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Journal articles on the topic 'Organizational patternsm'

Author: Grafiati
Published: 4 June 2021
Last updated: 10 February 2022

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1

Booch, Grady. "Architectural Organizational Patterns." IEEE Software 25, no. 3 (May 2008): 18–19. http://dx.doi.org/10.1109/ms.2008.56.

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Mousa, Wisam Ibrahim, Ameer Jawad Kadhim Al-msary, and Oday Hussein Ali. "Patterns of the Organizational Structure and its Impact in Meeting the Requirements of the Learn Organization: Applied Research in the Distribution Company of Oil Products in Basra." International Journal of Psychosocial Rehabilitation 24, no. 03 (February 18, 2020): 1199–214. http://dx.doi.org/10.37200/ijpr/v24i3/pr200871.

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3

Kolp, Manuel, and Stéphane Faulkner. "Patterns for Organizational Modeling." International Journal of Enterprise Information Systems 3, no. 3 (July 2007): 1–22. http://dx.doi.org/10.4018/jeis.2007070101.

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4

Ardito, Carmelo, Ugo Barchetti, Antonio Capodieci, Annalisa Guido, and Luca Mainetti. "Business Process Design Meets Business Practices Through Enterprise Patterns." International Journal of e-Collaboration 10, no. 1 (January 2014): 57–73. http://dx.doi.org/10.4018/ijec.2014010104.

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Every day companies deal with internal problems in order to manage human resources during the execution of business processes. The ability to quickly identify and rapidly apply effective business practices to recurring problems becomes crucial in order to improve the efficiency of the organization. To seize the opportunity of adapting their business practices to emerging organizational forms (Extended Enterprise, Virtual Enterprise) and to reuse the expertise of knowledge workers – who are central to an organization's success – companies are required to face several challenges. This paper presents a set of business patterns useful in resolving emerging organizational issues to support the activities of knowledge workers, increase their productivity and their ability to find the information they need, and enable collaboration with colleagues without changing their habits. Also it describes a real case study and a software system that allows companies to introduce these business patterns in the workplace, adopting an Enterprise 2.0 approach.
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5

Yanti, Maria Fifi, and Henni Gusfa. "HIPMI ORGANIZATION COMMUNICATION PATTERNS IN THE "HIPMI GOES TO SCHOOL" PROGRAM." International Journal of Research -GRANTHAALAYAH 8, no. 4 (May 12, 2020): 327–39. http://dx.doi.org/10.29121/granthaalayah.v8.i4.2020.47.

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The Indonesian Young Entrepreneurs Association (HIPMI) is an organization focused on developing entrepreneurship among Indonesia's young generation. This study intends to determine the communication patterns of HIPMI in implementing HIPMI Goes to School. This study aims to identify the flow of messages, barriers in the communication patterns of HIPMI through the HIPMI Goes to School program to foster the spirit of Social Entrepreneur in Indonesia's young generation. This research uses a case study method with a paradigm of the constructivist approach. Data obtained through in-depth interviews, literature study, observation, and internet searching. The data analysis techniques are carried out, through several stages, namely data reduction, data collection, data presentation, drawing conclusions, and evaluations. The results of the HIPMI organizational communication pattern research in implementing the HIPMI Goes to School program is the Triangle Pipe pattern. The obstacles in the organization's communication patterns in the HIPMI Goes to School activities are more on the busyness and time distribution of members who have other duties besides organizational tasks. The role in organizational communication patterns in HIPMI Goes to School activities is carried out following their respective responsibilities, both those that act as opinion leaders, gatekeepers, bridges, cosmopolites, liaison, and isolates.
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6

Laing, Angus, and Seonaidh Cotton. "Patterns of inter-organizational purchasing." European Journal of Purchasing & Supply Management 3, no. 2 (June 1997): 83–91. http://dx.doi.org/10.1016/s0969-7012(96)00020-2.

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7

Johnson, Cathryn, Stephanie J. Funk, and Jody Clay-Warner. "Organizational Contexts and Conversation Patterns." Social Psychology Quarterly 61, no. 4 (December 1998): 361. http://dx.doi.org/10.2307/2787035.

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8

Salem, Philip J., and C. Erik Timmerman. "Emergent Patterns in Organizational Communication." Management Communication Quarterly 31, no. 1 (December 30, 2016): 153–56. http://dx.doi.org/10.1177/0893318916680760.

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9

Pentland, Brian T., and Thorvald Hærem. "Organizational Routines as Patterns of Action: Implications for Organizational Behavior." Annual Review of Organizational Psychology and Organizational Behavior 2, no. 1 (April 10, 2015): 465–87. http://dx.doi.org/10.1146/annurev-orgpsych-032414-111412.

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10

Glor, Eleanor D. "Identifying Organizational Patterns: Normative and Empirical Criteria for Organizational Redesign." Journal of Public Affairs Education 14, no. 3 (December 2008): 311–33. http://dx.doi.org/10.1080/15236803.2008.12001528.

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11

Hein-Pensel, Franziska, Karin Knorr, Simon Oertel, and Kirsten Thommes. "Incongruent Patterns of Organizational Identity Crafting by Different Organizational Actors." Academy of Management Proceedings 2021, no. 1 (August 2021): 15048. http://dx.doi.org/10.5465/ambpp.2021.15048abstract.

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12

Asnar, Yudis, Fabio Massacci, Ayda Saidane, Carlo Riccucci, Massimo Felici, Alessandra Tedeschi, Paul El-Khoury, Keqin Li, Magali Séguran, and Nicola Zannone. "Organizational Patterns for Security and Dependability." International Journal of Secure Software Engineering 2, no. 3 (July 2011): 1–22. http://dx.doi.org/10.4018/jsse.2011070101.

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Designing secure and dependable IT systems requires a deep analysis of organizational as well as social aspects of the environment where the system will operate. Domain experts and analysts often face security and dependability (S&D) issues they have already encountered before. These concerns require the design of S&D patterns to facilitate designers when developing IT systems. This article presents the experience in designing S&D organizational patterns, which was gained in the course of an industry lead EU project. The authors use an agent-goal-oriented modeling framework (i.e., the SI* framework) to analyze organizational settings jointly with technical functionalities. This framework can assist domain experts and analysts in designing S&D patterns from their experience, validating them by proof-of-concept implementations, and applying them to increase the security level of the system.
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13

Fitriani, Fitriani. "Organizational Communication Patterns In Disaster Management." Musamus Journal of Public Administration 1, no. 1 (July 18, 2018): 41–46. http://dx.doi.org/10.35724/mjpa.v1i1.3040.

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The research objective is to find out the right communication patterns used in disaster management by organizations. This research uses descriptive qualitative research methods with literate data collection techniques. The results of this study indicate that organizations can use star communication patterns and chain communication patterns, Star communication patterns are used to communicate in general, where superiors directly communicate with subordinates and subordinates directly communicate to superiors without intermediaries from others. For the chain pattern in the organization is used to provide information that is announcement from one division to all employees that must be submitted through the division. Communication from superiors to subordinates in the form of work or task instructions. Communication from subordinates to superiors is communication in the form of work reports, information about disasters and advice.
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14

Bareil, Céline, André Savoie, and Sophie Meunier. "Patterns of Discomfort with Organizational Change." Journal of Change Management 7, no. 1 (March 2007): 13–24. http://dx.doi.org/10.1080/14697010701232025.

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15

Delany, Peter J., Kirk M. Broome, Patrick M. Flynn, and Bennett W. Fletcher. "Treatment Service Patterns and Organizational Structures." Journal of Adolescent Research 16, no. 6 (November 2001): 590–607. http://dx.doi.org/10.1177/0743558401166004.

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16

Marsick, Victoria J. "Different organizational worlds: Patterns and implications." New Directions for Adult and Continuing Education 1988, no. 38 (1988): 97–106. http://dx.doi.org/10.1002/ace.36719883810.

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17

Kragh, Simon Ulrik. "Preindustrial patterns in Chinese organizational culture." International Journal of Human Resource Management 23, no. 11 (June 2012): 2354–73. http://dx.doi.org/10.1080/09585192.2011.633277.

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18

Ronchetto, John R., Michael D. Hutt, and Peter H. Reingen. "Embedded Influence Patterns in Organizational Buying Systems." Journal of Marketing 53, no. 4 (October 1989): 51–62. http://dx.doi.org/10.1177/002224298905300404.

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The organizational buying system concept is introduced as an organizing framework for exploring the patterned, repeated interactions that characterize ongoing purchasing processes. Applying a structural perspective to the study of influence, the authors assert that organizational actors derive influence from the position they occupy within the buying system. An analysis of a 171-member organizational network demonstrates that individual influence in organizational buying is derived from properties of both the formal and the informal structures.
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19

Baum, Joel A. C. "INERTIAL AND ADAPTIVE PATTERNS IN ORGANIZATIONAL CHANGE." Academy of Management Proceedings 1990, no. 1 (August 1990): 165–69. http://dx.doi.org/10.5465/ambpp.1990.4978497.

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20

Ronchetto, John R., Michael D. Hutt, and Peter H. Reingen. "Embedded Influence Patterns in Organizational Buying Systems." Journal of Marketing 53, no. 4 (October 1989): 51. http://dx.doi.org/10.2307/1251379.

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21

Matutinović, Igor. "Organizational patterns of economies: an ecological perspective." Ecological Economics 40, no. 3 (March 2002): 421–40. http://dx.doi.org/10.1016/s0921-8009(02)00007-1.

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22

Entin, Elliot E., Frederick J. Diedrich, and Brian Rubineau. "Adaptive Communication Patterns in Different Organizational Structures." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 47, no. 3 (October 2003): 405–9. http://dx.doi.org/10.1177/154193120304700333.

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23

Sune, Albert, and Jenny Gibb. "Dynamic capabilities as patterns of organizational change." Journal of Organizational Change Management 28, no. 2 (April 13, 2015): 213–31. http://dx.doi.org/10.1108/jocm-01-2015-0019.

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Purpose – In this paper the authors explore the managerial processes involved in deep, purposeful organizational change. The authors investigate change towards a goal-directed end state and the managerial actions involved in reaching it. The purpose of this paper is to identify patterns of organizational change by analysing how variations occurred in a firm’s resources and capabilities at a time of high internal and external uncertainty. Design/methodology/approach – The authors use a longitudinal in-depth case study on the airline Spanair. The authors analyse the change process this airline engaged in between 2007 and 2012, which was considered the most turbulent period in aviation history. The authors followed the grounded theory approach to induce a strategic capability pattern model from secondary data. Findings – The authors identify a capability pattern with four dynamic capabilities: adding, transferring, integrating and shedding; and two higher-order capabilities: goal development and change orchestration. The authors show how the higher-order capability processes are performed by two levels of decision makers, where one creates a goal-directed path, and the other performs a central role in orchestrating change. Originality/value – Using the teleological approach the authors identify how top management orchestrate change arising from the dynamic capability process outcomes in a top-down and bottom-up manner. As such the authors show how the role of management becomes fundamental in adjusting the capabilities required to meet the goals set, particularly in times of heightened internal and external environmental turbulence. The authors also emphasize the importance of providing bottom-up advice to goal directors.
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24

Gerstner, Ansgar. "Leadership and organizational patterns in the Daodejing." Journal of Management Development 30, no. 7/8 (July 19, 2011): 675–84. http://dx.doi.org/10.1108/02621711111150191.

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25

Renzi, Antonio, Giuseppe Sancetta, and Beatrice Orlando. "Risk patterns, structural characteristics, and organizational configurations." Strategic Change 26, no. 4 (July 2017): 373–83. http://dx.doi.org/10.1002/jsc.2138.

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26

Gómez González, María de los Ángeles, and Ana Patricia García Varela. "Discourse-organizational patterns in English and Spanish." Revista Española de Lingüística Aplicada/Spanish Journal of Applied Linguistics 27, no. 1 (August 8, 2014): 87–117. http://dx.doi.org/10.1075/resla.27.1.04gom.

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Cast within the framework of Systemic Functional Linguistics, this paper sheds new light on the ‘thematic management’ of discourse and its interaction with ‘rhetorical management’ in particular, by exploring how the interplay between thematic structure and thematic progression is instantiated in a specific genre, news reports, in English and Spanish. The study shows that, even though there exist a number of differences that are language-determined, genre constraints seem to exert a greater influence because, generally speaking, English and Spanish news reports show greater similarities than differences.
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27

Poitras, Jean, and Aurélia Le Tareau. "Dispute resolution patterns and organizational dispute states." International Journal of Conflict Management 19, no. 1 (February 15, 2008): 72–87. http://dx.doi.org/10.1108/10444060810849191.

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28

Kikulis, Lisa M., Trevor Slack, and C. R. Hinings. "SECTOR-SPECIFIC PATTERNS OF ORGANIZATIONAL DESIGN CHANGE." Journal of Management Studies 32, no. 1 (January 1995): 67–100. http://dx.doi.org/10.1111/j.1467-6486.1995.tb00646.x.

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29

Daniels, Michael A., and Sandra L. Robinson. "The Shame of It All: A Review of Shame in Organizational Life." Journal of Management 45, no. 6 (January 23, 2019): 2448–73. http://dx.doi.org/10.1177/0149206318817604.

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Shame is a powerful and relevant discrete emotion in the workplace, as organizations are rife with potential to induce shame, and reactions to shame relate to important organizationally relevant outcomes. In this article, we review shame-related research from a variety of disciplines, integrating and identifying common patterns to better understand the shame process as it relates to organizational life. In doing so, we develop a framework that outlines the more internal psychological processes at the heart of the emotion of shame and situates these processes within the context of organizations. This framework highlights the organizational factors that help instigate shame in employees (i.e., unintentional shame triggers and purposeful shaming behaviors) as well as the behavioral outcomes important to organizations (i.e., prosocial, withdrawal, and aggressive behaviors) and provides insights regarding moderators that likely impact this process. In addition, we discuss future research implications as they pertain to each of the components in our framework, hoping that our article not only improves our understanding of organizational shame but encourages much-needed future research on it.
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Hoffi-Hofstetter, Hila, and Bilha Mannheim. "Managers' coping resources, perceived organizational patterns, and responses during organizational recovery from decline." Journal of Organizational Behavior 20, no. 5 (September 1999): 665–85. http://dx.doi.org/10.1002/(sici)1099-1379(199909)20:5<665::aid-job920>3.0.co;2-v.

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31

Farahmand, Nasser Fegh-hi. "Organizational Business Interest as Organizational Request." European Journal of Sustainable Development 1, no. 3 (October 1, 2012): 509. http://dx.doi.org/10.14207/ejsd.2012.v1n3p509.

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Making a difference in organization or creating the very best product or service on themarket or simply doing something loves to do. Furthermore, it seems that the emphasis onorganizational empowerment as structure, and systems has not yielded the desired results assome of the companies where these variables have been changed, after sometime, wentback to experiencing declining performance. It is therefore obvious that more researchneeds to be done to identify characteristics that enhance organizational performance.Implementing good environmental and organizational practices is good organizationalbusiness it can give a competitive advantage. This article attempts to explain theorganizational business interest by patterns of thinking. Organizations use organizationalresources as the basic ingredient for all that is required for their operations. They aretherefore eager to maintain and improve the quantity of expendable organizationalresources by not only resources utilization, but by also identifying, nurturing andmaintaining characteristics that promote organizational performance. The key toorganization success is having a organizational business interest in place. Whetherorganization is about to launch a start-up or organization have been in organizationalbusiness for years, organizational business' direction is guided by your organizationalbusiness interest. In spite of this general awareness, such long-term organizational business,strategic-level interest of organizational business has been lacking in most organizations.
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32

Donaldson, Stewart I., Steve Sussman, Clyde W. Dent, Herbert H. Severson, and Jacqueline L. Stoddard. "Health Behavior, Quality of Work Life, and Organizational Effectiveness in the Lumber Industry." Health Education & Behavior 26, no. 4 (August 1999): 579–91. http://dx.doi.org/10.1177/109019819902600413.

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A major incentive for work-site health promotion activities has been the promise of increased company profitability. Some critics have challenged the economic argument based on distal outcomes such as increased employee longevity and less morbidity later in life. The purpose of this study was to examine the relationships between employee health behavior, quality of work life, and proximal organizationally valued outcomes. Data were collected from a stratified random sample of employees working at Pacific Lumber Company ( N = 146), the largest single-site lumber mill in California. Although employee sleep patterns predicted health care utilization and psychological well-being, for the most part employee health behaviors were not strong predictors of proximal organizational effectiveness factors. However, quality-of-work-life factors significantly predicted organizational commitment, absenteeism, and tardiness frequency. The findings suggest the value of improving the system of work in which employees are embedded as part of comprehensive work-site health promotion efforts.
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33

Kahn, William A. "Caring for the Caregivers: Patterns of Organizational Caregiving." Administrative Science Quarterly 38, no. 4 (December 1993): 539. http://dx.doi.org/10.2307/2393336.

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34

Putnam Rankin, Caddie, and Todd Matthews. "Patterns of Organizational Diffusion in B Corps Certification." Academy of Management Proceedings 2018, no. 1 (August 2018): 14668. http://dx.doi.org/10.5465/ambpp.2018.14668abstract.

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35

KRALEWSKI, JOHN E., and CARYL CARPENTER. "Patterns of Medical Practice: Some Professional-Organizational Challenges." Frontiers of Health Services Management 3, no. 1 (August 1986): 40–44. http://dx.doi.org/10.1097/01974520-198608000-00005.

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36

Sill, Alan. "Emerging Standards and Organizational Patterns in Cloud Computing." IEEE Cloud Computing 2, no. 4 (July 2015): 72–76. http://dx.doi.org/10.1109/mcc.2015.76.

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37

Trehub, Sandra E., Leigh A. Thorpe, and Barbara A. Morrongiello. "Organizational Processes in Infants' Perception of Auditory Patterns." Child Development 58, no. 3 (June 1987): 741. http://dx.doi.org/10.2307/1130211.

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38

McWilliams, J. Michael, Michael E. Chernew, Jesse B. Dalton, and Bruce E. Landon. "Outpatient Care Patterns and Organizational Accountability in Medicare." JAMA Internal Medicine 174, no. 6 (June 1, 2014): 938. http://dx.doi.org/10.1001/jamainternmed.2014.1073.

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39

NORTA, ALEX, and PAUL GREFEN. "DISCOVERING PATTERNS FOR INTER-ORGANIZATIONAL BUSINESS PROCESS COLLABORATION." International Journal of Cooperative Information Systems 16, no. 03n04 (September 2007): 507–44. http://dx.doi.org/10.1142/s0218843007001664.

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In the area of business-to-business (B2B) collaboration for manufacturing, original equipment manufacturers (OEMs) are confronted with the problem of spending considerable time and effort on coordinating suppliers across multiple tiers of their supply chain. In tightly integrated supply chains, the failure of providing services and goods on time leads to interruptions of the overall production and subsequently results in customer dissatisfaction. This paper proposes the concept of electronic Sourcing eSourcing as a consolidating approach for improving the coordination of service provision across several tiers of a supply chain. eSourcing allows for the harmonization of heterogenous system environments of collaborating parties without requiring a total disclosure of internal business details to the counterpart. Furthermore, with tool support in eSourcing, it is possible to verify the correct termination of processes and the contractual adherence of service provision without imposing fixed standardized routing. In this paper features of the eSourcing concept are analyzed in a pattern-based way. This paper pursues an analysis of eSourcing patterns in a top-down way for constructing collaboration configurations. The discovered and specified eSourcing construction patterns of this paper are instrumental in the EU-FP6 project CrossWork for conducting case studies with industry partners from the automobile industry.
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Pentland, Brian T., Thorvald Hærem, and Derek Hillison. "Comparing Organizational Routines as Recurrent Patterns of Action." Organization Studies 31, no. 7 (July 2010): 917–40. http://dx.doi.org/10.1177/0170840610373200.

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41

Verstynen, Timothy D., David Badre, Kevin Jarbo, and Walter Schneider. "Microstructural organizational patterns in the human corticostriatal system." Journal of Neurophysiology 107, no. 11 (June 1, 2012): 2984–95. http://dx.doi.org/10.1152/jn.00995.2011.

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The axons that project into the striatum are known to segregate according to macroscopic cortical systems; however, the within-region organization of these fibers has yet to be described in humans. We used in vivo fiber tractography, in neurologically healthy adults, to map white matter bundles that originate in different neocortical areas, navigate complex fiber crossings, and project into the striatum. As expected, these fibers were generally segregated according to cortical origin. Within a subset of pathways, a patched pattern of inputs was observed, consistent with previous ex vivo histological studies. In projections from the prefrontal cortex, we detected a topography in which fibers from rostral prefrontal areas projected mostly to rostral parts of the striatum and vice versa for inputs originating in caudal cortical areas. Importantly, within this prefrontal system there was also an asymmetry in the subset of divergent projections, with more fibers projecting in a posterior direction than anterior. This asymmetry of information projecting into the basal ganglia was predicted by previous network-level computational models. A rostral-caudal topography was also present at the local level in otherwise somatotopically organized fibers projecting from the motor cortex. This provides clear evidence that the longitudinal organization of input fields, observed at the macroscopic level across cortical systems, is also found at the microstructural scale at which information is segregated as it enters the human basal ganglia.
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Mozaffari, Fatemeh, and Hamid Allami. "Organizational Patterns of English Language Teachers’ Repair Practices." Iranian Journal of Applied Linguistics 20, no. 1 (April 1, 2017): 151–84. http://dx.doi.org/10.29252/ijal.20.1.151.

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43

Abdelkafi, Mahdi, Wassim Chtourou, and Lotfi Bouzguenda. "Discovering and Evaluating Workflow Organizational Patterns from Events Log." International Journal of Agent Technologies and Systems 6, no. 4 (October 2014): 19–34. http://dx.doi.org/10.4018/ijats.2014100102.

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This paper contributes to address an important issue in Workflow mining: organizational patterns mining issue. First, it reveals a critical and comparative study of three representative Workflow mining systems (InWolve, WorkflowMiner and ProM). The major drawback of these systems is their inability to deal with organizational patterns mining. This work considers organizational patterns as being social structures defining the activity distribution among actors involved in the Workflow, as well as the interaction protocols ruling the communications between them. To compensate the previous drawback, the paper proposes an agent based approach that includes an Events Log model integrating the interactions among actors using a performative-based enrichment of Events Log. This paper also gives the principles of organizational patterns mining and shows how evaluate the quality of discovered patterns and notably the organizational structures in terms of flexibility, efficiency and robustness. Finally, it describes DiscoopFlow that implements a crisis case study to validate the contributions.
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Setiawan, Iwan, Irfan Goffary, and Mohamad Hamim. "Indigenous Religion’s Strategy in Maintaining their Belief." International Journal of Islamic Khazanah 10, no. 2 (July 31, 2020): 52–59. http://dx.doi.org/10.15575/ijik.v10i2.8417.

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The purpose of this study is to discuss the patterns of strategy adherents of the Madrais or the Djawa Sunda Religion (ADS) in Cigugur, Indonesia, in maintaining their trust. This study uses a qualitative approach to the descriptive-analytic method through literature studies. Data obtained through the review of the literature and then analyzed using content analysis (content analysis) using Miles and Crow's theory of "organizational strategy." The results showed that the pattern of the strategy of adherents of the teachings of Madrais in maintaining its beliefs seen in several ways, namely: the model of prospectors, defenders, analyzers, and reactors. The prospector pattern means forming a new form of organization. The model of defenders means to survive for the stability of the organization's existence. Pattern analyzers mean dealing with internal consolidation to find an organization's safe position. Finally, the pattern of reactors is forced to succumb because of external threats and pressures and is unable to fight them.
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مصطفى ابوحجل, محمد. "دور الثقافة التنظيمية على اداء العاملين بجهاز المغتربين." Omdurman Islamic University Journal 16, no. 1 (September 22, 2020): 124–62. http://dx.doi.org/10.52981/oiuj.v16i1.1591.

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The problem of the research was that the performance of the expatriate system suffers from weakness and this may be caused by the prevailing organizational culture in the apparatus that is required to improve the performance of the employees. The problem of research is the following questions: Main: Is there a role of organizational culture on the performance of workers in the expatriate system. Sub-questions: What is the role of organizational values on the performance of employees. And what the role of organizational beliefs on the performance of workers. And the extent of the role of regulatory trends on the performance of employees. And the role of behavioral patterns on the performance of workers.. The aim of the research: To examine the role of organizational culture on the performance of workers. And to identify the role of organizational values on the performance of workers. And know the role of organizational beliefs on the performance of workers. And study the role of organizational trends on the performance of workers.. And discuss the role of behavioral patterns on the performance of workers. The research also tested the following hypotheses: Main: There is a role for organizational culture on the performance of workers in the expatriate system. Sub-hypotheses: There is a role performance for organizational values on the performance of workers. There is a role for organizational beliefs on employee performance. There is also a role for organizational trends on the performance of workers. There is a role for behavioral patterns on the performance of workers... and follow the research: descriptive analytical method and historical method and the use of the social survey program spss and the research reached the following results: Expatriate staff. There is a positive statistically significant relationship between organizational beliefs and employee performance. There is a positive statistically significant relationship between organizational trends and employee performance. There is a positive statistically significant relationship between behavioral patterns and staff performance. The research recommended more attention to organizational values and factors and the development of means of development and must maintain the organizational beliefs and entrenched. And the need to develop organizational trends in line with external variables. And 4. more attention to behavioral patterns and their development
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Impink, Stephen Michael, Andrea Prat, and Raffaella Sadun. "Measuring Collaboration in Modern Organizations." AEA Papers and Proceedings 110 (May 1, 2020): 181–86. http://dx.doi.org/10.1257/pandp.20201068.

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Internal communication has been a central theme in organizational economics, as employee collaboration provides insight into the structure of firms. Use of electronic communications data can be transformational for organizational economics, as these data provide a standardized way to measure organizational communication patterns and to determine the connection between these patterns and firm performance. We discuss the value of data that capture patterns of employee interactions, the benefits and risks associated with the use of electronic communication data (email and meetings) as empirical proxies for these collaboration patterns, and the research possibilities for studies across larger sets of firms.
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Rafaeli, Anat, and Monica Worline. "Individual emotion in work organizations." Social Science Information 40, no. 1 (March 2001): 95–123. http://dx.doi.org/10.1177/053901801040001006.

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We are predisposed to thinking of emotions as our own, perhaps the most intimate parts of ourselves. Yet, more often than not, our emotions are inextricably bound up with other people and social worlds, with one of the most powerful of those being the organizational work context. The central premise of this article is that much of our social and emotional life is organizational. We begin with a view to the past, describing how, because of a focus on control, both management and scholars attempted to tightly delineate the emotions that could legitimately be expressed and recognized in work settings. Such tight control could not hold emotions at bay, however. Managers and scholars have recognized that individual feelings are often expressions of or reactions to organizational realities. We review two waves of what we loosely call current organizational research that acknowledges emotion. The first wave attempts to explain individual emotion in organizational terms, while the second wave focuses on the idea of culture. Looking toward the future, we conclude that attempts to quell and ignore emotion in organizations are recognized as outdated. The emerging alternative appears to be to somehow “manage” the beast called emotion at work. We call for future research that recognizes employees', customers', shareholders', and suppliers' emotions in designing organizational features such as cultures, routines, structures, and patterns of leadership. Yet we note that as emotion is being more and more managed, people are feeling more and more alienated. The managed emotions of organized work can become very attractive to people as a place to escape to from the emotional hardships of home and community. We suggest future research and policy pay attention to a growing paradox in the future of emotion: that as emotion is more and more organizationally managed, the less it feels truly emotional.
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Srivastava, Saurabh, and Derrick E. D’Souza. "Exploring patterns of organizational capability alignment: a contingency approach." Management Research Review 43, no. 3 (October 11, 2019): 311–31. http://dx.doi.org/10.1108/mrr-03-2019-0115.

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Purpose The purpose of the study is to investigate whether the alignment between organizational capabilities is idiosyncratic to an organization or a predictable pattern of alignments can be identified across organizations. Design/methodology/approach Survey design is used to collect data from upper- and mid-level managers of organizations operating in the software industry. A total of 219 responses are used to test the study hypotheses. Partial least squares structural equation modeling and regression analysis are used for data analysis and hypotheses testing. Findings Results suggest that the alignment between strategic thinking and absorptive capacity is different for organizations with a prospector-type strategic orientation compared to organizations with other types (defenders and analyzers) of strategic orientations. The study also finds that the pattern of alignment holds for each dimension of absorptive capacity. Originality/value There is limited research on the alignment between the three types of organizational capabilities (metaphysical, dynamic and ordinary). This may have transcended from arguments that if organizational capabilities are truly idiosyncratic, they should not be expected to follow a predictable pattern of alignments across organizations. To the best of the authors’ knowledge, this study is the first to empirically investigate and provide evidence that the alignment between organizational capabilities is contingent on the strategic orientation of the organizations. The findings offer hope for the development of a generalizable theory of organizational capability alignment in organizations.
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Yiyit, Tuba, and Mahmut Arslan. "Analysing organisational culture and social behaviour patterns." International Journal of Business Ecosystem & Strategy (2687-2293) 2, no. 3 (December 22, 2020): 20–27. http://dx.doi.org/10.36096/ijbes.v2i3.210.

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The present study aims to propose a model suitable for Turkish organizational culture using observations, a qualitative research method. The reason behind this is that observation is frequently used in ethnographic studies, i.e. studies analyzing culture. An ethnographic study revealed the foundation of the organizational culture of the observed ABC firm. These factors can be listed as fear, fear-driven paternalism, pressure, silence, intimidation, ennui, insensitivity, and apathy and gossiping. It is possible to say that an abusive level of productivity is aimed at the organization and an authoritarian understanding of management.
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Connor, Patrick E. "Decision-Making Participation Patterns: The Role of Organizational Context." Academy of Management Journal 35, no. 1 (March 1992): 218–32. http://dx.doi.org/10.5465/256480.

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