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Journal articles on the topic 'Organizational Processing'

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Published: 10 March 2023

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1

DeCanio, Stephen J., and William E. Watkins. "Information processing and organizational structure." Journal of Economic Behavior & Organization 36, no. 3 (August 1998): 275–94. http://dx.doi.org/10.1016/s0167-2681(98)00096-1.

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2

Sinkula, James M. "Market Information Processing and Organizational Learning." Journal of Marketing 58, no. 1 (January 1994): 35. http://dx.doi.org/10.2307/1252249.

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Sinkula, James M. "Market Information Processing and Organizational Learning." Journal of Marketing 58, no. 1 (January 1994): 35–45. http://dx.doi.org/10.1177/002224299405800103.

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Our understanding of how organizations process market information can be advanced substantially on the basis of principles derived from models of organizational learning. Accordingly, the author examines the extant literature on organizational learning, proposes a hierarchy of market sense making, and provides research propositions that will enhance marketers’ understanding of information processing and knowledge creation in organizations.

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4

Ogilvie, John R., Michael F. Pohlen, and Louise H. Jones. "Organizational information processing and productivity improvement." National Productivity Review 7, no. 3 (1988): 229–37. http://dx.doi.org/10.1002/npr.4040070305.

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5

Seta, Catherine E., John J. Seta, Sandra Donaldson, and Maureen A. Wang. "The Effects of Evaluation on Organizational Processing." Personality and Social Psychology Bulletin 14, no. 3 (September 1988): 604–9. http://dx.doi.org/10.1177/0146167288143020.

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Boldyrev, V. S., Yu M. Averina, V. V. Menshikov, S. V. Kuznetsov, and K. Yu Kolybanov. "Technological and Organizational Engineering of Paint Processing." Theoretical Foundations of Chemical Engineering 54, no. 3 (May 2020): 420–24. http://dx.doi.org/10.1134/s004057952003001x.

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7

Miller, Gale, and James A. Holstein. "DISPUTE DOMAINS. Organizational Contexts and Dispute Processing." Sociological Quarterly 36, no. 1 (December 1994): 37–59. http://dx.doi.org/10.1111/j.1533-8525.1994.tb01973.x.

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Miller, Gale, and James A. Holstein. "Dispute Domains: Organizational Contexts and Dispute Processing." Sociological Quarterly 36, no. 1 (January 1, 1995): 37–59. http://dx.doi.org/10.1111/j.1533-8525.1995.tb02319.x.

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9

Winasti, Windi, Hubert Berden, and Frits van Merode. "Hospital Organizational Structure and Information Processing: An Entropy Perspective." Entropy 25, no. 3 (February 26, 2023): 420. http://dx.doi.org/10.3390/e25030420.

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Organizational structure enables organizations to achieve their goals. The chosen organizational structure determines, to a large extent, the flow of information streams and the manner and extent to which roles, power, and responsibilities are delegated and coordinated to achieve the organization’s goals. In this study, we applied information theory with entropy as the central concept to assess the effectiveness and costs of an organizational structure and its coordination processes. Entropy was used to measure the amount of uncertainty associated with probabilistic events. In the context of organizational design, entropy values can be assigned to specific organizational structures to gain insights into the factors that lead to delays in decision-making. We used Shannon’s entropy theory to quantify Galbraith’s organizational structure and coordination process as applied to the perinatology care system of Radboud University Medical Centre in the Netherlands. Our entropy analysis provided insights into how departments should be partitioned and which coordination mechanisms should be used to achieve organizational goals, such as minimizing delays in decision-making. Particularly, two types of entropy appear to be important: positional entropy and task allocation entropy. These are different dependent variables on the organizational design scenarios. Our analysis shows that entropy is one method to determine optimal organizational structures and coordination processes. Entropy can be used as a concrete way of assessing the effectiveness of organizational design given the level of uncertainty of the environment and the required speed of decision-making.

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Rafiki, Ahmad, Sutan Emir Hidayat, and Deema Al Abdul Razzaq. "CRM and organizational performance." International Journal of Organizational Analysis 27, no. 1 (March 11, 2019): 187–205. http://dx.doi.org/10.1108/ijoa-11-2017-1276.

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Purpose The purpose of this paper is to investigate the relationship between customer relationship management (CRM) dimensions (i.e. top management support, customer orientation, training orientation, customer data, customer information-processing and integration) and organizational performance in telecommunication companies in Kuwait. Design/methodology/approach This is a quantitative study, and the response came from 167 employees of three telecommunication companies. Data collected were subjected to correlation and regression analyses in pursuance of the study’s stated objective. Findings The results of this study found that top management support, customer data and customer information processing are positively related to organizational performance, while other variables of customer orientation, training orientation and integration of CRM have no significant influence on organizational performance. Originality/value The paper addresses CRM dimensions issues specifically for telecommunication companies in Kuwait.

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11

Karaba Stadler, Florence, Jens Roehrich, Steve Conway, and Jack Turner. "Processing Information through Contracts in Inter-organizational Relationships." Academy of Management Proceedings 2019, no. 1 (August 1, 2019): 12351. http://dx.doi.org/10.5465/ambpp.2019.12351abstract.

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12

Lorch, Robert F., and Elizabeth Pugzles Lorch. "Effects of organizational signals on text-processing strategies." Journal of Educational Psychology 87, no. 4 (1995): 537–44. http://dx.doi.org/10.1037/0022-0663.87.4.537.

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Hinojosa, Amanda S., H. Jack Walker, and G. Tyge Payne. "Prerecruitment organizational perceptions and recruitment website information processing." International Journal of Human Resource Management 26, no. 20 (January 23, 2015): 2617–31. http://dx.doi.org/10.1080/09585192.2014.1003081.

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14

Pantsar-Syväniemi, Susanna, Jorma Taramaa, and Eila Niemelä. "Organizational evolution of digital signal processing software development." Journal of Software Maintenance and Evolution: Research and Practice 18, no. 4 (2006): 293–305. http://dx.doi.org/10.1002/smr.334.

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15

Wald, Andreas. "A Micro-Level Approach to Organizational Information Processing." Schmalenbach Business Review 61, no. 3 (July 2009): 270–89. http://dx.doi.org/10.1007/bf03396787.

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16

Burton, Richard M., John W. Minton, and Børge Obel. "Organizational size and efficiency: An information processing view." Scandinavian Journal of Management 7, no. 2 (January 1991): 79–93. http://dx.doi.org/10.1016/0956-5221(91)90039-4.

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17

Gannon, Martin J., Ken G. Smith, and Curtis Grimm. "An organizational information-processing profile of first movers." Journal of Business Research 25, no. 3 (November 1992): 231–41. http://dx.doi.org/10.1016/0148-2963(92)90031-6.

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18

Matthews, T. Darin, Rebekah E. Smith, R. Reed Hunt, and Christine E. Pivetta. "Role of Distinctive Processing during Retrieval." Psychological Reports 84, no. 3 (June 1999): 904–16. http://dx.doi.org/10.2466/pr0.1999.84.3.904.

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Encoding tasks that engage both distinctive and organizational processing produce superior recall relative to tasks that engage only one type of processing (e.g., Hunt & Einstein, 1981). In 1993, Hunt and McDaniel proposed that organizational processing entails the relationships that specify the encoding episode, while distinctive processing allows the discrimination of particular items that share those relationships. The experiments presented here replicate previous findings from cued recall tests supporting the proposed roles for distinctive and organizational processing. Unlike previous research that generally has been limited to the use of encoding manipulations to investigate the benefits of these processes, the present experiments contrasted performance on tests of cued recall and category production. The results showed that the usefulness of distinctive processing is limited to testing situations that require production of specific items. In contrast, organization is shown to be beneficial for both cued recall and category production. These findings are consistent with the hypothesis that organization and distinctiveness serve different functions in recall and support the use of Tenpenny and Shoben's 1992 component process analysis in the investigation of retrieval.

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Bartunek, Jean M., and Meryl Reis Louis. "Information Processing Activities Associated with Organizational Newcomers' Complex Thinking." Academy of Management Proceedings 1986, no. 1 (August 1986): 56–59. http://dx.doi.org/10.5465/ambpp.1986.4978679.

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20

Alvesson, Mats. "A Flat Pyramid: A Symbolic Processing of Organizational Structure." International Studies of Management & Organization 19, no. 4 (December 1989): 5–23. http://dx.doi.org/10.1080/00208825.1989.11656514.

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21

LU, Jinky Leilanie. "Manufacturing Work and Organizational Stresses in Export Processing Zones." Industrial Health 47, no. 5 (2009): 543–50. http://dx.doi.org/10.2486/indhealth.47.543.

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22

Castrogiovanni, Gary J., and Barry A. Macy. "Organizational Information-Processing Capabilities and Degree of Employee Participation." Group & Organization Studies 15, no. 3 (September 1990): 313–36. http://dx.doi.org/10.1177/105960119001500306.

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23

Corner, Patricia Doyle, Angelo J. Kinicki, and Barbara W. Keats. "Integrating Organizational and Individual Information Processing Perspectives on Choice." Organization Science 5, no. 3 (August 1994): 294–308. http://dx.doi.org/10.1287/orsc.5.3.294.

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24

NAKA, Yoshiteru, Masahiko ONOSATO, Shinichiro SUMIOKA, and Kazuaki IWATA. "Organizational Task Processing Structure Modelling in Design and Manufacturing." Transactions of the Japan Society of Mechanical Engineers Series C 63, no. 616 (1997): 4417–23. http://dx.doi.org/10.1299/kikaic.63.4417.

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25

Brauweiler, H.-Ch, V. V. Kurchenkov, and L. V. Ponomareva. "Organizational specificity of batch production enterprises of processing industry." IOP Conference Series: Materials Science and Engineering 483 (March 20, 2019): 012005. http://dx.doi.org/10.1088/1757-899x/483/1/012005.

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26

Taormina, Robert J. "Organizational analysis of information processing using living systems theory." Behavioral Science 36, no. 3 (July 1991): 196–223. http://dx.doi.org/10.1002/bs.3830360304.

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27

Kowalczyk, Martin, and Peter Buxmann. "Big Data and Information Processing in Organizational Decision Processes." Business & Information Systems Engineering 6, no. 5 (August 8, 2014): 267–78. http://dx.doi.org/10.1007/s12599-014-0341-5.

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28

Mathiassen, Lars, and Carsten Soreness. "Towards a Theory of Organizational Information Services." Journal of Information Technology 23, no. 4 (December 2008): 313–29. http://dx.doi.org/10.1057/jit.2008.10.

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The use of information technology (IT) in organizations has undergone dramatic changes during the past 30 years. As a result, it has become increasingly common to adopt services rather than traditional systems perspective to more accurately capture contemporary practices. There is, however, a lack of theories that can help us understand, assess, and design information services in organizational contexts. On this backdrop, we combine general notions of information processing options and requirements to outline a contingency theory of organizational use of information services. The theory suggests that information services are configurations of heterogeneous information processing capabilities; these services are evoked by organizational actors to help execute tasks, and evoking different configurations may lead to equally satisfactory outcomes. The theory distinguishes between four types of services computational, adaptive, networking, and collaborative services, and it suggests that organizational actors need portfolios of information services that are suited to the equivocality and uncertainty profile of the information processing they face. The paper defines four types of services and how they relate to information processing requirements; it applies the theory to a study of information services in response to vehicle policing; and it outlines how the theory relates to standardization and unintended consequences of information services. We conclude by discussing the theory and its implications for research and practice.

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Nababan, Holong Saor, Ramses Simanjuntak, and Diapari S. Putra Pane. "Peran Keterlibatan Karyawan, Lingkungan Kerja dan Pembelajaran Organisasi Terhadap Komitmen Organsisasi." Jurnal Bisnis dan Manajemen 9, no. 1 (May 31, 2022): 9–17. http://dx.doi.org/10.26905/jbm.v9i1.6902.

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This research aims to find out the effect of employee engagement, work environment, and organizational learning on the organization's commitment to manufacturing companies in The East Jakarta Industrial Park (EJIP) Bekasi Industrial Estate. This research is with a quantitative approach, and this type of research is explanatory research. The study was conducted on 17 manufacturing companies in the EJIP Bekasi industrial area with a population of 2757 employees with a sample of 350 respondents. Data processing uses SPSS and Structural Equation Modeling (SEM) programs with Lisrel software. The results showed that employee involvement in the company has a positive and significant effect on organizational commitment. The work environment has a positive and significant on employee commitment. Organizational learning has a positive and significant on organizational commitment. This research advice, the company engages employees in various tasks will provide an opportunity to optimize its potential and will add a sense of belonging to the company. Improvements in the physical and non-physical work environment, create a calm and conducive work atmosphere to increase organizational commitment. Likewise, the application of organizational learning for employees needs to improve their knowledge, skills, and expertise. Leaders need to support organizational learning for employees. They have a self-development program and increase the organization's commitment.

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NGUYEN, Thanh Hung, and Van Binh TU. "Social Responsibility, Organizational Commitment, and Organizational Performance: Food Processing Enterprises in the Mekong River Delta." Journal of Asian Finance, Economics and Business 7, no. 2 (February 28, 2020): 309–16. http://dx.doi.org/10.13106/jafeb.2020.vol7.no2.309.

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31

Narikae, Parmain Ole, Dr Juliana M. Namada, and Prof Paul Katuse. "ORGANIZATIONAL POLICY FRAMEWORK AND STRATEGY IMPLEMENTATION GAPS." International Journal of Business Strategies 2, no. 1 (July 26, 2017): 56. http://dx.doi.org/10.47672/ijbs.272.

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Purpose: The journal aims at assessing how organizational policy framework leads to strategy implementation gaps. The study population was made up of management and support staff of Kenyan commercial banks.Methodology: It employed the use of questionnaires to obtain relevant data from respondents. The study focused on 250 top, middle and lower level employees from Kenyan commercial banks. Data was analyzed using descriptive and inferential statistics. The descriptive statistics methods used include mean and standard deviation. The inferential statistics used in the study include Pearson correlation, analysis of variance (ANOVA), and coefficients. The research data was analyzed using Statistical Package for Social Sciences (SPSS) version 20 and Microsoft Excel programs. Organizational policy framework was divided into ten parameters; standard operating procedures, operations manuals, loan processing policies, human resource policies, company circulars, departmental communication, memos, instructional letters, email instructions and information technology policies. Of all the ten factors of organizational policy framework, the highly statistical significant ones were standard operational procedures and loan processing policies.Results: A correlation analysis to determine the relationship between standard operating procedures and loan processing policies established that standard operating procedures influenced loan processing policies.Unique Contribution to Theory, Practice and Policy: The study assessed how policy framework leads to strategy implementation gaps in Kenyan Commercial Banks. Further studies about factors leading to strategy implementation gaps should be conducted on other financial institutions like insurance and, indeed, other industries.

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De Stobbeleir, Katleen, and Lien Desmet. "Dual judgment processing in feedback: opening Pandora’s box." Management Research: Journal of the Iberoamerican Academy of Management 16, no. 4 (October 8, 2018): 353–62. http://dx.doi.org/10.1108/mrjiam-03-2018-0825.

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Purpose In this commentary, the authors follow DeNisi and Sockbeson’s suggestions to reintegrate the organizational feedback and feedback-seeking literatures. They build on and extend their theorizing by suggesting a framework of simultaneous dual judgment processing in both feedback-seeking and organizational feedback interventions.. Design/methodology/approach In the model, evaluation salience plays a role in how performance information is stored (i.e. as online judgments or loose memories), and rater motivation will determine to what extent the rater will deliberately use the stored information to give feedback. Findings The authors clarify some of the implications of the model for the accuracy of the feedback given, as well as how the cognitive methods that are used can be one of the explaining mechanisms in the link between feedback and performance. Originality/value This dual judgment processing approach accounts for the true complexity of the process of organizational feedback that has been largely ignored in past research.

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Martín-Romo Romero, Santiago, and Carmen De-Pablos-Heredero. "Data protection by design: Organizational integration." Harvard Deusto Business Research 7, no. 2 (December 27, 2018): 60. http://dx.doi.org/10.3926/hdbr.179.

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Firms perform the processing of physical personal data and are obliged to protect them according to the Acts. In the European Union, the General Regulation for Data Protection (GDPR) obliges firms to be proactive in the protection of the personal data they process, through data protection from the design. In this research, a group of technical and organizational measures to include in processing, under the focus of data protection from the design is determined from the definition of the processes in which data are processed. These activities, realized by making use of different firm’s profiles, promote the need to develop a proper organizational integration amongst participants. The activities done by different profiles at firms promote the need to develop an organizational integration amongst participants, activities performed by different agents, results interchanged and common products used.

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Musyaffaah, Lailatul. "ANALISIS PENGARUH IKLIM ORGANISASI, SERVANT LEADERSHIP, DAN INTRINSIC MOTIVATION TERHADAP ORGANIATIONAL CITIZENSHIP BEHAVIOR (OCB) PADA PT. BIOMETRIK CITRA SOLUSI." GREENOMIKA 4, no. 1 (June 11, 2022): 1–10. http://dx.doi.org/10.55732/unu.gnk.2022.04.1.1.

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The increasingly fierce business competition makes companies have to make the right strategy within the company, especially strategies related to improving employee performance. The aim of this research is to find out how much influence organizational climate, servant leadership, and intrinsic motivation have on organizational citizenship behavior (OCB). This study uses quantitative research methods and SPSS data processing using regression analysis and 36 respondents. The results of data processing show that there is an influence of organizational climate, servant leadership, intrinsic motivation on Organizational Citizenship Behavior (OCB) both simultaneously and partially.

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Schwarz, Gavin M., Karin Sanders, and Dave Bouckenooghe. "In the driving seat: Executive’s perceived control over environment." Australian Journal of Management 45, no. 2 (December 30, 2019): 317–42. http://dx.doi.org/10.1177/0312896219895065.

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This study investigates executives’ perceived control over their environment. Drawing on managerial cognition and upper echelons theory, we test a model that specifies perceived control over environment as made up of organizational routines (i.e. information processing capability and decision comprehensiveness) and executive understanding of performance (i.e. organizational effectiveness and organizational slack). Findings from a scenario study of 46 executives in 14 pharmaceutical firms show perceived control over the internal environment can be explained by information processing capability, and the interactions between organizational routines and resources. Perceived control over the external task environment can be explained by information processing. This difference accounts for the extent to which executives perceive that they can control their environment, adding to the more traditional view focused on the requirements for a strategic fit to environment. JEL Classification: M10, M12, L20

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Garwicz, Martin, Carl-Fredrik Ekerot, and Henrik Jörntell. "Organizational Principles of Cerebellar Neuronal Circuitry." Physiology 13, no. 1 (February 1998): 26–32. http://dx.doi.org/10.1152/physiologyonline.1998.13.1.26.

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We review our recent studies of cerebellar neuronal organization, emphasizing that consideration of organizational features of cerebellar circuitry represents a necessary step toward the understanding of how the cerebellum does what it does, in terms of both its internal information processing and its interaction with other motor structures.

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Suryawan, Ian Nurpatria, Innocentius Bernarto, and Ronnie Resdianto Masman. "Determinant Factors Of Business Resilience In Fishery Processing SMEs During The Covid 19 Pandemic." Jurnal Manajemen 26, no. 3 (October 3, 2022): 407–23. http://dx.doi.org/10.24912/jm.v26i3.1069.

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Fisheries processing entrepreneurs in Jakarta focus on developing strategic management by increasing innovation capabilities so as to improve organizational performance and have a significant competitive advantage so that they can survive the covid 19 pandemic. The population is 4 (four) DKI Jakarta municipality area with total sample of 100 fishery processing entrepreneurs. Samples were taken randomly and performed at some stage in February 2022. For records processing using convenience sampling. The study prove that competitive intensity has affect on organization performance, competitive intensity has affect on organization innovation, competitive intensity has affect on organization performance mediated by means of organization innovation, organizational slack has have an effect on on enterprise innovation, organizational slack has affect on business enterprise performance, organizational slack has affect on organisation overall performance mediated through organisation innovation, organization innovation has affect on organization performance although not sizeable.

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Alekina, E. V., E. N. Yagovkina, and N. G. Yagovkin. "Network simulation of data processing in enterprise organizational management systems." Infokommunikacionnye tehnologii 15, no. 2 (June 2017): 193–98. http://dx.doi.org/10.18469/ikt.2017.15.2.13.

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Alam, S., and Bob Pokrant. "Technological and Organizational Upgrading in the Bangladesh Shrimp Processing Industry." Mediterranean Aquaculture Journal 2, no. 1 (January 1, 2009): 19–25. http://dx.doi.org/10.21608/maj.2009.2666.

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40

Lai, Cheng-sheng, Rong-her Chiu, Chih-ching Chang, and Kung-don Ye. "Organizational change for port authorities: a social information processing analysis." Maritime Policy & Management 41, no. 4 (April 29, 2013): 405–24. http://dx.doi.org/10.1080/03088839.2013.779039.

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41

Culnan, Mary J. "Processing Unstructured Organizational Transactions: Mail Handling in the U.S. Senate." Organization Science 3, no. 1 (February 1992): 117–37. http://dx.doi.org/10.1287/orsc.3.1.117.

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42

Nijstad, Bernard A., and Carsten K. W. De Dreu. "Motivated information processing in organizational teams: Progress, puzzles, and prospects." Research in Organizational Behavior 32 (January 2012): 87–111. http://dx.doi.org/10.1016/j.riob.2012.11.004.

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Cukrowski, Jacek, and Andrzej Baniak. "Organizational restructuring in response to changes in information-processing technology." Review of Economic Design 4, no. 4 (November 1, 1999): 295–305. http://dx.doi.org/10.1007/s100580050039.

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Gupta, Shivam, Sameer Kumar, Shampy Kamboj, Bharat Bhushan, and Zongwei Luo. "Impact of IS agility and HR systems on job satisfaction: an organizational information processing theory perspective." Journal of Knowledge Management 23, no. 9 (November 11, 2019): 1782–805. http://dx.doi.org/10.1108/jkm-07-2018-0466.

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Purpose This paper aims to examine the link between information systems (IS) agility, HR performance management systems and job satisfaction using organizational information processing theory. The objective of this study answers the following questions: How does use of different IS agility impact HR systems and job satisfaction? What are the connecting pathways by which IS agility affects HR systems and job satisfaction? Design/methodology/approach The authors developed a theoretical framework based on the organizational information processing theory and collected primary data through an online-based questionnaire. Following these procedures, the authors analyzed the data using structural equation modeling (SEM). Findings SEM analysis of the data from 150 respondents supports the organizational information processing theory. The authors proposed eight hypotheses, and only one was rejected. Research limitations/implications The data were collected from South Africa only, which is an emerging economy, and these cross-sectional data were gathered from the perspectives of the respondents. Originality/value The present paper empirically tests the conceptual model through the lens of organizational information processing theory.

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45

Matzler, Kurt, Borislav Uzelac, and Florian Bauer. "Intuition's value for organizational innovativeness and why managers still refrain from using it." Management Decision 52, no. 3 (May 13, 2014): 526–39. http://dx.doi.org/10.1108/md-08-2013-0404.

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Purpose – The purpose of this paper is to expand the knowledge about the value of intuition for organizational innovativeness and organizational factors inhibiting intuitive decision making. Design/methodology/approach – The study develops and tests a theoretical model that relates intuitive and deliberate decision-making styles to organizational innovativeness, and the application of either decision-making style to organizational size and decision maker's power position in an organization. Based on a survey conducted in 2011, data from 281 organizations was analyzed applying linear regression analysis. Findings – Intuitive and deliberate processing both relate positively to organizational innovativeness. Organizational size relates negatively to the application of an intuitive decision-making style, while power position relates positively to the application of an intuitive decision-making style. Research limitations/implications – The findings suggest that intuitive decision making is valuable for organizational innovativeness. Still, its application is suppressed if decision makers are in lower power positions or part of larger organizations. Originality/value – High demands on managers’ and entrepreneurs’ information processing capabilities require them to apply their full range of cognitive capabilities (i.e. deliberative and intuitive processing). Intuitive decision making, however, still seems to be confined to those who have least reason to fear critique from others.

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Perkins, Stephen J. "Processing developments in employee performance and reward." Journal of Organizational Effectiveness: People and Performance 5, no. 3 (September 3, 2018): 289–300. http://dx.doi.org/10.1108/joepp-07-2018-0049.

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Purpose The purpose of this paper is to surface and discuss issues associated with employee performance appraisal as a multi-staged social interaction reportedly the butt of managerial dissatisfaction, especially when used to inform decisions around pay and other rewards. Design/methodology/approach To substantiate the territory, existing management-based evidence from the published literature is curated and discussed to frame issues for investigation under the rubric of performance appraisal as an activity that may be understood as combining interaction between forms of administrative, social and psychologically oriented control. Primary evidence, drawn from recent research sponsored by the Chartered Institute of Personnel and Development, which combines data sets informed by a survey of HR specialists and a follow-on focus group, is then used to illustrate views on relevant themes across a sample of UK-based private, public and third sector organizations (n=715). Findings A significant number of organizations apply performance appraisal approaches, somewhat mediated by sector and size, and in turn use the results to inform various forms of HRM decision making – in particular reward management. While claims have been circulating in popular media suggesting the widespread abandonment of traditional performance appraisal, and while the study finds dissatisfaction regarding the utility of existing bureaucratic elements of appraisal mechanisms, the position is more nuanced. Practical implications Corporate management attention is drawn to choices of the extent to which they are investing in building line management capabilities to address the consequences of policy decisions to amplify the importance of informal alongside formal performance management processes, and potential reward decision making, mindful of the indeterminate character of the employment relationship and its dynamic, socially constructed character. Social implications Performance appraisal may benefit from re-interpreting the balance between emphasis on administrative, social and self-control, given changing expectations among workforce members and those who evaluate organizational effectiveness in contemporary society, and the ongoing contested nature of organizational control. Originality/value Employee performance appraisal as an institutional process central to organizational control systems is a topic of interest to both organizational effectiveness academics and the managerial practitioners they study. Using data that broadly represent recent developments in managerial practice across “UK plc”, the paper informs reflection on theory and practice.

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Wu, K. K., A. C. Papp, W. Patsch, R. Rock, J. Eckfeldt, and R. Sharrett. "ARIC Hemostasis Study -II. Organizational Plan and Feasibility Study." Thrombosis and Haemostasis 64, no. 04 (1990): 521–25. http://dx.doi.org/10.1055/s-0038-1647351.

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SummaryIn our previous paper, we reported the development of a blood collection and processing system (BCPS) suitable for the ARIC multicenter hemostasis study. As an additional step of preparation for the ARIC study, we incorporated this BCPS into an organizational plan to increase efficiency and minimize errors. We initially designed organizational trays for blood collection tubes and aliquot tubes and developed a coordinated step-by-step plan for the orderly processing of blood samples. Once the plan was considered workable, we carried out a pilot study to test the feasibility of this integrated organizational plan. Included in the pilot study were 95 healthy subjects randomly selected from 4 ARIC field centers, whose age and gender were comparable to those projected for the ARIC population. We determined the time lapse of filling the first tube as an index of blood flow. The overall mean time-lapse was 23 s (S.D. = 5). There was no significant difference among the field centers. We also determined the entire time lapse required for completing the sample processing. The total processing time was always less than 60 min. By performing the processing of samples in pairs, all the samples from two subjects could be completely processed in 70 min. This greatly increased the efficiency of field center operation. We evaluated the potential in vitro hemostasis activation by measuring plasma Β-thromboglobulin and platelet factor 4 levels. The geometric means of both proteins were comparable to our previously reported results. Fibrinogen, factor VII, factor VIII, von Willebrand factor, antithrombin III, protein C and activated partial thromboplastin time were analyzed. All the hemostatic measurements exhibited no shift of the values. We conclude that the organizational plan together with the BCPS facilitate the incorporation of hemostasis measurements into the ARIC study. It should be valuable as a general guide for other multicenter studies measuring hemostatic factors.

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Vukicevic, Milan, Srdjan Vojinovic, and Bogdan Mladenovic. "Implementation of SMED method in wood processing." Bulletin of the Faculty of Forestry, no. 96 (2007): 7–14. http://dx.doi.org/10.2298/gsf0796007v.

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The solution of problems in production is mainly tackled by the management based on the hardware component, i.e. by the introduction of work centres of recent generation. In this way, it ensures the continuity of quality reduced consumption of energy, humanization of work, etc. However, the interaction between technical-technological and organizational-economic aspects of production is neglected. This means that the new-generation equipment requires a modern approach to planning, organization, and management of production, as well as to economy of production. Consequently it is very important to ensure the implementation of modern organizational methods in wood processing. This paper deals with the problem of implementation of SMED method (SMED - Single Digit Minute Exchange of Die) in the aim of rationalization of set-up-end-up operations. It is known that in the conditions of discontinuous production, set-up-end-up time is a significant limiting factor in the increase of flexibility of production systems.

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Zhong, He Ping. "The Impact of Organizational Slack on the Performance of Material Production and Processing Firms." Advanced Materials Research 204-210 (February 2011): 1655–58. http://dx.doi.org/10.4028/www.scientific.net/amr.204-210.1655.

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This paper studies the impact of organizational slack on the performance of material production and processing firms by using empirical analysis based on the data get from 54 firms in Henan Province by questionnaire. The result shows that organizational slack is positively related to the performance of material production and processing firms. The analysis also finds that there is the inverted U-shaped relationship between organizational slack and performance, but this relationship is not significant. Overall, results highlight the importance of additional research into intervening factors impacting the slack–performance relationship.

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Wijewickrama, Madduma Kaluge Chamitha Sanjani, Nicholas Chileshe, Raufdeen Rameezdeen, and Jose Jorge Ochoa. "Information Processing for Quality Assurance in Reverse Logistics Supply Chains: An Organizational Information Processing Theory Perspective." Sustainability 14, no. 9 (May 3, 2022): 5493. http://dx.doi.org/10.3390/su14095493.

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Every year, the construction industry produces a large volume of demolition waste (DW) recovered through reverse logistics supply chains (RLSCs). Information-centric QA plays an important role in the RLSC, providing an excellent solution for inferior-quality reprocessed products. However, information deficiency creates epistemic uncertainties that lead to information-processing needs (IPNs) for QA, for which the internal stakeholders in the RLSC should respond by undertaking appropriate information-processing mechanisms (IPMs). Given this, the current study aims to explore how internal stakeholders process information for QA in RLSC of DW through the organizational information processing theory (OIPT) perspective. The study follows a qualitative approach encompassing 30 semi-structured interviews with internal and external stakeholders in the RLSC of DW. The study found eight uncertainties that stem from the internal organizational environment and two uncertainties caused by the interactions with stakeholders in the supply chain. In addition, 15 IPMs were identified, which the demolishers and waste processors could undertake in response to the epistemic uncertainties. The study developed an information-processing management framework that would serve practitioners and academics to understand how effectively process, people, policy and technology elements contribute to responding to the epistemic uncertainties for successful QA in RLSC of DW.

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