial Times, 2010.

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Robbins, Stephen P. Organizational behaviour. New York, NY: Pearson Financial Times, 2010.

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Andrzej, Huczynski, ed. Organizational behaviour. 7th ed. Harlow, England: Financial Times Prentice Hall, 2010.

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1956-, French Ray, and Schermerhorn John R, eds. Organizational behaviour. Hoboken, NJ: John Wiley & Sons, 2008.

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H, Maidment Fred, ed. Organizational behaviour. Guildford: Dushkin/McGraw-Hill, 1999.

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McShane, Steven Lattimore. Canadian organizational behaviour. 6th ed. Toronto: McGraw-Hill Ryerson, 2006.

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Lee, Robert, and Peter Lawrence. Organizational Behaviour (RLE: Organizations). Routledge, 2013. http://dx.doi.org/10.4324/9780203370407.

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Book chapters on the topic "Organizational behaviour"

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Dainty, Paul. "Organizational Behaviour." In The MBA Companion, 241–58. London: Macmillan Education UK, 2008. http://dx.doi.org/10.1007/978-1-137-29456-2_16.

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Shafritz, Jay M., E. W. Russell, Christopher P. Borick, and Albert C. Hyde. "Organizational Behaviour." In Introducing Public Administration, 281–311. 10th ed. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003191322-8.

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Colovic, Gordana. "Organizational behaviour." In Strategic Management in the Garment Industry, 164–96. London: CRC Press, 2024. http://dx.doi.org/10.1201/9781003476955-6.

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Knox, Simon. "Organizational Buyer Behaviour." In Marketing Management, 62–76. London: Macmillan Education UK, 2000. http://dx.doi.org/10.1007/978-1-137-26638-5_5.

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Mcdonald, Malcolm, and Ailsa Kolsaker. "Organizational Buying Behaviour." In MBA Marketing, 40–57. London: Macmillan Education UK, 2014. http://dx.doi.org/10.1007/978-1-137-30028-7_3.

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McDonald, Malcolm, Martin Christopher, and Margrit Bass. "Organizational buyer behaviour." In Marketing, 22–40. London: Macmillan Education UK, 2003. http://dx.doi.org/10.1007/978-1-4039-3741-4_2.

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Thompson, Paul, and David McHugh. "Regulating organizational behaviour?" In Work Organisations, 260–96. London: Macmillan Education UK, 1995. http://dx.doi.org/10.1007/978-1-349-24223-8_9.

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Phadtare, Milind Trivikram. "Organizational Buyer Behaviour." In Project Marketing, 36–49. London: Routledge India, 2022. http://dx.doi.org/10.4324/9780429329647-4.

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Bratton, John, Peter Sawchuk, Carolyn Forshaw, Militza Callinan, and Martin Corbett. "Organizational design." In Work and Organizational Behaviour, 277–306. London: Macmillan Education UK, 2010. http://dx.doi.org/10.1007/978-0-230-36602-2_10.

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Bratton, John, Peter Sawchuk, Carolyn Forshaw, Militza Callinan, and Martin Corbett. "Organizational culture." In Work and Organizational Behaviour, 328–57. London: Macmillan Education UK, 2010. http://dx.doi.org/10.1007/978-0-230-36602-2_12.

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Conference papers on the topic "Organizational behaviour"

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Li, Hongying, and Yanling Cao. "Employee-Organization Relationship and Organizational Citizenship Behaviour: The Roles of Organizational Identification and Leader-Member Exchange." In 2020 6th International Conference on Social Science and Higher Education (ICSSHE 2020). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/assehr.k.201214.092.

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Zhao, Fang, and Peter Choma. "A Business Excellence and Sustainability Model and its Operationalization." In Annual International Conference on Business Strategy and Organizational Behaviour. Global Science and Technology Forum (GSTF), 2012. http://dx.doi.org/10.5176/2251-1970_bizstrategy13.

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Borg, Erik A., and Karl Gratzer. "Theories of Brands and Entrepreneurship: Conceptualising Brand Strategies." In Annual International Conference on Business Strategy and Organizational Behaviour. Global Science & Technology Forum (GSTF), 2013. http://dx.doi.org/10.5176/2251-1970_bizstrategy13.05.

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Del Baldo, Mara. "To the roots of CSR and sustainability: the “proximity” to the territory - The Italian family SMEs’ experience." In Annual International Conference on Business Strategy and Organizational Behaviour. Global Science and Technology Forum (GSTF), 2012. http://dx.doi.org/10.5176/2251-1970_bizstrategy19.

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Norek, Tomasz. "Determinants of innovative capacity of SME sector in Poland: Strategic implications for the innovation of the national economy." In Annual International Conference on Business Strategy and Organizational Behaviour. Global Science and Technology Forum (GSTF), 2012. http://dx.doi.org/10.5176/2251-1970_bizstrategy21.

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"The Sad Banker The Return on Investment of Positive Strengths." In Annual International Conference on Business Strategy and Organizational Behaviour. Global Science and Technology Forum (GSTF), 2012. http://dx.doi.org/10.5176/2251-1970_bizstrategy04.

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Suetin, Alexander. "Horizons and Limits for International Financial Markets." In Annual International Conference on Business Strategy and Organizational Behaviour. Global Science and Technology Forum (GSTF), 2012. http://dx.doi.org/10.5176/2251-1970_bizstrategy09.

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West, David, Margaret Young, and Jane Quillien. "Foundational Skills for Strategic Thinking." In Annual International Conference on Business Strategy and Organizational Behaviour. Global Science and Technology Forum (GSTF), 2012. http://dx.doi.org/10.5176/2251-1970_bizstrategy12.

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Le Roy, Frédéric, and Marc Robert Frank Lasch. "Vertical Cooperation or Coopetition: Which Strategy for Innovation?" In Annual International Conference on Business Strategy and Organizational Behaviour. Global Science and Technology Forum (GSTF), 2012. http://dx.doi.org/10.5176/2251-1970_bizstrategy14.

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Chang, Cheng-Ping. "The Correlation between Employee Information Literacy and Employee Creativity." In Annual International Conference on Business Strategy and Organizational Behaviour. Global Science & Technology Forum (GSTF), 2014. http://dx.doi.org/10.5176/2251-1970_bizstrategy14.04.

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Reports on the topic "Organizational behaviour"

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Herrera, Cristian. How do strategies to change organizational culture affect healthcare performance? SUPPORT, 2016. http://dx.doi.org/10.30846/1608114.

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‘Organizational culture’ refers to characteristics shared by people who work within the same organization. These characteristics may include beliefs, values, norms of behaviour, routines, and traditions. The management of organizational culture is viewed increasingly as a necessary part of health system reform. It is therefore important for policymakers to be aware how strategies to improve organizational culture affect healthcare performance.
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Deal, Jennifer, Kristin Cullen, Sarah Stawiski, William Gentry, and Marian Ruderman. World Leadership Survey Biannual Report on Employee Commitment and Engagement 2013–2014. Center for Creative Leadership, 2015. http://dx.doi.org/10.35613/ccl.2015.2048.

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" From the Executive Summary: ""The purpose of the World Leadership Survey (WLS) is to provide a window into how professionals, managers, and executives view their life within the organization. This view of the employee experience will help leaders of organizations understand what employees experience, and what the organization can do to improve commitment and reduce turnover. The good news for organizations in the United States and Canada (the sample for this report) is that respondents are mostly committed to their organizations, satisfied with their jobs and their pay, work more than the typical 40-hour workweek, and do not currently intend to leave their jobs. The professionals, managers, and executives surveyed feel supported by their organization and by their direct supervisor, and think that their organizations are economically stable. Unfortunately they also feel overloaded, with their work disproportionately interfering with the rest of life, and that there is a high level of political behavior within their organization. Both overload and overt political behavior can reduce individual and organizational effectiveness. This report describes the current employee experience, and what organizations can focus on to maintain and improve commitment and engagement."
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Bauer, Travis L., and Tom Rego Brounstein. Inferring Organizational Structure from Behavior. Office of Scientific and Technical Information (OSTI), February 2015. http://dx.doi.org/10.2172/1494636.

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Spilimbergo, Antonio. Testing the Hypothesis of Collusive Behavior Among Organization of the Petroleum Exporting Countries (OPEC) Members. Inter-American Development Bank, September 1995. http://dx.doi.org/10.18235/0011610.

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This paper presents a test to discriminate among behaviors of producers of exhaustible resources. The behavior of a competitive producer of an exhaustible resource should follow an Euler equation. The existence of futures markets allows us to sidestep the difficult issues related to estimating future prices and demand. This theoretical framework is used to test the hypothesis of collusive Organization of the Petroleum Exporting Countries (OPEC) behavior between 1983 and 1991.
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Grupen, Roderic A. A Developmental Organization for Robot Behavior. Fort Belvoir, VA: Defense Technical Information Center, January 2005. http://dx.doi.org/10.21236/ada439094.

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SUN, JUNJIANG, GUOPING QIAN, Shuqi Yue, and Anna szumilewicz. Factors influencing physical activity in pregnant women from the perspective of a socio-ecological model: A systematic review. INPLASY - International Platform of Registered Systematic Review and Meta-analysis Protocols, November 2022. http://dx.doi.org/10.37766/inplasy2022.11.0073.

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Review question / Objective: The main aim of this review is to analyse the impact factors of material physical activity in an ecological model and to analyse differences in influencing factors between pregnant women's PA and moderate-to-vigorous intensity physical activity (MVPA) , provide a reference for the research, intervention, and policy designation of maternal physical activity. Rationale: In combination with McLeroy et al. (1988)behavior is viewed as being determined by the following: (1) Personal level: the internal factors of the individual characteristics,(sociodemographic and biological, behavior, psychological ); (2) interpersonal level: interpersonal processes and primary groups-formal and informal social network and social support systems,(eg: family、public, etc.); (3)organization level: social institutions with organizational characteristics, such as health services, gyms and may also include influences from health care providers and Physical activity consultant, etc.; (4) community level: relationships among organizations, institutions, and informal networks within defined boundaries，（eg： appropriate facilities、living environment, etc.); and finally (5) public policy level: local, state, and national laws and policies.
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Hoang, Thu. Reconceptualizing Organizational Commitment Using the Theory of Reasoned Action: Testing Antecedents of Multiple Organizational Behaviors. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.109.

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Agyeman, Dominic, and John Casterline. Social organization and reproductive behavior in southern Ghana. Population Council, 2002. http://dx.doi.org/10.31899/pgy6.1070.

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Tim Sainburg, Tim Sainburg. Interspecies variation in the organization of natural animal behavior. Experiment, September 2023. http://dx.doi.org/10.18258/55940.

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Maceira, Daniel, and Maria Victoria Murillo. Social Sector Reform in Latin America and the Role of Unions. Inter-American Development Bank, July 2001. http://dx.doi.org/10.18235/0010797.

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This paper analyzes the reaction of teachers' and doctors' unions to a series of social sector reforms in the region, including administrative decentralization, provider payment mechanisms, and the introduction of performance evaluation and private provision. It combines the literature of economics and political science to understand the conditions that shape different patterns of union behavior and their effect on policy implementation. The paper suggests that the main conditions influencing union behavior in the health sector are related to the structure of the market (size and level of competition) due to the predominance of the private-public mix in its employment. In education, where the public sector is the main employer, political alignments and the organizational features of teachers' associations also play an important role in explaining the behavior of providers' organizations. Considering the exogenous character of most of these variables, the paper concludes by making some policy suggestions to align the objectives of unions and policymakers through regulatory reforms.
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