Relevant bibliographies by topics / Organizational resources

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Organizational resources'

Author: Grafiati
Published: 4 June 2021
Last updated: 25 April 2022

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Journal articles on the topic "Organizational resources"

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Albrecht, Simon, Emil Breidahl, and Andrew Marty. "Organizational resources, organizational engagement climate, and employee engagement." Career Development International 23, no. 1 (February 6, 2018): 67–85. http://dx.doi.org/10.1108/cdi-04-2017-0064.

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Purpose The majority of job demands-resources (JD-R) research has focused on identifying the job demands, job resources, and personal resources that influence engagement. The purpose of this paper is to assess the significance of proposed associations between organizationally focused resources, organizational engagement climate, and engagement. Design/methodology/approach The authors tested a model proposing that six specific organizational resources would have positive associations with organizational engagement climate, and positive direct and indirect associations with job resources and employee engagement. Confirmatory factor analysis (CFA) and structural equation modeling (SEM) were conducted on cross-sectional survey data provided by 1,578 employees working in a range of different organizations. Findings The CFA and SEM analyses yielded good fit to the data. As proposed, all six organizational resources were positively associated with organizational engagement climate. Four were positively associated with job resources, and two were positively associated with engagement. Organizational engagement climate was positively associated with job resources and employee engagement. Significant indirect relationships were also observed. Research limitations/implications Despite self-reported data and a cross-sectional design, tests of common method variance did not suggest substantive method effects. Overall, the results contribute new insights about what may influence engagement, and highlight the importance of organizational engagement climate as a motivational construct. Practical implications The research offers up potentially useful measures of six organizational resources and a measure of organizational engagement climate that can complement and broaden the current focus on job-level diagnostics. As such, targeted management action and survey feedback processes can be used to identify processes to build sustainable organizational engagement capability. Originality/value No previous research has identified a comprehensive set of organizational resources, operationalized organizational engagement climate, or examined their relationships within a JD-R context. The results suggest that the JD-R can perhaps usefully be extended to include more organizationally focused constructs.
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Holsapple, C. W., and K. D. Joshi. "Organizational knowledge resources." Decision Support Systems 31, no. 1 (May 2001): 39–54. http://dx.doi.org/10.1016/s0167-9236(00)00118-4.

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Mwai, Grace Mirigo, Juliana Mulaa Namada, and Paul Katuse. "Influence of Organizational Resources on Organizational Effectiveness." American Journal of Industrial and Business Management 08, no. 06 (2018): 1634–56. http://dx.doi.org/10.4236/ajibm.2018.86109.

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Pacholski, Richard. "Organizational and Audiovisual Resources." Issues in Comprehensive Pediatric Nursing 8, no. 1-6 (January 1985): 377–83. http://dx.doi.org/10.3109/01460868509006375.

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Stepan-Norris, Judith, and Caleb Southworth. "Churches as Organizational Resources." Social Science History 31, no. 3 (2007): 343–80. http://dx.doi.org/10.1017/s014555320001378x.

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Employing a historical dataset on Detroit in the 1950s, this article uses geographic models to show the political impact of churches and religious populations on presidential voting. Multilevel models separate the relative impact of individual denomination, the effect of congregants in neighborhoods, and the importance of the physical presence of a church. Existing studies of geography and religion examine a few denominations; here a full set of religious denominations is compared on support for Democratic Party voting and “social movement-like” voting for the Progressive Party. Mainline Protestant churches are associated with support for a conservative social agenda. The presence of synagogues and Catholic churches in neighborhoods is positively related to progressive electoral outcomes. Black Protestant churches are positively related to Democratic Party voting but did not alter the Progressive Party vote. The effect of denomination on political behavior and the geographic extent of a church’s influence on surrounding urban communities are shown to be spatially segregated and to depend on the class structure of neighborhoods.
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Wybo, Michael D., and Detmar W. Straub Jr. "Protecting Organizational Information Resources." Information Resources Management Journal 2, no. 4 (October 1989): 1–16. http://dx.doi.org/10.4018/irmj.1989100101.

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Yoon, Victoria Y., Peter Aiken, and Tor Guimaraes. "Managing Organizational Data Resources." Information Resources Management Journal 13, no. 3 (July 2000): 5–13. http://dx.doi.org/10.4018/irmj.2000070101.

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Sillince, John A. A. "Resources and Organizational Identities." Management Communication Quarterly 20, no. 2 (November 2006): 186–212. http://dx.doi.org/10.1177/0893318906293587.

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Bozionelos, Nikos. "Intra‐organizational network resources." Personnel Review 37, no. 3 (April 11, 2008): 249–63. http://dx.doi.org/10.1108/00483480810862251.

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Truyens, Jasper, Veerle De Bosscher, and Popi Sotiriadou. "An Analysis of Countries’ Organizational Resources, Capacities, and Resource Configurations in Athletics." Journal of Sport Management 30, no. 5 (September 2016): 566–85. http://dx.doi.org/10.1123/jsm.2015-0368.

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Research on elite sport policy tends to focus on the policy factors that can influence success. Even though policies drive the management of organizational resources, the organizational capacity of countries in specific sports to allocate resources remains unclear. This paper identifies and evaluates the organizational capacity of five sport systems in athletics (Belgium [separated into Flanders and Wallonia], Canada, Finland, and the Netherlands). Organizational capacity was evaluated using the organizational resources and first-order capabilities framework (Truyens, De Bosscher, Heyndels, & Westerbeek, 2014). Composite indicators and a configuration analysis were used to collect and analyze data from a questionnaire and documents. The participating sport systems demonstrate diverse resource configurations, especially in relation to program centralization, athlete development, and funding prioritization. The findings have implications for high performance managers’ and policy makers’ approach to strategic management and planning for organizational resources in elite sport.
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Dissertations / Theses on the topic "Organizational resources"

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Al-Esmael, Bader Abdullh. "A comparative investigation of organizational commitment in government, public, and private organizations in Qatar." Thesis, University of Hull, 2007. http://hydra.hull.ac.uk/resources/hull:12388.

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The purpose of this study was to investigate the antecedents and consequences of commitment in the developing nation of Qatar. Specifically, the influence of personal variables, job characteristics, organizational characteristics, and facets of job satisfaction of employees were investigated in relation to affective, continuance, and normative commitment. A survey questionnaire was used to collect data from a random sample of 780 employees from government, public, and private sector companies and completed questionnaires were received from 544 employees representing a response rate of 69.7%. Research data were tested using Pearson's correlation, Analysis of variance, and T-Tests. Statistically significant relationships were found between affective/normative commitment and almost all of the personal characteristics. However, only two demographic variables were statistically related to continuance commitment. Results indicated that employees with a high level of education, who were male, married with dependents, with long tenure and contract employment, reported higher levels of commitment than others. Interestingly, non Qatari employees showed higher levels of commitment than Qatari employees. Relationships between job and organizational characteristics and components of organizational commitment were found to be significant, although the relationships were only weak to moderate. Generally, the results indicated that the lack of equity, inefficient personal growth, lack of job security, lack of autonomy, lack of task identity, and insufficient feedback on performance were stated as possible reasons for low commitment in this study. Relationships were also found between job satisfaction variables and affective and normative commitment. However, relationships between continuance commitment and job satisfaction variables were weak. Regarding consequences of OC, the research found that increasing organizational commitment among employees led to lower turnover intentions and more acceptance of organizational changes.
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Sehi, Tamara Grullon. "Human resource professionals' perception of human resources' value to senior management." CSUSB ScholarWorks, 1997. https://scholarworks.lib.csusb.edu/etd-project/1486.

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This study examines and describes the perceptions of human resource professionals about their contribution and that of their departments to strategic planning and management. Human resource leaders from organizations with five hundred or more employees in Southern California responded to this survey. The significance of this study is its potential to increase our understanding of the contribution of the human resource function to strategic planning.
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Gesualdi, Maxine. "Extending Organizational Role Theory to Understand Shared Resources and Role Encroachment in Organizations." Diss., Temple University Libraries, 2017. http://cdm16002.contentdm.oclc.org/cdm/ref/collection/p245801coll10/id/459103.

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Media & Communication
Ph.D.
This dissertation follows in the tradition of role theory and organizational scholarship by examining how one role can be taken over by another, which can be referred to as encroachment. Previous organizational role research has not explored fully encroachment and its effects. Therefore, this study investigated factors that lead to role encroachment, especially the sharing of internal resources, and how individuals cope with the effects of encroachment. To conduct the study, focus groups of marketing and public relations departments were analyzed to explain how roles are enacted within their practical context. The goals of this dissertation were to (a) investigate how shared resources affect role boundaries and role enactment that can lead to encroachment, (b) explain the concept of encroachment and how it affects role enactment, and (c) investigate the conflict between public relations and marketing that can lead to encroachment in the age of social media. The study found themes related to: (a) definitions of encroachment, (b) factors facilitating encroachment, (c) factors affecting the intensity of encroachment, (d) shared resources and their effects on encroachment, (e) implications of encroachment to the individual, department, and organization, and (f) ways people deal with encroachment. First, encroachment was defined in three ways: the overtaking of tasks, or receiving unwanted strategic guidance, or interference of organizational processes. Second, the study found that role ambiguity and the communication of and adherence to cultural norms invite or prevent encroachment. Third, role ambiguity and organizational culture were found to be the dominant factors that affect the intensity of encroachment. Fourth, the study found that tangible macro resources, like organizational culture and structure, and practical resources, such as information and skill sets, facilitate encroachment. Fifth, findings indicated that implications of encroachment include stress, frustration, and confusion at the individual level; an us versus them mentality and role conflict at the departmental level; and broken relationships with external partners, lack of organizational nimbleness, and wasted time and money at the organizational level. Lastly, the study found that people deal with encroachment by providing and receiving emotional and informational social support, and by accumulating and spending social capital through relationship building within the organization. Theoretical implications of this research indicate that role conflict, role ambiguity, and boundary spanning role theory relate to encroachment. In addition, previous theory focused on external resource use by organizations can be expanded to evaluate the internal use of resources. Theory from interpersonal communication, such as social exchange theory, social support, and social capital, relate to how people facing encroachment cope with their roles being infringed upon. Practical implications of this dissertation include recommendations for organizations including increased communication of role boundaries and evaluations of restrictive cultural norms. The findings from this study provide an understanding of encroachment and indicate directions for further development of theory about encroachment and role enactment.
Temple University--Theses
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Winkler, Christene M. "Work-family conflict : buffering effects of organizational resources /." free to MU campus, to others for purchase, 1997. http://wwwlib.umi.com/cr/mo/fullcit?p9842574.

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Sterling, Brasley Stephanie. "Advancing Faculty Adoption of Open Educational Resources in Higher Education| A Delphi Study." Thesis, Brandman University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=13423679.

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Purpose: The purpose of this Delphi study was to identify and describe the perceptions of open educational resources (OER) higher education experts regarding the activities needed at colleges and universities in the United States in order to advance faculty adoption of OER over the next 10 years. Also, this study examined those activities that were most important and had the greatest likelihood of being implemented.

Methodology: The researcher utilized a mixed-methods Delphi study technique to identify and describe activities to advance faculty adoption of OER. The target population for the study consisted of a group of OER higher education faculty experts from postsecondary institutions within the United States. This study utilized a purposive criterion sampling method to identify 16 experts. The Delphi method employed questionnaires over 3 successive rounds to gather data from and build consensus among the expert panel. In Round 1, the researcher asked the expert panel for activities to support faculty adoption of OER. In Round 2, the expert panel rated the 35 activities for degree of importance and likelihood of implementation. In Round 3, the panel had an opportunity to revise their score, if desired, in order to move toward consensus.

Findings: Analysis of the quantitative data from the study revealed 17 OER activities that received consensus for importance and 11 OER activities that indicated consensus concerning likelihood for implementation. Finally, there were 6 OER research findings on which the expert panel came to consensus concerning equally importance and likelihood of implementation.

Conclusions: Based on the data and research findings, 6 conclusions were drawn related to faculty adoption of OER within colleges and universities over the next decade.

Recommendations: There were 8 recommendations for further research covering these topic areas: (a) replication of the study within different higher education arenas and across other stakeholder groups; and (b) examination of faculty receptivity and resistance to adopting OER, utilizing a change theoretical framework; (c) a model for open pedagogy; and (d) an examination of K-12 educators’ OER adoption practices.

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Dudley, Peter. "'Quality management or management quality?' : an adaptive model of organization as the basis of organizational learning and quality provision." Thesis, University of Hull, 2000. http://hydra.hull.ac.uk/resources/hull:5731.

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This document tells the story of the development of an approach to the management of quality management. Not the more usual "conformance to specification" version of product quality, but that of service quality. In telling this story two main sources have been used, cybernetic theory, and management practice. In telling the story is presented in a linear manner, which is intended to make it easier to follow. That is it begins with a problem, moves to a suggested solution and ends with an application and reflections thereon. Although the project presented here did begin with the problem of service quality management and end with the successful implementation of a management tool, the development of the model that drives the solution was circular. Not unlike the serpent eating its own tail the process of model building was iterative, informed by the results of earlier research and consulting interventions. Because of its circuitous route the research draws on a broad range of theoretical sources, some more obviously or directly relevant than others, but all of which served to enrich the understanding and applicability of the final model. Because the theoretical model moves from cybernetical first principles the practical application it informs does not exhaust its potential. The constraints of the research questions, and the needs of the client, used as the basis for the case study, delilnited the extent to which it was possible to comment formally on its content. Although it has been possible to justifiably answer the questions set, almost by necessity some of the more esoteric elements of the theoretical model remain unproven in the strict sense. However, these elements provided invaluable illustrative insights and have hinted at a rich vein of future research, particularly in the field of computer simulation and the unification of science. The exploration of this potential is, however, beyond the boundary of this project. The main practical outcome of the project is a rigorous approach for the integrated management of quality and organizational effectiveness in the professional service sector. Such an approach has been problematical in the past and led to the situation where service quality was considered to be no different from production quality, evident in the "product and/or service" style of language adopted in the ISO literature. As I argue here (and (with Beckford) elsewhere) this approach is not tenable due to the fundamental differences in the manner of design, consumption and quality assurance between the two. And it is this that has tended to lead to the mechanistic approach to service quality lnanagelnent, e.g., the use of standard "scripts" to be followed during service events (e.g., "Have a nice day... ") . Once this understanding of service quality management was established it was necessary to construct an organizational model to contain it. The basic model chosen was Beer's Viable System Model. However several adaptations were made which allow for a more general, as opposed to strictly neurological, interpretation and to facilitate a more intuitive fit with the technological platform on which it was to be implemented. Following this it was a relatively simple exercise to construct a database tool for the capture and manipulation of data to support organizational activities. As the basis of the project was the development/derivation, through theory, of a practical solution to a 'live' business problem the burden of 'proof' lies in the application of the solution and reflection upon its utility. For this reason a case study is used to demonstrate the model which (and although it went through many formal and informal iterations) was 'signed off' by the client. In addition, the general model was accepted by both a professional body (as an appropriate tool for practice management) and a national standards body (as the basis for their auditor training). With this final practical validation the story draws to a close. The practical problem of service quality management has been set within a demonstrably rigorous theoretical framework. The framework has provided the basis for, and informed the design of, a management tool. And the tool has been validated in practice.
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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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Singh, Ramendra. "An Analysis of Transformational Leadership Skills of Marketing, Sales, Human Resources, and Information Technology Leaders in Relation to Their Job." Thesis, Brandman University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10242925.

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Purpose: The purpose of this quantitative descriptive study was to identify transformational leadership skills exhibited by executives in mid-size companies, working in the fields of Marketing, Sales, HR, and IT. Additionally, this study also tried to identify top domains and skills for each group, and analyze the similarities and differences between groups.

Methodology: The study was structured around three research questions. As this was a quantitative study, self-rating data on 10 domains and 80 skills were collected using the Transformational Leadership Skills inventory instrument. These data were then analyzed using multiple statistical methods.

Findings: Analysis of data produced multiple findings in relation to top, middle, and bottom tier skills and domains for each group, thereby supporting the hypothesis that the situational context of job function is material for transformational leadership.

Conclusions: There were six conclusions that applied to all groups, thereby providing valuable insights in relation to similarities across job functions. Additionally, there were multiple differences found in the use of transformational leadership skills across Marketing, Sales, HR, and IT functions, leading to the creation of distinct transformational leadership skill portfolio for each group.

Recommendations: There were six implications for actions that were developed from the conclusions, ranging from hiring, to talent development, to succession planning. Additionally, eight recommendations for future research were also presented, ranging from logical extensions of this study into different verticals, to complementary new studies that would expand the body of knowledge, to longitudinal cross-sectional study that can be developed over time.

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Dhir, Saloni. "The changing nature of work, leadership, and organizational culture in future ready organizations." Scholarship @ Claremont, 2019. https://scholarship.claremont.edu/cmc_theses/2064.

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Abstract The relationship between individual and organizational performance is a key challenge for leaders in modern organizations, especially with the current disruption in technology and innovation. This thesis is a literature review and compilation of the relevant empirical evidence on various processes of industrial groups and organizational characteristics such as the changing nature of work, leadership, and company culture in detail. I investigate the complex challenges that millennials and organizations are facing in the current VUCA work environment as well as their potential responses to these changes. I map out the evolution of the concept of work and compare changes in the workplace environment of the past, present, and future. Additionally, this thesis reviews the literature on organizational culture models, cultural fit and clash. I explore the intertwined differences and commonalities between management and leadership and also consider a gradual shift to a model of managerial-leadership in 21st century organizations. Furthermore, the research closely examines cultural change management through the lens of mergers and acquisitions. It also discusses next steps, like job redesign, team reorganization, and cultural reconciliation, to increase job satisfaction, employee motivation, and performance in future-ready organizations.
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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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Books on the topic "Organizational resources"

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Wojciechowska, Maja. Intangible Organizational Resources. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-137-58123-5.

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Klimczak, Karol Marek, and Yochanan Shachmurove. Organizational Change and Relational Resources. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003172604.

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Gutknecht, Douglas B. The organizational and human resources sourcebook. Lanham: University Press of America, 1986.

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Gutknecht, Douglas B. The organizational and human resources sourcebook. 2nd ed. Lanham: University Press of America, 1990.

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Head, Thomas C. Organization behavior and change: Managing human resources for organizational effectiveness. Champaign, Ill: Stipes Pub., 1996.

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G, Smith William. Information resource management organizational model. Boston, MA: Database Research Group, 1991.

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Hersey, Paul. Management of organizational behavior: Utilizing human resources. 5th ed. Englewood Cliffs, N.J: Prentice-Hall, 1988.

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H, Blanchard Kenneth, ed. Management of organizational behavior: Utilizing human resources. 6th ed. Englewood Cliffs, NJ: Prentice Hall, 1993.

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H, Blanchard Kenneth, and Johnson Dewey E, eds. Management of organizational behavior: Utilizing human resources. 7th ed. Upper Saddle River, N.J: Prentice Hall, 1996.

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H, Blanchard Kenneth, and Johnson Dewey E, eds. Management of organizational behavior: Leading human resources. 9th ed. Upper Saddle River, NJ: Pearson Prentice Hall, 2008.

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Book chapters on the topic "Organizational resources"

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Kelly, John. "Organizational resources." In Contemporary Trotskyism, 154–74. Abingdon, Oxon ; New York, NY : Routledge, 2018. | Series: Routledge studies in radical history and politics: Routledge, 2018. http://dx.doi.org/10.4324/9781315671048-9.

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Wojciechowska, Maja. "Intangible Resources in an Information Society." In Intangible Organizational Resources, 1–54. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-137-58123-5_1.

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Wojciechowska, Maja. "Characteristics and Analysis of Selected Intangible Organisational Resources Related to the Intellectual Capital." In Intangible Organizational Resources, 55–130. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-137-58123-5_2.

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Wojciechowska, Maja. "Characteristics and Analysis of Other Intangible Organisational Resources." In Intangible Organizational Resources, 131–256. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-137-58123-5_3.

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Wojciechowska, Maja. "Intangible Organisational Resource Management." In Intangible Organizational Resources, 257–319. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-137-58123-5_4.

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Kaplan, Leslie S., and William A. Owings. "Allocating Educational Resources." In Organizational Behavior for School Leadership, 347–82. New York, NY : Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315669502-11.

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Zeuch, Matthias. "Organizational Development." In Dos and Don’ts in Human Resources Management, 179–80. Berlin, Heidelberg: Springer Berlin Heidelberg, 2014. http://dx.doi.org/10.1007/978-3-662-43553-3_57.

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Göhlich, Michael. "Theories of Organizational Learning as resources of Organizational Education." In Organisation und Theorie, 11–21. Wiesbaden: Springer Fachmedien Wiesbaden, 2016. http://dx.doi.org/10.1007/978-3-658-10086-5_2.

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Ribeiro, João Leite, and Delfina Gomes. "Other Organizational Perspectives on the Contribution of Human Resources Management to Organizational Performance." In Organizational Management, 63–106. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/9781137473080_4.

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Walecka, Anna. "Strategic Crisis Management using Relational Resources." In Organizational Change and Relational Resources, 181–96. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003172604-11.

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Conference papers on the topic "Organizational resources"

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Andreis, Federico de, and Federico Leopardi. "MEMBERS AND CULTURE, AN INTERWOVEN DICHOTOMY IN ORGANIZATIONS." In 5th International Scientific Conference – EMAN 2021 – Economics and Management: How to Cope With Disrupted Times. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2021. http://dx.doi.org/10.31410/eman.2021.325.

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This thematic review discusses how Organizational Culture can develop and improve Human Resource Management strategies, procedures and tools to support and motivate new staff to meet organization, management and stakeholder expectations in a changing and competitive environment. Organizations are made by people; their value is created by the staff. Strategies involving human resources should have not only a supportive function, but definitely a central one. Organizational culture represents a phenomenon that manifests itself in the fundamental assumptions that guide an organization. It finds fulfilment in the behaviours, values and relationships that characterize the organization itself, both internally and with the external environment. In the modern organization culture represents a topical issue; it is considered an essential ingredient for the success of companies and organizations. It was in the 1980s that definitions of this concept, one of the most complex and articulated in organizational theory, were proposed as a coherent set of fundamental assumptions that a certain group has invented, discovered, or developed within an organization. This research aims to demonstrate how culture could influence the members of organization and, in the same way, that the latter influences culture. Particular attention will therefore be paid to the success of organizations that is also based on this fundamental cultural assumption. Organizational culture, in fact, has to be considered as a real phenomenon, cannot be taken out of context, but must always be related to the internal environment of the organization. The new human resources are in fact involved in the cultural process of the organization, which, even if not desired, develops anyway. For this rea¬son, attention to new resources must include a continuous approach to organizational culture and the promotion and support of the one which is best suited to organizational objectives.
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Nicolae (Stan), Ana-Maria. "Human Resources’ Resistance to Change - from Routine to Entrepreneurship Ideas." In 2nd International Conference Global Ethics - Key of Sustainability (GEKoS). LUMEN Publishing House, 2021. http://dx.doi.org/10.18662/lumproc/gekos2021/12.

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Nowadays, change has become a constant presence inside the organizations and its existence in organizational life has proved to be necessary for its evolution. The term ‘’change’’ conveys the idea of renovating or transforming an existing thing by adding some values or reducing others. This way, it can be said that change is a process of organizational transformation- especially regarding human resources and overcoming the resistance to change. No one is immune to change and this process affects all members of an organization, either in a positive or negative way. On one hand, it can bring together the members of an organization to achieve a common objective, on the other hand it may be a disruptive factor, a divisional factor and a source of conflict. Although the change may mean something different for different people, it is not something new.
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Vasile, Gabriel Ionuţ, and Xiaoyu Zhan. "Human Resources Management in Organizational Performance." In 2nd International Conference Global Ethics - Key of Sustainability (GEKoS). LUMEN Publishing House, 2021. http://dx.doi.org/10.18662/lumproc/gekos2021/9.

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The world we live in has countless organizations that are born, grow or disappear. The use of human resources is very common and essential for all types of organizations at all times. They ensure the survival and tryingness of the organization in today's dynamic business environment. The investment in human resources means not only the regular salary payments but also employees' personal and professional development in order to enhance their job skills and act responsibly when necessary. The traditional approach to human resources management implies only the costs for the job performed. The unique values of human resources imply both the ability of personal and professional development and the desire of self-improvement as standards of the modern world require. Work evaluation can have a negative impact and that happens when the manager considers the employee, as individual, accountable for bad job performance and does not take an account of the weak areas of performance evaluation and control.
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Veleva, Mariya. "THE SOCIO-PSYCHOLOGICAL ASPECTS OF MANAGEMENT IN ASSISTANCE OF HUMAN RESOURCES MANAGEMENT IN TOURIST ORGANIZATIONS." In TOURISM AND CONNECTIVITY 2020. University publishing house "Science and Economics", University of Economics - Varna, 2020. http://dx.doi.org/10.36997/tc2020.374.

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Tourism is characterized by a highly dynamic internal and external environment, which means that adaptation and periodic changes are an integral part of the organizational life of tourism organizations. The present study aims to indicate how and why the socio-psychological aspects of governance are essential for human resource management in tourism organizations. In this regard, it is clarified what are the applied aspects of social psychology related to management and organizational behavior. The areas of application of these aspects are outlined, the connection between the management of human resources in the tourism organizations and the derived socio-psychological aspects of the management is indicated.
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Araya, Sergio, Julian Chaparro, Alejandro Orero, and Hernan Andres Joglar. "An Integrative View of IS/IT and Organizational Resources and Capabilities." In InSITE 2007: Informing Science + IT Education Conference. Informing Science Institute, 2007. http://dx.doi.org/10.28945/3144.

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Different studies in the context of information systems and information technologies (IS/IT) support the idea that these resources may contribute to develop competitive advantages and to improve organizational performance. To accomplish such benefits, IS/IT resources must be combined with some other organizational elements. Although the necessary relationships are recognized in literature, integration of IS/IT resources and other organizational elements have not been theoretically developed. Based on the resource-based view of the firm, this paper proposes an integrated view of what we call “resources and capabilities associated to IS/IT”. Our approach is focused on all organizational resources and capabilities (within and without IS/IT area) that are related or are necessary to efficient and effective IS/IT development and utilization.
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FRÂNCU, Laurențiu Gabriel, Amza MAIR, Anna KANT, and Raluca VASILESCU. "HUMAN RESOURCES MANAGEMENT IN THE ORGANIZATION OF THE FUTURE." In International Management Conference. Editura ASE, 2022. http://dx.doi.org/10.24818/imc/2021/02.12.

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When it comes to today's requirements, performance, success and competitiveness are among the most important things to consider in order not only to solve the major difficulties it faces now, but also to assure development and advancement in the years ahead. The substance and quality of Human Resources Management, which has already achieved the rank of a main subject of theoretical and applied concerns in industrialized nations, is also becoming increasingly significant. It is possible to argue that an organization's competitive edge is derived from its employees. The new information society, as well as the knowledge-based society, has seen financial capital supplanted by human capital, which has been replaced from a strategic standpoint. This topic of scientific research on human resources in the organization of the future aroused my interest due to the fact that civil society, as well as the labor market, is in a dynamic process of consolidating the quality of human resources and this implies a change in the level of the organizational environment of an institution, the methods of working with employees and capitalizing on their potential. This topic is topical, being treated especially by the so-called learning organizations, they are flexible and open to innovation. The aim of this paper is to study human resources, as well as to address the concept of flexible work, types and implications of work flexibility in the organization of tomorrow.
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Wattie, J. "Reducing Latent Failure and Securing Productivity in High Risk Systems Using High Reliability Theory." In SPE Energy Resources Conference. SPE, 2014. http://dx.doi.org/10.2118/spe-169932-ms.

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Abstract This is a study that represents ongoing academic research into the folds of perception, organizational culture and high reliability. In the shadow of persistent industrial failures it is probable that problems with operational safety reside in abnormalities of culture. Such cultural apparitions regularly fuel failure in high risk technologies making innovation rather unreliable. As innovation grows it is worth the effort to investigate further how resilience in the face of eternal socio-technical biases can be improved. Problem solving approaches offer regressive ideas that increase the chances of deviation and the appearace of disasters. The assumption is that resilience can be improved in critical operations using High Reliability Theory (HRT). Moreover HRT is more robust when the new constructive method of Appreciative Inquiry (AI) is applied. This early study shows that existing safety culture in a highly reliable group is positively transformed by AI and makes a more productive organization feasible. Research was conducted from the characteristic insider perspective. A small section of a highly reliable organization was sampled. Using ethnographic methodology feedback from electronic surveying collected personal responses for discussion. While individual interviews proved difficult and the sample group was small there was enough evidence to acknowledge the influence of positive revolution. This study had two major findings a) Using AI methodology stimulates positive, resilient feelings in members and b) members readily used these positive experience to envision a more productive organization. This study can potentially reduce over emphasis on problem solving methods to explain and change the human factors associated with failure. Cultural factors are better studied and modified by positive influence. The study here makes way for more persuasive academic discussion on resilience by constructivist perspectives. High reliability organizations are more sustainably designed on positive principles.
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Zhor, Smiklou. "Organizational Slack Resources and Innovation Adoption Process." In the 2018 International Conference. New York, New York, USA: ACM Press, 2018. http://dx.doi.org/10.1145/3194188.3194193.

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Soltysik, Andrzej, and Mariusz Zytniewski. "Organizational knowledge resources integration in HRM processes." In 2017 Eighth International Conference on Intelligent Computing and Information Systems (ICICIS). IEEE, 2017. http://dx.doi.org/10.1109/intelcis.2017.8260043.

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P. Sinurat, Horas, Nazaruddin Matondang, and Isfenti Sadalia. "The Influence of Organizational Climate and Organizational Culture on Employees’ Performance to Sustain Natural Resources at Pematang Siantar Hotel." In International Conference on Natural Resources and Sustainable Development. SCITEPRESS - Science and Technology Publications, 2018. http://dx.doi.org/10.5220/0009899900002480.

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Reports on the topic "Organizational resources"

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Murrell, Emily. Organizational Culture Change Resulting From Human Resources Outsourcing. Portland State University Library, January 2015. http://dx.doi.org/10.15760/honors.144.

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Gawlik, John A. Case Study: Organizational Realignment at Tripler Army Medical Center to Reflect "Best Business Practice." Facilitate Coordinated Care, and Maximize the Use of Resources. Fort Belvoir, VA: Defense Technical Information Center, June 2000. http://dx.doi.org/10.21236/ada408349.

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Sripad, Pooja. Exploring barriers and enablers of service provision for survivors of human trafficking in the Bay Area: An action research study. Population Council, 2021. http://dx.doi.org/10.31899/sbsr2021.1067.

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Despite increasing recognition of public health and rights issues associated with human trafficking globally and in the United States following the Trafficking Victims Protection Act of 2000, there has been limited research on how to systematically strengthen service access for survivors of sex and labor trafficking. The experience of service providers may provide insight into how trafficking survivor responses and service networks function in California’s Bay Area. This study explores provider perspectives on existing service networks and collaboration dynamics, including the barriers to and enablers of long-term service provision and survivor follow-up. A participatory research design included qualitative interviews with key informants working at nongovernmental organizations, organizational website reviews, and consultation with network service providers in the Greater San Francisco Bay Area. This study approach allowed for eliciting in-depth reflections of service provision, collective generation of stakeholder mapping, and consensus-driven recommendations arising from barriers and enablers to anti-trafficking service provision. This report enhances stakeholder awareness of existing organizational and policy resources and offers insights into research and programming on how anti-trafficking service response networks can be strengthened to provide survivor-centric support in the long-term.
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Edwards, James B., and Joseph G. Coyne. Resource Directory of DOE Information Organizations. Office of Scientific and Technical Information (OSTI), January 1992. http://dx.doi.org/10.2172/12237333.

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McKnight, Katherine, and Elizabeth Glennie. Are You Ready for This? Preparing for School Change by Assessing Readiness. RTI Press, March 2019. http://dx.doi.org/10.3768/rtipress.2019.pb.0020.1903.

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Schools routinely face federal and state mandated changes, like the Common Core State Standards or standardized testing requirements. Sometimes districts and schools want to take on new policies and practices of their own, like anti-bullying programs or using technology to deliver instruction. Regardless of the origin of the change, implementation requires them to take on additional work; yet experts estimate that only 30 to 50 percent of major change efforts in organizations will succeed. Failing change efforts result in not only financial losses but also lowered organizational morale, wasted resources, and lost opportunities. For schools where resources are already stretched thin, the consequences of failed change initiatives can be particularly devastating. In this paper, we discuss results of a study, over a school year, of school principals who were working on implementing a new change initiative in their schools. We apply lessons from the change management literature and focus on the importance of assessing readiness for change as a key step in ensuring the success of new initiatives. We share examples of a change readiness rubric to help schools and districts successfully lead change.
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Findlay, Trevor. The Role of International Organizations in WMD Compliance and Enforcement: Autonomy, Agency, and Influence. The United Nations Institute for Disarmament Research, December 2020. http://dx.doi.org/10.37559/wmd/20/wmdce9.

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Major multilateral arms control and disarmament treaties dealing with weapons of mass destruction (WMD) often have mandated an international organization to monitor and verify State party compliance and to handle cases of non-compliance. There are marked differences in the mandates and technical capabilities of these bodies. Nonetheless, they often face the same operational and existential challenges. This report looks at the role of multilateral verification bodies, especially their secretariats, in dealing with compliance and enforcement, the extent to which they achieve “agency” and “influence” in doing so, and whether and how such capacities might be enhanced. In WMD organizations it is the governing bodies that make decisions about noncompliance and enforcement. The role of their secretariats is to manage the monitoring and verification systems, analyse the resulting data – and data from other permitted sources – and alert their governing bodies to suspicions of non-compliance. Secretariats are expected to be impartial, technically oriented and professional. It is when a serious allegation of non-compliance arises that their role becomes most sensitive politically and most vital. The credibility of Secretariats in these instances will depend on the agency and influence that they have accumulated. There are numerous ways in which an international secretariat can position itself for maximum agency and influence, essentially by making itself indispensable to member States and the broader international community. It can achieve this by engaging with multiple stakeholders, aiming for excellence in its human and technical resources, providing timely and sustainable implementation assistance, ensuring an appropriate organizational culture and, perhaps most of all, understanding that knowledge is power. The challenge for supporters of international verification organizations is to enhance those elements that give them agency and influence and minimize those that lead to inefficiencies, dysfunction and, most damaging of all, political interference in verification and compliance judgements.
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None, None. National Electric Sector Cybersecurity Organization Resource (NESCOR). Office of Scientific and Technical Information (OSTI), June 2014. http://dx.doi.org/10.2172/1163840.

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Albornoz, Facundo, Samuel Berlinski, and Antonio Cabrales. Motivation, Resources and the Organization of the School System. Inter-American Development Bank, July 2016. http://dx.doi.org/10.18235/0000496.

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Williams, Teshanee, Jamie McCall, Maureen Berner, and Anita Brown-Graham. Strategic Capacity Building in Community Development Organizations Post COVID-19: A Multi-Dimensional Approach to Describing Social Capital. Carolina Small Business Development Fund, November 2020. http://dx.doi.org/10.46712/social-capital-covid19-recovery/.

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Much like the 2008 financial crisis, the aftermath of the COVID-19 pandemic will likely shape historically underserved communities for decades to come. Now, more than perhaps ever before, community development organizations (CDOs) will be central actors and foundational institutions for sustainable economic growth. Our data suggest social capital is important for CDO capacity across multiple dimensions. Given the central role CDOs will likely play in rebuilding local economies in the wake of the pandemic, we highlight how these organizations can use social capital to maintain and build political, resource, network, and organizational capacity.
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Research Institute (IFPRI), International Food Policy. Natural Resource Conflicts and Community Organizations in Bangladesh. Washington, DC: International Food Policy Research Institute, 2013. http://dx.doi.org/10.2499/capriwp111.

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